The Effect of Resource Management Planning on the Performance- of Government-Funded Projects in Rwanda

Abstract

Project managers are obliged to plan and prudently use resources for the intended purposes but on many occasions resources utilization is diverted to serve other egos of top managers which are usually outside the initial project scope and work plans leading to inefficiencies. The effective corporate performance of projects can be ascertained through proper and efficient resource management planning and is a guaranteed measure for successful project implementation. The purpose of the study was to determine the effect of resource management planning on the Performance of government-funded projects in Rwanda, using a case study of PONERWA (Project for Environment and Natural Resources of Rwanda). The research adopted a Cross- sectional study design that uses both qualitative and quantitative approaches, and covered a target population of 500 respondents who are PONERWA Project employees (Management and Staff) and a section of Nyamata residents in the Eastern Province of Rwanda where many PONERWA Project activities are concentrated. The study used both questionnaires and interview guides to collect data from implementers and beneficiary groups of government-funded projects. A purposive sampling technique was used for a sample size of 50 respondents. Quantitati e data v as collected by use of Questionnaires while an in-depth interview guide and group discussions assisted in the collection of qualitative data. Inferential statistics using multiple regression and correlation analysis was also employed to examine the relationship between research variables, with the help of Statistical Package for Social Sciences (SPSS).Information from primary data was presented graphically, using tables and figures. The study established that taking all factors constant at zero, Project performance will be 3.757, the data findings analyzed also shov that taking all other independent variables at zero, a unit increase in HRM planning will lead to a 0.754 increase in Project performance implementation; a unit increase in FRlV1 Planning will lead to a 0.879 increase in Project performance practices and a unit increase in MRlV1 Planning practices will lead to a 0.568 increase in Project performance. At 5% level of significance and 95% level of confidence HRM planning had a 0.002 level of significance; FRM Planning showed a 0.005 level of significant, MRM Planning showed a 0.013 level of significant and hence the most significant factor is FRM Planning. The study recommended that there should be regular interface between management and staff to discuss the futuristic goal and plans of the organization and the top management should communicate RMP adoption to the entire organization to create awareness, interest, desire and action. Policy and practice for RMP should be carefully evaluated and the results of that evaluation fed back into improved approaches. It is also important that the assessment considers the full range of project costs and benefit analysis.