Development of a Front – End Construction Project Management Framework in Rwanda

Abstract

In the Construction industry of Rwanda, front-end construction project management is not well practiced. Although the term “front-end construction project management” is a fairly new expression in the project management body of knowledge, it simply means intense construction project management action in the early stages of the construction project. Accordingly, relatively greater attention and thoroughness are given to the project at the very inception and formulation of the project in order to set a more concrete basis for the project implementation and evaluation. The degree to which the front-end management concept is adopted in a project determines the probability of the project success. Persistence of project delays, cost overruns and other aspects of poor project performance in Rwanda can therefore be attributed to this lack of keenness in the earliest construction project management. Review of the literature related to project performance and construction project management practice reveals that front-end management of construction projects remains scanty in many construction industries and Rwanda is one of them. In a bid to address that situation, the aim of this study is to develop a management framework for enhancing the front-end construction project management in the public construction sector of Rwanda, particularly at the Rwanda Housing Authority (RHA). The specific objectives of the study are to: (i) examine the effectiveness of the organizational structure of RHA in assuring front-end construction project management on building projects; (ii) identify front-end construction project management factors affecting project performance and evaluate its tools, techniques applicable in RHA; (iii) explore the extent to which front-end construction project management is currently applied in RHA and ( iv) formulate or develop a framework for front-end construction project management for government building construction projects in Rwanda. Data for the study were both qualitative and quantitative. They were collected mainly from the RHA workers, using a questionnaire and an interview guide. Data analysis has been done using descriptive statistics and thematic analysis. It was observed that the RHA institutional set-up, staff capability and project management procedures inhibit front-end construction project management practice there. Additionally, the people expressed the need for change towards the more effective project management practices. From the data analysis results, a framework that might enhance front-end construction project management at the RHA was synthesized. From this study, it can be concluded that the practice of construction project management at the RHA is professional but rather weak. It does not measure to the standards of intensity associated with the front-end construction project management concept. The researcher therefore recommends enhancement of the project management function of the RHA, through adoption of the framework developed in this study, boosting of the staffing level and further training of the existing staff. This way, project performance should be improved in the public construction sector of Rwanda.