Effect of Project Control on Project Performance of Education Projects in Rwanda: A Case of SOMA Umenye Project

Authors

  • Diane Karigirwa University of Kigali, Rwanda
  • Rusibana Claude University of Kigali, Rwanda

DOI:

https://doi.org/10.51867/ajernet.5.2.44

Keywords:

Education Project, Project, Project Control, Project Performance, Rwanda Basic Education Board

Abstract

The purpose of this study was to assess the effect of project control and project performance in education project. Despite the fact that the Rwanda Basic Education Board in partnership with United States Agency for International Development (USAID) has implemented the Soma Umenye Project through project control in terms of scheduling, financial resources, risk control and change control, its performance remains poor and critical.  In conducting this research, four objectives were: to effect of project schedule control on Soma Umenye project performance, to examine the effect of project resources control on Soma Umenye project performance, and to analyze the effect of project change control on Soma Umenye project performance. To achieve these objectives, literature reviewed on the subject matter including definitions of key concepts, conceptual review, theoretical framework, conceptual framework and research gap analysis, moreover both planned theory and contingency theories were used. Descriptive research design was used and also the target population of the study was 169 employees of Rwanda Basic Education Board and all of them a sample size of 169 employees were selected by using stratified sampling technique. Questionnaire, interview guide and documentation were used as tools of data collection. Data was processed through editing, coding and tabulation and the data was also analyzed by using descriptive statistics. Findings indicated that that holding all the project control to a constant zero, project performance of Rwanda Basic Education Board (REB) will be 0.083 percent, a unit increase in the use of project schedule control would lead to reduction in project performance of Rwanda Basic Education Board by 3.4%, a one percent increase in the use of project resources control would lead to an increase the project performance of Rwanda Basic Education Board by 7.5%, a one percentage increase in the use of risk control would lead to 62.3% increase of project performance of Rwanda Basic Education Board and lastly a one percentage increase in the use of project change control would lead to 27.1% increase of project performance of Rwanda Basic Education Board. Overall, the project risk management control had the greatest effect on project performance at REB, followed by project change control, project resource control and lastly project schedule control. At 5% level of significance and 95% level of confidence, project resources control had 0.549 level of significance; project schedule control had a .327 level of significance, project risk control had a 0.000 level of significance finally project change control also had a 0.011 level of significance. The study concluded that there is a positive relationship between project controls on project performance of education projects in Rwanda, moreover the researcher in line with the findings and objectives of the study suggested that Rwanda Basic Education Board, as a public organ, may continuously establish checkpoints and milestones to review the project's progress, address key issues, and take corrective actions if necessary, to keep the project on track.

References

Abbott, P., Mugisha, R., Mtika, P., & Nzabalirwa, W. (2020). Failing adult learners: Why Rwanda's adult literacy education is not delivering. International Journal of Educational Development, 79, 102288. https://doi.org/10.1016/j.ijedudev.2020.102288 DOI: https://doi.org/10.1016/j.ijedudev.2020.102288

Alamri, H., Lowell, V., Watson, W., & Watson, S. L. (2020). Using personalized learning as an instructional approach to motivate learners in online higher education: Learner self-determination and intrinsic motivation. Journal of Research on Technology in Education, 52(3), 322-352. https://doi.org/10.1080/15391523.2020.1728449 DOI: https://doi.org/10.1080/15391523.2020.1728449

Aprisma, R., & Sudaryati, E. (2020). Environmental uncertainty and firm performance: The moderating role of corporate governance. Jurnal Akuntansi, 24(2), 187-203. https://doi.org/10.24912/ja.v24i2.690 DOI: https://doi.org/10.24912/ja.v24i2.690

Berdugo, B., Sadik, J., & Sussman, N. (2016). Delays in technology adoption, appropriate human capital, natural resources and growth. Natural Resources and Growth (July 2003). https://doi.org/10.2139/ssrn.428142 DOI: https://doi.org/10.2139/ssrn.428142

Blazewicz, J., Ecker, K., Pesch, E., Schmidt, G., & Weglarz, J. (2019). Handbook on scheduling. Cham: Springer International Publishing.

https://doi.org/10.1007/978-3-319-99849-7 DOI: https://doi.org/10.1007/978-3-319-99849-7

Calahorra-Jimenez, M., Alarcón, L. F., Torres-Machi, C., Chamorro, A., & Molenaar, K. (2020). Improving cost performance in design-bid-build road projects by mapping the reasons for cost overruns into the project phases. Revista de la Construcción, 19(2), 334-345.

https://doi.org/10.7764/rdlc.19.2.334-345 DOI: https://doi.org/10.7764/rdlc.19.2.334-345

Cheluget, D. C., & Morogo, V. J. (2017). Effect of financial management practices and project performance in Uasin Gishu County, Kenya. International Journal of Economics, Commerce and Management, 5(5), 214-226.

Cronin, T. E., & Genovese, M. A. (2015). Leadership matters: Unleashing the power of paradox. Routledge. https://doi.org/10.4324/9781315633718 DOI: https://doi.org/10.4324/9781315633718

Dallasega, P., Marengo, E., & Revolti, A. (2021). Strengths and shortcomings of methodologies for production planning and control of construction projects: A systematic literature review and future perspectives. Production Planning & Control, 32(4), 257-282. https://doi.org/10.1080/09537287.2020.1725170 DOI: https://doi.org/10.1080/09537287.2020.1725170

De Dieu, H. J., Theogene, H., Philothere, N., & Ke, Z. (2022). Quality education in Rwanda: A critical analysis of quality indicators. IOSR Journal of Humanities and Social Science, 27(2), 52-70.

Donaldson, L. (2006). The contingency theory of organizational design: Challenges and opportunities. Organization Design: The Evolving State-of-the-Art, 19-40. https://doi.org/10.1007/0-387-34173-0_2 DOI: https://doi.org/10.1007/0-387-34173-0_2

Fainstein, S. S. (2005). Planning theory and the city. Journal of Planning Education and Research, 25(2), 121-130. https://doi.org/10.1177/0739456X05279275 DOI: https://doi.org/10.1177/0739456X05279275

Fiedler, F. R. E. D. (2015). Contingency theory of leadership. In Organizational Behavior 1 (pp. 232-255). Routledge.

Fisher, J. G. (1998). Contingency theory, management control systems and firm outcomes: Past results and future directions. Behavioral Research in Accounting, 10, 47.

Galli, B. J. (2018). Change management models: A comparative analysis and concerns. IEEE Engineering Management Review, 46(3), 124-132. https://doi.org/10.1109/EMR.2018.2866860 DOI: https://doi.org/10.1109/EMR.2018.2866860

Giglio, J. M., Friar, J. H., & Crittenden, W. F. (2018). Integrating lifecycle asset management in the public sector. Business Horizons, 61(4), 511-519. https://doi.org/10.1016/j.bushor.2018.03.005 DOI: https://doi.org/10.1016/j.bushor.2018.03.005

Grusec, J. E., & Goodnow, J. J. (1994). Impact of parental discipline methods on the child's internalization of values: A reconceptualization of current points of view. Developmental Psychology, 30(1), 4. https://doi.org/10.1037/0012-1649.30.1.4 DOI: https://doi.org/10.1037//0012-1649.30.1.4

Haugan, G. T. (2010). Project management fundamentals: Key concepts and methodology. Berrett-Koehler Publishers.

Hayes, D. C. (1977). The contingency theory of managerial accounting. Accounting Review, 22-39.

He, M., Xu, Y., & Li, N. (2020). Population spatialization in Beijing city based on machine learning and multisource remote sensing data. Remote Sensing, 12(12), 1910. https://doi.org/10.3390/rs12121910 DOI: https://doi.org/10.3390/rs12121910

Huang, R., Tlili, A., Chang, T. W., Zhang, X., Nascimbeni, F., & Burgos, D. (2020). Disrupted classes, undisrupted learning during COVID-19 outbreak in China: Application of open educational practices and resources. Smart Learning Environments, 7, 1-15. https://doi.org/10.1186/s40561-020-00125-8 DOI: https://doi.org/10.1186/s40561-020-00125-8

Hudson, B. M., Galloway, T. D., & Kaufman, J. L. (1979). Comparison of current planning theories: Counterparts and contradictions. Journal of the American Planning Association, 45(4), 387-398. https://doi.org/10.1080/01944367908976980 DOI: https://doi.org/10.1080/01944367908976980

Ika, L. A., & Pinto, J. K. (2022). The "re-meaning" of project success: Updating and recalibrating for a modern project management. International Journal of Project Management, 40(7), 835-848. https://doi.org/10.1016/j.ijproman.2022.08.001 DOI: https://doi.org/10.1016/j.ijproman.2022.08.001

Javed, S. A., Mahmoudi, A., & Liu, S. (2020). Grey absolute decision analysis (GADA) method for multiple criteria group decision-making under uncertainty. International Journal of Fuzzy Systems, 22(4), 1073-1090. https://doi.org/10.1007/s40815-020-00827-8 DOI: https://doi.org/10.1007/s40815-020-00827-8

Kabeyi, M. J. B. (2019). Evolution of project management, monitoring and evaluation, with historical events and projects that have shaped the development of project management as a profession. International Journal of Scientific Research, 8(12), 63-79.

Karunaratne, T., Peiris, C., & Hansson, H. (2018). Implementing small scale ICT projects in developing countries-how challenging is it? International Journal of Education and Development using ICT, 14(1), 32-59.

Kielhofner, G., & Coster, W. J. (2017). Developing and evaluating quantitative data collection instruments. In Kielhofner's Research in Occupational Therapy: Methods of Inquiry for Enhancing Practice (pp. 274-295). Philadelphia, PA: F.A. Davis.

Klaas, P., Lauridsen, J., & Håkonsson, D. D. (2006). New developments in contingency fit theory. In Organization Design: The Evolving State-of-the-Art (pp. 143-164). https://doi.org/10.1007/0-387-34173-0_8 DOI: https://doi.org/10.1007/0-387-34173-0_8

Klemm, R. C. (1984). Organization theory and performance: Lawrence and Lorsch's contingency theory and Williamson's transaction costs model as correlates of organizational performance. University of Pennsylvania.

Kostalova, J., & Tetrevova, L. (2018). Proposal of project management methods and tools-oriented maturity model. Gestão e Projetos: GeP, 9(1), 1-23. https://doi.org/10.5585/gep.v9i1.595 DOI: https://doi.org/10.5585/gep.v9i1.595

Loorbach, D. (2010). Transition management for sustainable development: A prescriptive, complexity‐based governance framework. Governance, 23(1), 161-183. https://doi.org/10.1111/j.1468-0491.2009.01471.x DOI: https://doi.org/10.1111/j.1468-0491.2009.01471.x

Niyibizi, E. (2020). An evaluation of the Rwandan trilingual policy in some nursery and primary schools in Kigali City (Doctoral Dissertation, University of South Africa).

Pfeffer, J. (1997). New directions for organization theory: Problems and prospects. Oxford University Press.

https://doi.org/10.1093/oso/9780195114348.001.0001 DOI: https://doi.org/10.1093/oso/9780195114348.001.0001

Pinto, J. K., & Slevin, D. P. (1987). Critical factors in successful project implementation. IEEE Transactions on Engineering Management, 34(1), 22-27. https://doi.org/10.1109/TEM.1987.6498856 DOI: https://doi.org/10.1109/TEM.1987.6498856

Pinto, J. K., Slevin, D. P., & Prescott, J. E. (2012). Critical success factors in projects: The elucidation of project success. International Journal of Managing Projects in Business, 5(4), 757-775. https://doi.org/10.1108/17538371211269040 DOI: https://doi.org/10.1108/17538371211269040

Retnowardhani, A., & Suroso, J. S. (2019). Project management information systems (PMIS) for project management effectiveness: Comparison of case studies. In 2019 International Conference on Computer Science, Information Technology, and Electrical Engineering (ICOMITEE) (pp. 160-164). IEEE. https://doi.org/10.1109/ICOMITEE.2019.8921046 DOI: https://doi.org/10.1109/ICOMITEE.2019.8921046

Schreyögg, G. (1980). Contingency and choice in organization theory. Organization Studies, 1(4), 305-326. https://doi.org/10.1177/017084068000100401 DOI: https://doi.org/10.1177/017084068000100401

Song, J., Martens, A., & Vanhoucke, M. (2022). Using earned value management and schedule risk analysis with resource constraints for project control. European Journal of Operational Research, 297(2), 451-466. https://doi.org/10.1016/j.ejor.2021.05.036 DOI: https://doi.org/10.1016/j.ejor.2021.05.036

Souba, M. H. (2018). Challenging your implicit leadership theory. Journal of Leadership Education, 17(4), 195-207.

https://doi.org/10.12806/V17/I4/T1 DOI: https://doi.org/10.12806/V17/I4/T1

Stouten, J., Rousseau, D. M., & De Cremer, D. (2018). Successful organizational change: Integrating the management practice and scholarly literatures. Academy of Management Annals, 12(2), 752-788. https://doi.org/10.5465/annals.2016.0095 DOI: https://doi.org/10.5465/annals.2016.0095

Turyahebwa, A., Sunday, A., & Ssekajugo, D. (2013). Financial management practices and business performance of small and medium enterprises in western Uganda. African Journal of Business Management, 7(38), 3875-3885. https://doi.org/10.5897/AJBM2013.6899

Wekesa, N. W., & Ongunya, R. O. (2016). Project based learning on students' performance in the concept of classification of organisms among secondary schools in Kenya.

Wickham, H., & Wickham, H. (2016). Data analysis. Springer International Publishing. https://doi.org/10.1007/978-3-319-24277-4_9 DOI: https://doi.org/10.1007/978-3-319-24277-4_9

Zhao, J. (1994). Contemporary organizational change in community-oriented policing: A contingency approach. Washington State University.

Downloads

Published

2024-05-23

How to Cite

Karigirwa, D., & Rusibana, C. (2024). Effect of Project Control on Project Performance of Education Projects in Rwanda: A Case of SOMA Umenye Project. African Journal of Empirical Research, 5(2), 517–528. https://doi.org/10.51867/ajernet.5.2.44