scheduling and performance of road construction …

SCHEDULING AND PERFORMANCE OF ROAD CONSTRUCTION

PROJECTS IN RWANDA:

A CASE STUDY OF CAMP KANOMBE –BUSANZA ROAD

CONSTRUCTION PROJECT

JESSIKA NINSIMA

MBA/43189/2016

A Research project Submitted in Partial Fulfillment of the Requirements

for the Award of the Degree of Master of Business Administration (Project

Management Option) of Mount Kenya University

NOVEMBER 2017

ii

DECLARATION

This research is my original work and has not been presented to any other Institution. No part

of this research should be reproduced without the author’s consent or that of Mount Kenya

University.

Student’s Name: Jessika Ninsima

Signature………………………………….. Date …………………………………………..

Declaration by the supervisor

This research proposal has been submitted with our approval as the Mount Kenya University

Supervisor.

Names: Dr Tom Mulegi, PhD

Signature……………………………….. Date.………………………………………………

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DEDICATION

Special thanks to my Husband Mbasha Eric for the support towards the completion of the

MBA program. My children ; Ean and Eliora for the patience along this entire journey. The

family of Nirere Deo for their support and courage they gave me. I Love you all.

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ACKNOWLEDGEMENT

Thanks to the Almighty God for the guidance and protection throughout my studies. I

recognition to my supervisor Dr Tom Mulegi, the Academic guidance, inspiration; without

him it would have been practically hard to come to this point of the research.

I acknowledge efforts of my colleagues, classmates for the help through: group assignments,

discussions; I want to thank you from the depth of my heart.

The management of Mount Kenya University Kigali Campus for the knowledge, skills and

suggestions; without all of them this research could not have been successful.

Finally, to all who contributed in diverse ways in the success of this study, God bless you.

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ABSTRACT

This study was sought to assess the influence of scheduling on project performance in the

public sector in Rwanda. The following specific objectives guided the study : assessing how

scheduling practices influence Road construction project in Kicukiro District; establishing

differences between d scheduling Practices and Performance of Road construction projects in

Kicukiro District and; establishing the relationship between scheduling and project success of

Road construction project in Kicukiro District. Significantly, the study findings will help the

researcher to understand the theoretical orientations to the study; as well as meeting the

requirements for the award of the master degree in project management. Kicukiro District,

MKU and other stakeholders in project management will acquire more knowledge on

scheduling practices. The descriptive research design anchored the study owing to the nature

and size of target population. The target population for the study was 133; composed of 98

Kicukiro District staff, 3 staff of Kanombe Sector, 2 staff of Busanza Cell and 30 site

Managers of Horizon Road Construction Company Ltd. Two sampling techniques were used

including: stratified sampling and simple random sampling. The Correlation coefficient

approach was used to explain the relationship between the variables under investigation.

Analysis of variance method was used to establish differences between scheduling Practices

and Performance of Road Construction Projects. The study revealed that all elements of

scheduling had appositive relationship with project performance at a significance level of

0.01. Results further indicate that time scheduling and budget scheduling had a very strongly

positive correlation with project performance (sig: 0.000 < 0.001). The recommendations

were that Kicukiro District, Donors/Partners should lay much emphasis on maintenance of

existing roads and other infrastructures.

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TABLE OF CONTENTS

TABLE OF CONTENTS ....................................................................................................... vi

LIST OF TABLES................................................................................................................... x

FIGURE .................................................................................................................................. xi

LIST OF ABBREVIATIONS AND ACRONYMS ............................................................. xii

DEFINITIONS OF KEY TERMS ...................................................................................... xiii

CHAPTER ONE: INTRODUCTION TO THE STUDY ..................................................... 1

1.0 Introduction ....................................................................................................................... 1

1.1 Background of the Study .................................................................................................. 1

1.2 Problem Statement ............................................................................................................ 2

1.3 Objectives of Study ............................................................................................................ 3

1.3.1 General Objective ........................................................................................................... 3

1.3.2 Specific Objectives .......................................................................................................... 3

1.4 Research Questions ........................................................................................................... 3

1.5 Significance of the Study ................................................................................................... 3

1.6 Limitations of the Study .................................................................................................... 4

1.7 Scope of the Study ............................................................................................................. 4

1.7.1 Content Scope ................................................................................................................. 4

1.7.2 Geographical Scope ........................................................................................................ 5

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1.7.3 Time Scope ...................................................................................................................... 5

1.8 Organization of the study ................................................................................................. 5

CHAPTER TWO: REVIEW OF RELATED LITERATURE ............................................ 6

2.0 Introduction ....................................................................................................................... 6

2.1 Theoretical Literature ....................................................................................................... 6

2.1.1 Human Resource forecasting ......................................................................................... 6

2.1.2 Time Scheduling ............................................................................................................. 8

2.1.3 Budgeting ........................................................................................................................ 9

2.1.4 Quality of Product ........................................................................................................ 11

2.1.5 Stakeholder satisfaction ............................................................................................... 12

2.2 Empirical Literature ....................................................................................................... 13

2.3 Critical Review and Research Gap identification ........................................................ 14

2.4 Theoretical Framework .................................................................................................. 15

2.4.1 Scientific Management Theory ....................................... Error! Bookmark not defined.

2.4.2 Management Theory of Frank and Lillian Gilbreth ..... Error! Bookmark not defined.

2.4.3 Management Theory of Henri Fayol .............................. Error! Bookmark not defined.

2.5 Conceptual framework ................................................................................................... 16

2.6 Summary .......................................................................................................................... 16

CHAPTER THREE: RESEARCH METHODOLOGY .................................................... 18

3.0 Introduction ..................................................................................................................... 18

3.1 Research Design ............................................................................................................... 18

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3.2 Target Population ............................................................................................................ 18

3.3 Sample Design .................................................................................................................. 19

3.3.1 Sample Size ................................................................................................................... 19

3.3.1 Sample Size ................................................................................................................... 19

3.4 Data Collection Methods ................................................................................................. 20

3.4.1 Data Collection Instruments ........................................................................................ 20

3.4.2 Administration of Data Collection Instruments ........................................................ 20

3.4.3 Reliability and validity ................................................................................................. 20

CHAPTER FOUR: RESEARCH FINDINGS AND DISCUSSION ................................. 23

4.0 Introduction ..................................................................................................................... 23

4.1 Demographic characteristics of respondents ................................................................ 23

4.1.1 Gender distribution ...................................................................................................... 23

4.1.2 Distribution of respondents per age ............................................................................ 24

4.1.3 The experience of respondents .................................................................................... 24

4.2 Presentation of Findings ................................................................................................. 25

4.2.1 The scheduling practices in Road construction project in Kicukiro district .......... 26

4.2.2 Establishing Differences between Different Scheduling Practices and Project

Performance ........................................................................................................................... 31

4.2.3 Establish the relationship between scheduling and performance of Road

Construction project in Kicukiro district. ........................................................................... 32

CHAPTER FIVE: SUMMARY, CONCLUSIONS AND RECOMMENDATIONS ....... 37

5.0 Introduction ..................................................................................................................... 37

ix

5.1 Summary of Findings ...................................................................................................... 37

5.1.1 The implication of scheduling practices of Road construction project in Kicukiro

................................................................................................................................................. 38

District .................................................................................................................................... 38


Performance ........................................................................................................................... 39

5.1.3 The relationship between scheduling and performance in Road construction in .. 39

5.2 Conclusions ...................................................................................................................... 40

5.3 Recommendations ........................................................................................................... 40

5.3.1 To the public sector (Kicukiro District) ..................................................................... 40

5.3.2 To contractor and shareholder.................................................................................... 40

5.3.3 To Donor and Partners ................................................................................................ 41

5.3.4 To Staff .......................................................................................................................... 41

5.4 Suggestions for further study ......................................................................................... 41

REFERENCES ...................................................................................................................... 42

APPENDICES ....................................................................................................................... 47

APPENDIX 1: AUTHORIZATION LETTER ................................................................... 49

APPENDIX 2: ACCEPTANCE LETTER .......................................................................... 50

APPENDIX 3: QUESTIONNAIRE .................................................................................... 51

APPENDIX 4: LIST OF RESPONDENTS AND THEIR CURRENT POSITION ....... 59

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LIST OF TABLES

Table 3. 1 Indicates population by categories ......................................................................... 18

Table 3. 2 The coefficients of Cronbach’s Alpha ................................................................... 21

Table 4. 1 Gender distribution of respondents ........................................................................ 23

Table 4. 2 Age distribution of respondents ............................................................................. 24

Table 4. 3 Experience of respondents ..................................................................................... 24

Table 4. 4 Respondents opinion on Project scheduling .......................................................... 26

Table 4. 5 Respondents views on Scheduling practices used ................................................. 27

Table 4. 6 Respondents views on frequency of use of scheduling practices the in project .. 27

Table 4. 7 Project budgeting ................................................................................................... 28

Table 4. 8 Specific project timelines....................................................................................... 29

Table 4. 9 Respect timelines ................................................................................................... 30

Table 4. 10 Human Resource forecasting ............................................................................... 30

Table 4. 11 ANOVA Results .................................................................................................. 31

Table 4. 12 Results of Discrete correlation of elements of scheduling with Project

Performance ............................................................................................................................ 33

Table 4. 13 Results of correlation of aggregate scheduling with Project Performance .......... 34

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FIGURE

Figure 2. 1 Conceptual Framework ........................................................................................ 16

xii

LIST OF ABBREVIATIONS AND ACRONYMS

ANN Artificial Neural Networks

ANOVA Analysis of Variance

HRP Human Resources Planning

KPI Key Performance Indicators

MBA Master of Business Administration

MININFRA Ministry of Infrastructure

MKU Mount Kenya University

PCM Project Cycle Management

PMBOK Project Management Body of Knowledge

PNA Planning Needs Assessment

RMF Road Maintenance Fund

WBS Work Breakdown Structure

http://www.planningplanet.com/freelinking/Work%2520Breakdown%2520Strcuture

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DEFINITIONS OF KEY TERMS

A project: A series of tasks having definite objectives; start and end points.

Project Performance: Definition of how a project rates against predetermined cost

estimates, quality parameters; and timelines.

Public Sector: Domain specifically working to ensure Common Good

Scheduling: logical Link between project Activities and associated resource Requirements

and Timelines.

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CHAPTER ONE: INTRODUCTION TO THE STUDY

1.0 Introduction

This addresses the statement of the problem, background, objectives, research questions, and

significance, limitations, scope and organization of the study.

1.1 Background of the Study

Where as project performance is a management issue frequently discussed, there is lack of

agreement by which success is judged (Crawford, 2002). In Real Project Situations, there is

no agreement on either total failure or absolute success. There are no clear indices on which

project success should be focused. Nonetheless there ought to be a clear definition of what

constitutes success.

Clarke (1999) said that a project is a performance if it achieves all of the agreed objectives,

quality parameters, timelines and costs. Scholars however, perceive the performance of a

project differently. This could be explained by the inherent differences in both the Academic

and Social Backgrounds of the scholars. The Academia therefore, needs to acknowledge that

there is no single measure of Project Performance. This argument is further supported by

Badiru (2002) who opined that a project’s relative degree of performance or failure may

change over time. Documentation by Burke (1999) further indicates the variation on the

concept of Project Performance. His Works reveal that; in the 1960s and early 1970s many

project management tools and techniques focused on the implementation phase of the project

life cycle. By the1980s emphasis had shifted to the initiation Phase of the project. Project

Scheduling entails detailing activities into their proper sequence, with appropriate

relationships defined, consistent with the execution plan. It’s imperative that the schedule is

imbedded in the project management system. The schedule should be integrated with budget,

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resources, scope, and quality requirements to produce a virtual model of the project

execution plan.

Ever since its establishment in 1998, the Road Maintenance Fund (RMF), mandated to

ensure collection and funding for the maintenance of road networks in Rwanda has recorded

significant achievements in terms of road maintenance. Under the Road Maintenance Fund

various projects have been successfully accomplished. This study therefore sought to

establish whether the success of these projects emanated from good scheduling.

Kicukiro District which is one of the three districts of Kigali town; is bordered by

Nyarugenge District to the west, Bugesera District to the east; and Gasabo District to the

north. Aiken at el, (1990) and World Bank data (2015), purport that the public sector, which

largely formal, plays a remarkable role in ensuring economic growth.

1.2 Problem Statement

Pinto and Slevin, (1988) in their write up show that it is crucial the project manager prepares

a project schedule and follows it through the entire project Group Processes. The government

of Rwanda has made several efforts to ensure Success of Projects in the Public Sector. Some

of the most remarkable reforms include: constituting a technical committee to assess the

existing public transport problems (World Bank Report, 2015).

Although Rwanda has recorded significant achievements in developing transport

infrastructure, there are still serious limitations regarding public accessibility to transport

service (MININFRA report, 2016). Severally, the construction sector in Rwanda has not been

able to meet project timelines, budget compliance and other quality requirements; all of

which are poor performance indicators (World Bank Report, 2015). It is this standpoint that

the impact of scheduling on project performance was assessed.

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1.3 Objectives of Study

1.3.1 General Objective

The study assessed how scheduling influences the performance of Camp Kanombe –Busanza

Road Construction Project.

1.3.2 Specific Objectives

(i) To assess the scheduling practices in Road construction project in Kicukiro District;

(ii) To establish differences between different scheduling Practices and Performance of

Road construction project in Kicukiro District.

(iii) To establish the relationship between scheduling and project success of Road

construction project in Kicukiro District.

1.4 Research Questions

The study answered the following questions in accordance to the settled objectives:

(i) What are the scheduling practices of Road construction project in Kicukiro District?

(ii) Are there differences in the relationship between the scheduling Practices and

Performance of Road construction project in Kicukiro District

iii) What is the relationship between scheduling and project success of Road construction

project in Kicukiro District?

1.5 Significance of the Study

Findings may implore public institutions internalize how relevant scheduling program are;

future researchers and practitioners to seek more deeply how the success of any scheduling

can be improved through planning practices; the community will be aware of benefits of

effective scheduling; public institutions will get more opportunities For appropriately

evaluating the contribution of project scheduling to projects in the Public Sector. Mount

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Kenya University and other researchers will acquire to which future studies will make

reference.

Camp Kanombe–Busanza Road construction project stakeholders; will use it as the basis for

planning and application of the project scheduling into their Administrative systems.

Instructors in project management will change their orientation and methods of delivery,

capacity and importance of scheduling to students who are at the level of exploiting such

knowledge through the research. It will be of significance to the nation of Rwanda in a sense

of widening its public sector knowledge base and this lead to their high probability of

survival and prosperity.

1.6 Limitations of the Study

Some of people thought the information could cause them problems. Most respondents were

subjected to rules governing their companies; they feared for their status. The researcher had

to secure official authorization to access information from the targeted people.

The researcher put efforts in providing proper and quality work aligned to the set objectives

and goals of the study.

1.7 Scope of the Study

1.7.1 Content Scope

The study focused on the impact of scheduling on performance of road construction project.

Scheduling was addressed in terms of human resource forecasting, time scheduling and

budgeting while performance of projects was measured in terms of quality of product and

stakeholder satisfaction.

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1.7.2 Geographical Scope

The study used Road construction project in Kicukiro District located in Kigali city, this

study assessed the influence of scheduling on project success in Camp Kanombe - Busanza

tarmac Road construction. This project was chosen because Completion of 5,8Km Camp

Kanombe–Busanza road District not get the full fund of 2, 2 billion for completion of this project

(District KICUKIRO 2017/18 Plans).

1.7.3 Time Scope

The study was conducted in relation to scheduling and performance in road construction in

Rwanda considering the period of two years (2015-2017), the period was used by the

researcher in two periods, the beginning period and closing period. This project chose 2015-

2017 because it was in the same period of completion (District KICUKIRO 2017/18 Plans).

1.8 Organization of the study

The structure of the research project started by an introduction as first chapter, the second

chapter tackled the review of related literature by developing both theoretical and empirical

literatures. This study identifies research gaps and bridges them. The third chapter discusses

the methodology including: study design, study population, sampling techniques, data

collection instruments and procedures and data analysis procedures. The fourth chapter

presents, analyzes and interprets data collected. The fifth chapter summarizes the findings

based on respondents ‘opinions and makes recommendations arising from major findings.

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CHAPTER TWO: REVIEW OF RELATED LITERATURE

2.0 Introduction

In this chapter, the researcher focused on literature review which constitutes the essential

theory that demonstrate the effect of employee planning on project success, empirical

literature, critical review analyzed works of other people related to variables under study and

research gap identification to the study.

2.1 Theoretical Literature

In this sub title, the research focused on HR forecasting, time scheduling, budgeting, and

quality of a product and stakeholder satisfaction as follow.

2.1.1 Human Resource forecasting

Three elements are considered in the assessment of forecasting labor demand and supply, the

elements include: identifying stakeholder involved, determining appropriate planning

horizon; and defining internal and external labor force.

The Project team should include all relevant stakeholders across multiple functional areas

and organizational levels. Explicitly developing a team for the HRP process helps ensure

success of the strategies within the plan and holds those who are not meeting the goals

accountable. Also, the diversity in the team will reduce groupthink, the tendency for group

members to avoid introducing novel ideas that are outside of the group’s normal mode of

thinking for fear that they will disrupt the group consensus process (Haynes & Fryer, 2000).

Hall (1993) contends that; Human Resource Planning team should include relevant

stakeholders. These scholars further argue that this be done across functional areas and

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organizational levels. In this study, the researcher is in agreement that developing a team for

the HRP process helps ensure success of the strategies within the plan. The researcher also

shares the opinion that those not meeting the goals should be accountable for any

shortcomings. Once this argument is adapted, the tendency for group members to avoid

introducing novel ideas that are outside of the group’s normal mode of thinking will be

minimized.

It would also be recommended to carry out a human resource audit; which has been defined

severally as; the systematic examination and analysis of an organizational workforce in order

to create an understanding of the existing staffing situation in the organization or the project.

The Human Resource audit will help compare past event with the contemporary labor

specifications. It will also be instrumental in identifying trends and patterns aspects

regarding: staff turnover, training, absence; and diversity. This is in collaboration with the

perception by Bradley, (2008) that, HR audit can identify key information about operations,

including how well employees work; as well as locating areas that need improvement.

Human Resource Forecasting also involves the external labor force; which refers sourcing of

human resources outside an organization. There should be mechanisms to evaluate external

labor force; which can be achieved by considering estimates based on regional and global

economic, environmental, and demographic changes. Economic and environment factors

include interest rates, unionization, economic growth, unemployment rates, and political

climate. Dilip, (2005) links it to Demographic factors pointing towards population-based

information such as: retirement rates, birth/mortality rates, educational attainment, primary

language, and labor shifts

8

The other important concept when dealing Human Resource Forecasting is the relationship

between Organizations Strategic Plan and Human Resource Strategic Plan. This is well

presented in Haworth at el (2003) literature, where it is indicated that; an organization’s

strategic plan leads the overall HR strategic plan. The strategic plan is a macro level set of

directives that identifies how the organization will achieve its mission and move toward its

vision. At a more complex level, other Scholars in the management discipline have also

shown that; Workforce planning offers a means of systematically aligning organizational and

program priorities with the budgetary and human resources needed to accomplish them. By

beginning the planning process with identified strategic objectives, managers and their

organizations can develop workforce plans that will help them accomplish those objectives.

At the same time, these plans provide a sound basis for justifying budget and staffing

requests, since there is a clear connection between objectives, the budget, and the human

resources needed to accomplish them. Notably, Hendry at el, (1990) opined that strategic

planning for human resources should follow organizational goals, as well as types of

projects and activities that the organization aims to execute.

2.1.2 Time Scheduling

Many times we are gone from the task level to the resources level of scheduling, but there’s

no law that says you are not working on a portfolio of projects. The project dashboard is your

best friend, whether you’re working on one or many projects. The dashboard is collecting all

the real-time data collected by you and your teams, and then it’s organizing it according to

any number of metrics to show you a picture of where you stand in real-time on the project or

many projects (Wray, 1998).

9

Several techniques and tools may be used for the project manager alongside the project teams

to adhere to project timelines. Analysis of Literature indicates that the technique can instantly

assist in adjusting the project schedule to resolve delays before getting to critical levels;

especially in instances tasks are being blocked. Wray, (1998) specifically adds that alongside

graphs and charts the project team can be able to automatically drill deeper, filter and

customize results to get timely and appropriate information. This perception is shared by Bell

and Opie (2002), contending that project scheduling may summarizing the logical

relationship between different tasks. There appears to be a general assumption that

Scheduling is one of the more difficult jobs in project management. Several literatures

however, show that coordinating delivery dates on resource estimates can be streamlined

and made more efficient when the right set of tools are used by the project Team.

There appears to be remarkable evidence on the significance of Planning in Project

Scheduling, Notably, Eshna (2012) shows that planning is very important because without

planning, the project will have no guided direction. Ideally, Project planning helps one

assess the project is, where it is going and how it will get there. By doing this, the project is

being passed through an evaluation process. This evaluation process will help the

organization set up projects which are relevant in the community, as well as pre-determining

the performance of future projects.

2.1.3 Budgeting

Performance of a project is also measured basing to the extent of compliance to the Budget.

Veit-Wilson (1998) refers to Budgeting as the process of creating a plan estimated

expenditure. Workable budgets can only be attained after determining the sources on money

to be invested in the project. Creating this spending plan allows the project team to determine

10

in advance whether there is enough money to accomplish project tasks as detailed in the

Work Break Matrix. In Case of Shortage of Funds, then you can through the planning

process, prioritize areas to be spent on and focus available money on Activities that fall along

the Critical Path of the Project. Dubnoff, (1985) postulates that budgeting facilitates

organizations as well as the project management to create a spending plan; he further

contends that it ensures that enough financial resources are mobilized to facilitate project

requirements as detailed in the Project Requirement Matrix. The Researcher concurs with

these two authors in that compliance to the projected budget or spending plan helps

organizations avoid debt or aids projects keep out of debt in case they are already indebted.

In case of amiss-Match between income and Expenditure the project is likely to run into a

crisis which in adverse situations may lead to premature project Closure. Budgeting will

therefore ensure that there is a balance between expenses and project income. Veit-Wilson,

(1998) connotes that it is the responsibility of the project manager to create the first budget,

use it and get a good feel on how it can be used to track project finances. In this study, it can

be argued that budgets ought to be mapped to the project spending plan which can be

disaggregated into six months or even be stretched to a year. This will help the project team

forecast which months project finances may be tight as well as those requiring extra

Finances. Once this is well done, the budget becomes more manageable. Many Scholars

have seconded the use of computer based budgeting soft ware to arrive at efficient budgets.

For instance, Hirsch (2009) postulates that there are several elements of budgets must clearly

defined for the project team to arrive at an operational budget. Indeed, Nibud also makes

reference to budgets in relation to a minimum income level, whereas others use terms such as

basic needs as parameters an appropriate budget. Nibud further contends that such

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parameters may be used for the construction of credit scores (loan-to-income ratios) or as a

benchmark for non-minimum incomes. It must be made clear in project management

literature though that; budget scope should include a description of the specific budget

details; and level of income being used in particular circumstances. Peter (2013) continued

to argue that projects have so many moving parts, and are frequently changing; project

scheduling software automatically updates tasks that are dependent on one another, when one

scheduled task is not completed on time. He further remarks that the soft ware when

appropriately generates automated email alerts. Project team members will easily know when

their scheduled tasks are due or overdue, and alert the project manager in situations where

one’s availability has changed. Project scheduling is simple when managed online,

thankfully, especially since the software does all the hard part for you.

There is however, no much research done relating project Activities to project budgets as

detailed out in the Activity Cost Estimates. Owing to the fact that projects are made up of

several tasks, and each task is given a start and end date, realistic budgets estimates may be

done, which in turn enable the project to be completed on time. It is also crucial that

individual project team member’s breaks be incorporated in the Budget. People have

different schedules, and their availability and vacation or leave dates need to be documented

in order to successfully plan those tasks.

2.1.4 Quality of Product

The emphasis on Product Quality is presented in the frame by Samasundaram and Adedeji

(1992); studying trade in horizontally and vertically differentiated products. In their model,

the two researchers contend that, different consumers with heterogeneous incomes and tastes

may purchase a homogeneous good and make a discrete choice of quality and variety of a

differentiated product. The framework further shows that customer preferences generate a

demand structure reflecting that the potential of consumers who buy a higher-quality product

12

rises with income. According to Samasundaram & Adedeji, (1992) their model provides a

tractable tool for studying the welfare consequences of trade and trade policy for different

income groups in an economy. Emphatically, Crawford (2002) adds that project performance

is an important project management issue; one of the most frequently discussed topics;

concluding that a general lack of agreement concerning the criteria by which success is

judged renders monitoring of Projects difficult. Without understanding the causes of project

failure, as well as a common definition of “success”, it may not be practical to differentiate

project success from project failure. wide sources of literature classify project success into

five different tiers: project delivering most of what was in the scope; project delivering what

it was set to deliver on schedule and within the agreed budget; project delivers within the

agreed budget and to the expected quality standards; project delivers as per agreed project

objectives; and project creates significant net value for the organization after the project is

completed (Greenley, 1986). With a similar tone Clarke (1999) explains a project will be

performing at acceptable levels if it achieves all of the agreed project objectives.

2.1.5 Stakeholder Satisfaction

Project leadership requires technical competence and entails the ability to manage a team

(Kloppenborg and Petrick, 1999). Teams lead to Skill pools whose relationships should be

managed to achieve project stakeholder satisfaction. Studies indicate that project outcomes

can only be achieved through creativity as well as use of techniques or hardware. This

assertion points to a proper skill-mix of technical skills and soft skills. It has however, been

documented variously that Creating the right relationships among team members and other

stakeholders is one of the biggest challenges that face contemporary project managers.

Forinstance, Turner re-defined the concept of ‘‘project’’ to recognize its human aspects’; as

13

an endeavor in which human, financial and material resources are organized to undertake a

unique scope of work, of given specification, within constraints of cost and time, so as to

achieve beneficial change to achieve pre-determined objectives. In a similar direction Loo

(2002) provides evidence of skill-mix of technical and people practices in top-rated internal

best practices. Skill-mix has also been evident in Social issues mostly regarding

environmental pollution are of concern to a variety of government regulatory agencies, as

well as to the communities in which corporations have their operations, employees, and

customers (Clarkson, 1991).

2.2 Empirical Literature

Whittaker (1999) indicated that a combination of inadequate risk management and weak

project plans are the common reasons for project failure. While Aladwani, (2002) in his study

revealed that Project scheduling has a mediating effect on the link between project

uncertainty and of Information Technology Projects. Additionally, a study by Nguyen,

(2003) in Vietnam showed that poor scheduling and planning were the most common causes

of project failure. Scheduling is definitely affected by human, technical and management

factors.

Results of an empirical study by Bryde and Robinson (2005) showed that contractors put

more emphasis on time and cost criteria; while the clients put more emphasis on satisfying

the needs of other stakeholders. Comparatively, Bryde and Robinsons’ study affirms that

there is disagreement among researchers on project Performance measurement concepts.

This is could have been the basis upon which Agarwal and Rathod (2006) conducted a

research on new success criteria on successful software development project; examining

different views of internal stakeholders such as Programmers, Project Managers and

14

Customer Account Managers. The study found that cost, time and quality were important

criteria for assessing the success. Secondly, they found that the scope criterion is considered

to be of utmost importance for project success.

Laufer and Tucker (1987) find several troubling phenomena from planning in construction

projects; thus nearly revealing total degeneration of the role of planning. Several other

researches on the relationship between planning factors and scheduling indicated that;

planning performance and project outcomes can differ between project with different

characteristics (Bryde and Robinison, 2005; Agarwal and Rathod, 2006; Laufer and Turker,

1987

2.3 Critical Review and Research Gap identification

Kloppenborg and Petrick ,(1999) highlight significant of skill mix in stakeholder satisfaction;

nonetheless, this study based on only two types of skills-technical verses people skills in

practice however, people skills are very diverse, an analysis of which can come up with

contrasting results.

Clarkson, (1991) generalizes social issues which is a very broad concept. There is a

significant gap culminating into a need to specify the social issue that would improve with

skill mix. This study bridges this gap considering Scheduling as the issue being investigated.

This study postulates Scheduling as a social issue from the process Perspective; Project

Scheduling can only be of value if done through teams; which teams require individual

members to enter into networking as well as relating and interacting with each other at

different phases of the project.

Product Quality as presented in the frame by Samasundaram and Adedeji (1992) is mapped

on consumers with heterogeneous incomes and tastes purchasing a homogeneous good;

hence, making a discrete choice of quality and variety of products. There is therefore a need

for a study assessing how homogenous customers would behave when purchasing a

heterogeneous good. Such a study will provide researchers the opportunity to arrive at

informed judgment of consumer behavior in diverse circumstances.

15

2.4 Theoretical Framework

A theoretical framework explains the relationship between concepts and theories used in the

study.

This study was guided by Frank and Lillian Gilbreths’ Management Theory, proponed in

1924. The theory is classified among motion and time studies; it however, interest in the

psychology of efficiency of work. Management Theory advances a “one best way” to

accomplishing any task efficiently.

The theory argues that there is one way to improving the efficiency of none. Further, stating

that one the technique is established, it can be used in turn to influence the efficiency of

similar works. This theory puts emphasis on breaking work down in incremental parts,

which the Gilbreths’ called therbligs. They asserted that by reducing the number of therbligs,

the efficiency of the worker could be increased.

Frank and Lillian Gilbreths’ Management Theory best explains this study, because it

provides a clear link between scheduling and project performance. In project management

scheduling entails breaking down the work into work package and later into small tasks and

activities. Management theory becomes even more relevant to this study by comparing

therbligs as named by the Gilbreths, to work packages, tasks; and activities as referred to in

the work break down matrix.

The breakdown of work matrix breaks down work initially into work packages, then small

tasks and finally individual activities is incremented in nature similar to what the

management theory presents. The schedule makes use of the work break down matrix which

is a specialized project management tool.

16

2.5 Conceptual framework

Independent Variable Dependent Variable

Intervening Variables

Figure 2. 1 Conceptual Framework

Source: Researcher, 2017

Figure 2.1 conceptual framework depicts scheduling as the independent variable, and project

performance as the dependent variable.

It further shows that scheduling in this study, is measured in terms of: Human Resource

Forecasting, Time scheduling, and budgeting. While project performance is measured in

terms of: Quality of product and stakeholder satisfaction. Additionally, the figure indicates

that, apart from scheduling, other factors such as technology, policy and climate change may

also influence the performance of projects.

2.6 Summary

This chapter helped to read more studies already done in different areas and related to this

study. It helped to obtain information on different themes like HR forecasting, times

scheduling, budgeting, quality of product and stakeholder satisfaction according to project

- Technology

- Policy

- Climate change

Scheduling

- HR forecasting

- Time Scheduling

- Budgeting

-

Project Performance

- Quality of Product

- Stakeholder satisfaction

17

styles in order to demonstrate the significant relationship between scheduling and project

performance in Rwanda for selected case study in road construction project.

18

CHAPTER THREE: RESEARCH METHODOLOGY

3.0 Introduction

This chapter describes the study design, study population, sampling techniques, data

collection instruments and procedures and data analysis procedures.

3.1 Research Design

The descriptive research design was used to link different parts of the study in creating

logical meaning. The design was helpful in stating the problem; discussing how previous

scholars analyzed their findings and in the process benefit from their experience.

3.2 Target Population

The target population was 133 distributed in terms of : 98 Kicukiro District staff, 3 staff of

Kanombe Sector, 2 staff of Busanza Cell; and 30 site Managers of Horizon construction

company Ltd .

Table 3. 1 Indicates population by categories

Description Population

District Staff (Kicukiro) 98

Sector staff (Kanombe) 03

Cell Staff (Busanza) 02

Site Managers of Contractor (Horizon Co) 30

Total 133

Source: Kicukiro District Report, (2016)

19

3.3 Sample Design

This section discusses sample size explicitly explaining how it was determined and

distributed. It also provides a narrative of how respondents were selected.

3.3.1 Sample Size

3.3.1 Sample Size

The sample size was determined, using Solven’s formula:

n=

n is Sample size;

N is Total Population;

e is the acceptable sampling error;

95% confidence level and

e assumed to be equal 0.5

=133/(1+133*0.05*0.05)

=133/1+0.32

= 133/1.32

=101

Respondents from population sub group were determined proportionately: Kicukiro District

(74); Kanombe Sector staff (2); Busanza Cell(2); and site managers (23).

3.3.2 Sampling Technique

The respondents were selected using different sampling techniques owing to the diverse

characteristics of the population. Stratified Random Sampling technique was used to

20

segregate the population in different categories. Purposive sampling technique was used to

select cell staff and sector staff. While simple random sampling technique was used to

district staff and site managers. This gave equal chance to every individual to participate.

3.4 Data Collection Methods

This study relied on primary and secondary data collected using a questionnaire as it was

appropriate for this study since cross cutting information could be collected at the same time

in a relatively small period of time. Questionnaire consisted of two sections: Respondents’

background information; and scheduling and project performance.

3.4.1 Data Collection Instruments

To collect the information, documentary review and questionnaire were used to do the

effective research. The questionnaires used as technique of collecting primary data from PIR’

staff and will be organized into two sections using open ended questions.

3.4.2 Administration of Data Collection Instruments

Two types of instruments were employed in data collection; those are questionnaire’s

distribution and face to face interviews in case of some clarifications or lack of

concentration. The questionnaire was personally administered by the researcher through drop

and pick method. While 101 questionnaires were given out, only 90 questionnaires were

retrieved from the respondents. The retrieved rate of 89% was achieved.

3.4.3 Reliability and validity

Reliability is the ability of questionnaires to have consistency measurement each time being

used. Cronbach’s coefficient Alpha (α) was obtained by using SSPS.

For the study to be of real meaning should apply valid and reliable instruments (Creswell,

2000). Before data collection questionnaires were pre-tested the by administering the

21

questionnaire to five respondents of Kagugu road (Gasabo District). Questionnaires were

also checked for consistency and clarity of the items. Adjustments were made for

instruments to measure what was intended. To ensure reliability and consistency of

instruments, Cronbach’s alpha criterion at a value of 0.7 was used. When all items were

perfectly reliable and measure the same response, questionnaires were accepted when

coefficient Cronbach’s Alpha is greater than 0.5 (Hamdan, Badrullah & Shahid, 2011).

Table 3. 2 The coefficients of Cronbach’s Alpha

Construct Number of Items Cronbach Alpha

Scheduling practices of Road construction project 5 0.906

Differences between different scheduling Practices and

Performance 6 0.903

Relationship between scheduling and performance of Road

construction project 7 0.914

Source: Research data

Reliability Statistics of the questionnaire had a number of items 22(questions) and coefficient

of Cronbach’s was 0.653 >0.5. The questionnaire was therefore reliable.

3.5 Data analysis Procedure

The research questions was coded by using SPSS version 21 to produce results which were

presented, analyzed and interpreted in chap four. Statistical treatment was drafted in tables

and descriptive statistics methods was also used where frequencies, percentages and mean

was drawn in responses to the study of the research question. Person’s correlation coefficient

established the relationship between scheduling and project success; while analysis of

variance (ANOVA) established differences between scheduling Practices and Performance.

22

3.6 Ethical Considerations

The respondents were asked to tick their response to each statement by checking one of the

categories of agreement or disagreement using five scale exceptions on section (a) question

three and four. The researcher avoided any forms of bias and kept respondents’ views

confidential to avoid any diverse effect that may result from the information given.

23

CHAPTER FOUR: RESEARCH FINDINGS AND DISCUSSION

4.0 Introduction

This chapter is divided into sections: demographic characteristics of sampled respondents;

assessment of scheduling practices, differences between scheduling Practices and

Performance of Road construction project; and establishing the relationship between

scheduling practices and project performance of Road construction project in Kicukiro

district.

4.1 Demographic characteristics of respondents

General information studied in the research project includes gender, age, current position,

Experience of respondents.

4.1.1 Gender distribution

Table 4.1 Indicates respondents’ distribution by gender.

Table 4. 1 Gender distribution of respondents

Source: Researcher data, 2017

In Table 4.1, revealed that respondents by gender range 63.30% were male and 36.70% were

female. These Results collaborate with findings in a study by Lindgren and Packendorff

(2006), there is need for other studies on gender specifically addressing the in terms of

Respondents Gender Frequency Percent

Employees

Male 57 63.30

Female 33 36.70

Total 90 100.00

24

situation of individuals’ in the workplace. Such studies who help society understand how

differences in gender roles affect building of project teams.

4.1.2 Distribution of respondents per age

Table 4. 2 Age distribution of respondents

Respondents Age(years) Frequency Percent

Employees age range

20-25 9 10.00

26-30 30 33.30

31-35 31 34.40

36-40 14 15.60

Above 40 6 06.70

Total 90 100.00


In Table 4.2, revealed that respondents in the age range of 26-30years (33.30%), 31-35years

(34.40%) are more than other age range and employees with this age range were strong

physically and mentally, knowledgeable with skills in their professional fields. The age

range of 20-30 is still in schools and age range of 31-35 and 36-40years they finished schools

and they have responsibilities that compels them to seek for any available job opportunities.

And the lowest percentage lies in the range of 40 and above reason being that they may not

physically strong to perform strong work in the construction industry.

4.1.3 The experience of respondents

Table 4. 3 Experience of respondents

Respondents Number of Frequency Percent

25

(working years)

Employees experience

1-3 54 60.00

4-6 22 24.40

7-10 14 15.60

Total 90 100.00


In the Table 4.3 showed that employees were professional with skills and knowledge in that

the information given was trusted on scheduling practices. The employees were involved in

Road construction project activities. And employees with experience their responses were

trusted with completeness and accuracy about the scheduling practices and project

performance.

The study found that experience of individuals in a team associated with better team

performance. This revelation provides insight into how the interactions of members may

contribute to the development of more capabilities in the project. Incases horizontal

interactions between managers of different project, shared experiences will increase project

success through learning.

4.2 Presentation of Findings

During questionnaire examination process, data were obtained on project scheduling

practices that were done by employees in the project performance. Data were also obtained

based on scheduling practices. The study was used to understand further current project

performance.

26

4.2.1 The scheduling practices in Road construction project in Kicukiro district

This objective was achieved by: getting respondents views on whether scheduling is done,

respondent views on scheduling practices used, respondents views on frequency of use of the

scheduling practices.

Table 4. 4 Respondents opinion on Project scheduling

Respondents’ opinion Frequency Percentage frequency

Activities scheduled 42 46.70

Activities not scheduled 2 2.20

Not sure of scheduled activities 46 51.10

Total 90 100.0


The Table 4.4 respondents confirmed that project activities were not sure whether well

scheduled (51.10%) and other part of respondents (46.70%) agreed that project activities.

There are a couple of important reasons why planning and scheduling are important for your

business. For one, a solid plan and schedule helps keep costs down and allows you to operate

according to a budget. The findings point to the importance of scheduling in the management

of projects. In line with this finding, several other studies have argued that scheduling

facilitates the project team to organize and complete projects in a timely, quality and

financially responsible manner. There is therefore agreement in different project management

literatures that Effective project scheduling plays a crucial role in ensuring project success.

27

Table 4. 5 Respondents views on Scheduling practices used


In Table 4.5 respondents used scheduling practices as follows; Time scheduling (44.40%),

budgeting (35.60%) and HR forecasting (20.0%) in the Road construction in Kicukiro

district. This showed that respondents were used to some scheduling practices than the other

as shown respectively. This is supported by the argument the act of choosing among

articulated projects is sufficient to obtain an optimal allocation of capital. However, for this

to be achieved, attention should be directed to the relationship between performance and

capital budgeting procedures.

Table 4. 6 Respondents views on frequency of use of scheduling practices the in project

Scheduling practices Frequency Percentage

frequency

HR forecasting 18 20.00

Time scheduling 40 44.40

Budgeting 32 35.60

Total 90 100.0

28

Scheduling practices Frequency Percentage

frequency

HR forecasting 11 12.20

Time scheduling 30 33.30

Budgeting 49 54.40

Total 90 100.0


Results in Table 4.6 indicate that the most used Scheduling practice was Budgeting

(54.40%), and least was HR forecasting (12.20%); despite the revelation in the results,

generally, this area lacks theoretical foundation. This is shown in Pinto and Prescott (1988)

study where it was concluded that the ‘Personnel factor’ was the only factor in their research

that was marginal for project success.

Respondents were asked whether budgeting is facilitated in projects; and whether the

projected budgets are well facilitated. The Data reveals the respondents opinions:

Table 4. 7 Project budgeting

Respondents’ opinion Frequency Percentage

frequency

Budgets well facilitated 49 54.40

29

Budgets not well facilitated 14 15.60

Not Sure of Budgets facilitation 27 30.00

Total 90 100.00


The Table 4.7 respondents showed that budgets were well facilitated (54.40%) to support

project performance. The results support the argument that budgets are a critical planning

tool without which a project may not even take off. Several people interviewed agreed that:

Budgeting is an important aspect of the project planning process. They also asserted that

projects will only be completion at the right time properly budgeted; or else it ends up

costing two or three times the budget. However, it’s important to consider that budgets are

arrived at by aligning planned activities to outputs.

Respondents were asked whether time schedules are important in projects; and whether

Timelines are observed in projects.

The Data reveals the respondents opinions:

Table 4. 8 Specific project timelines


frequency

project timelines specified 42 46.70

project timelines not specified 4 4.40

Not Sure of project timelines 44 48.90

Total 90 100.00


30

Table 4.8 indicated that project timelines was specified (46.70%) and respondents were not

sure of project timelines (48.90%). Accurate time estimation is a skill essential for good

project management. Results imply that Time estimates require setting deadlines for projects

tasks which largely depends on competence as a project manager. Where the project manager

is not familiar with the task to be carried out, it is likely the amount of time needed to

implement projects will be underestimated.

Table 4. 9 Respect timelines


frequency

Respect timelines 44 48.90

No respect of timelines 10 11.10

Not Sure of respect timelines 36 40.00

Total 90 100.00


The Table 4.9 revealed that respondents confirmed that respect timelines in the project. Not

Sure of respect timelines (40.00). Results of this study imply that Respect for timelines

entails creating a simple project management timeline for the project. From this perspective,

Project management timeline helps to set clear directions and priorities.

Respondents were asked whether human resource forecasting is important in projects; The

Data reveals the respondents opinions:

Table 4. 10 Human Resource forecasting

31

Views Frequency Percentage frequency

HR forecasting used 10 11.1

HR forecasting Not used 2 2.2

Not sure of HR forecasting 78 86.7

Total 90 100.0


The Table 4.10 showed that respondents were not aware of the HR forecasting scheduling

(86.70%, Not sure of HR forecasting scheduling) as scheduling practices. It was established

through interviews that both mandatory and binary methods are used in HR Forecasting; in

projects are matched with workers sometimes based on quantities characteristic.

Respondents were however noted delays in the start of project increased time needed to

deliver the subsequent projects; the managers concurred with this opinion saying, such

incidences happened in projects that were running through phases.


Performance

Table 4. 11 ANOVA Results


Model R R Square F Adjusted R Square Sig

1 .852a .726 76.096 .717 .000

a. Predictors: (Constant), Budgeting scheduling, HR forecasting , Time scheduling(IV)

b. Project performance (DV)

32

It showed that r 2= 0.726, which meant that 72.60% of total variation in y could be explained

by linear relationship between x and y and the remaining total variation of 14.80% was

unexplained. This correlation was generally described as positively strong. The one-way

analysis of variance (ANOVA) was used to determine whether there are any statistically

significant differences between the means of three or more independent (unrelated) groups.

r2 is the percentage of variation in the response that is explained by the model. The higher

the r2 value, the better the model fits your data. r2 is always between 0% and 100%. The

significance value is 0.000 (p = .000), which is below 0.05. Indicating that there are

significant differences in on how elements of the Independent Variable (Scheduling)

influence Project Performance.

4.2.3 Establish the relationship between scheduling and performance of Road

Construction project in Kicukiro district.

Multiple regressions were used to predict project performance based on the value of:

budgeting, time scheduling and human resource forecasting. The variable which was to be

predicted was called the dependent variable (project performance). The variables used to

predict the value of the dependent variable were called the independent (scheduling).

Multiple linear regressions attempted to model the relationship between several constructs of

the independent variable constructs of the independent variable constructs of the independent

variable and project performance (dependent variable) by fitting a linear equation to observed

data.

Y = B0 + B1 x1 + B2 x2 +……… Bk xk+ Ε

Independent variable: xk, and Coefficient: Bk, Unknown factor: ε, and Dependent variable:Y

Assume that: Y: Project performance.

33

x1: HR forecasting, x2: Time scheduling, X3: Budgeting.

The R-squared value, denoted by r2, is the square of the proportion of variation in the

dependent variable that can be attributed to the independent variable. The Linear coefficient

correlation. The findings suggest that a better understanding of the contribution of each

individual element in the project schedule to project performance can be obtained if

researcher correlates project performance with discrete correlation elements of project

scheduling.

Table 4. 12 Results of Discrete correlation of elements of scheduling with Project

Performance

Model Unstandardized Coefficients Standardized

Coefficients

Sig.

B Std. Error Beta

1

(Constant) .114 .245 .643

HR forecasting .281 .092 .187 .003

Time scheduling 1.427 .140 1.147 .000

Budgeting scheduling .620 .131 .511 .000

**Correlation is significant at 0.01 levels (2-tailed)

The study revealed that all elements of scheduling had appositive relationship with project

performance at a significance level of 0.01. Results further indicate that time scheduling and

budget scheduling had a very strongly positive correlation with project performance (sig:

0.000 < 0.001). Human resource forecasting had a comparably weaker correlation with

performance (sig. 0.003 < 0.001).

34

Data in Table 4.12 shows there are significance differences on how the different elements of

scheduling influence project performance, while Human resources forecasting, time

scheduling and budget scheduling influence the performance of projects; they do so at

different levels. The results further indicate that the implementation of each project

schedule component influences project performance measures differently.

The use of budgeting scheduling has an effect on the project of Road construction.

Specifically, this study reveals that the adoption of written budgets is related to size and

structure, and for projects using written budgets, the extent of use is related to project

structure, strategy and perceived environmental uncertainty. Finally, this study provides

evidence of a relationship between budgeting practice and performance. It further shows that

project’s performance is positively associated with the use of written budgets.

It can therefore be argued that more refined tests of the “fit” between project contingency

factors and extent of operating budget; can further, provide evidence of a positive association

between the extent of “budget fit” and performance.

In spite of decades of research, several projects continue to fail. The evidence of research

shows that project managers concentrate on achieving timescales and budgets for projects to

be successful in the future, the criteria for success and associated factors that influence

success need to be defined clearly, agreed by all parties at the start of the project, and

reviewed as the project progresses. Project managers should be concentrating on success

criteria relating to users and sponsors and, consequently, the factors to deliver those success

criteria.

Table 4. 13 Results of correlation of aggregate scheduling with Project Performance

Scheduling performance

35

scheduling Pearson correlation 1 .923**

Sig. (2-tailed) .000

N 76 76

Performance Pearson Correlation .923** 1

Sig. (2-tailed) .000

N 76 76

**Correlation is significant at 0.01 level (2-tailed)

Source: primary data

In addition, the results highlight the varying influence of the aggregated schedule as a whole,

on project performance measures. Results in Table 4.19, the research focuses on the

correlation between scheduling and project performance. The results show that aggregate

scheduling has a very strong relationship with project performance (sig.0.000<0.01).

These results are in agreement with findings of a study by; Monte Carlo simulation, in his

analysis of modeling and analyzing real-world systems and situations. His study also

Emphasizes the influence of project scheduling, In the field of project management, Monte

Carlo simulation can quantify the effects of risk and uncertainty in project schedules and

budgets, giving the project manager a statistical indicator of project performance such as

target project completion date and budget. This congruence in the two studies confirms the

existing relationship between scheduling and performance of projects; which was the general

objective for carrying out this study.

Further, the results of this study are consistent with two prominent models in project

management; Bromilow’s time cost model and the piecewise model. Consistent with findings

of this study, the two models appear to confirm that time scheduling has a significant

relationship with project performance. While these two models elude to the fact that project

36

duration is important in assessing the success or viability of specifically a construction

project. A time‐cost relationship for most projects in Nigeria has been developed based on

Bromilow's time‐cost model. Cost data on 87 completed building projects executed within

the period 1991–2000 were obtained. The data were subjected to regression analyses using

double log and later the piecewise model with breakpoint. For the Nigerian situation, the

Bromilow's time‐cost model was found to be T = 63C0.262 with poor predictive abilities

(R = 0.453, R2 = 0.205). An improved model using piecewise model with good predictive

abilities (R = 0.875, R2 = 0.765) was found to be T = 118.563−0.401C (C ⩽ 408) or 603.427

+ 0.610C (C>408). The model is shown to be useful in predicting project durations.

Further confirmation was on the Relevance of Human Resoucrce forecasting in project

performance. Other studies seem to have concentrated on Human resource forecasting, from

the perspective of constructing competent teams; and wherefrom the power of teams in

propelling performance of projects. The agreement is Human resource forecasting is an

important factor in the performance of projects. Results from 32 project groups in a large

Research and Development organization showed that group cohesiveness, physical distance,

job satisfaction, and innovative orientation were associated with performance of projects.

Hierarchical regression analyses revealed that group cohesiveness accounted for unique

variance in four performance criteria, both contemporaneously and one year later. An

innovative orientation added unique variance to the quality of projects as rated initially by

group members and as rated by management one year later. Type of Research and

Development moderated the relationship between innovative orientation and members'

ratings of project quality, in that a significant relationship was found for research projects,

but not for projects engaged in product development or technical service.

37

CHAPTER FIVE: SUMMARY, CONCLUSIONS AND

RECOMMENDATIONS

5.0 Introduction

In this chapter, the study summarizes the findings based on respondents’ opinions and

applicability of scheduling and project performance in Kicukiro District. The summary of the

study are presented in line with the objectives of the research. The study also presents the

conclusions of findings also recommendations of the researcher and suggestions of the

possible areas for the future researchers have been outlined.

5.1 Summary of Findings

The study entitled “scheduling and performance of road construction project in Rwanda.

A Case Study of Camp kanombe –busanza Road Construction Project.

The specific objectives were the following: to assess the scheduling practices, to establish

differences between different scheduling practices and project performance, to establish the

relationship between scheduling and performance of Road construction project in Kicukiro

District. A sampling technical used were stratified sampling in order to have all various parts

of the population equally covered in data collection; simple random sampling was also used

to select individuals from each sub group of the population. Correlation coefficient

approaches were used to explain and interpret the relationship between scheduling and

project performance and analysis of variance (ANOVA) were used to establish differences

between different scheduling practice and project performance of public organizations.

38

Questionnaires was used as instruments of data collection and data was analyzed using

Statistical Package for Social Science (SPSS) version 21, Spreadsheets, tables, percentages

were used where applicable to come up with conclusion and recommendations.

The descriptive approach was undertaken to find out the characteristics of variables of

interest in a situation and analytical based on qualitative and quantitative data both from

primary and a secondary sources were also considered. The target population of this study

was 133 where 101 were enough for sample size using stratified sampling technique.

Descriptive statistics methods which include frequencies counts and percentages were used

where applicable. The data processing tools such as Excel and SPSS were used and editing,

coding and tabulation were done for analysis of data collected.

5.1.1 The implication of scheduling practices of Road construction project in Kicukiro

District

Several respondents upon interviews were of the opinion that: project Budgeting is one of the

most important parts of the project planning process. Properly budgeted projects will often

come in at or under budget upon completion. By putting in adequate time during the planning

process, you can help assure that your project will be a success. Poor planning often ends in

budget crisis - where the project winds up costing two or three times the budget. Below you

will find tips on how to budget your project - so that you don't run out of funds halfway

through. The project manager should ensure the consistency between the activities planned

and their related budget. The budget should be comparable to the planned activities and

outputs, as well as the project’s duration and the number of partners.

39


Performance

The one-way analysis of variance (ANOVA) was used to determine whether there are any

statistically significant differences between the means of three or more independent

(unrelated) groups. R2 is the percentage of variation in the response that is explained by the

model. The higher the R2 value, the better the model fits your data. R2 is always between 0%

and 100%. The significance value is 0.000 (p = .000), which is below 0.05. Indicating that

there are significant differences in on how elements of the Independent Variable

(Scheduling) influence Project Performance.

5.1.3 The relationship between scheduling and performance in Road construction in

Kicukiro District

The findings suggest that a better understanding of the contribution of each individual

element in the project schedule to project performance can be obtained if researcher

correlates project performance with discrete correlation elements of project scheduling. The

study revealed that all elements of scheduling had appositive relationship with project

performance at a significance level of 0.01. Results further indicate that time scheduling and

budget scheduling had a very strongly positive correlation with project performance (sig:

0.000 < 0.001). Human resource forecasting had a comparably weaker correlation with

performance (sig. 0.003 < 0.001).

The use of budgeting scheduling has an effect on the project of Road construction.

Specifically, this study reveals that the adoption of written budgets is related to size and

structure, and for projects using written budgets, the extent of use is related to project

structure, strategy and perceived environmental uncertainty. Finally, this study provides

40

evidence of a relationship between budgeting practice and performance. It further shows that

project’s performance is positively associated with the use of written budgets.

5.2 Conclusions

This study indicates the contribution of scheduling in achieving objectives set and signed by

Kicukiro District officials. The findings of the study reveal that the management of public

sector particularly Kicukiro District entrusted with public resources and loaded with the

responsibility of managing these resources effectively and efficiently. It is expected that the

Kicukiro District officials entrusted with the management of public resources at public sector

level was given account of how these resources are being managed under their care in order

to ensure proper utilization/accountability of these resources and expenditures.

5.3 Recommendations

The recommendations related to public sector (Kicukiro District), the donors/partners and

staff as they play important roles for the achievement of government goals/ public purposes.

5.3.1 To the public sector (Kicukiro District)

The public sector (Kicukiro District) should set laws and regulations that facilitate easily the

capacity building of staff as they are the human capital read to be developed in a wished

manner for performance. They should always increase the budget for training as one source

of production expected.

5.3.2 To contractor and shareholder

Kicukiro District should use efficiently the resource allocated to train their staff about

scheduling and planning in general so that its mandate is executed in excellence manner as it

is now and be promoted to further stage so that our country Rwanda continue in countries

41

with excellent service delivery among the whole Africa in general and East Africa countries

in particular.

5.3.3 To Donor and Partners

The donors/partners should recommend more funds based on the efficiency use of the

allocated means for training of employees for the capacity building. They should advertise

Rwanda all over the world for efficient use of the given fund among other planning activities

more especially scheduling.

5.3.4 To Staff

The staff should be serious and take their opportunities of trainings given and others planning

activities to improve their capacity in general and the country in particular.

5.4 Suggestions for further study

Due to time constraints, this research was conducted using only one public institution, it is

therefore suggested that further research can be conducted in more and different public and

private institutions in order to give broader view on the research topic.

Again the current study was based in public sector perception so for further studies should

focus in private sector perception for more harmonization into all sectors.

Budgeting and HR forecasting are among areas for further development and all are closely

associated with planning orientation in any of the sector. Further research should be

conducted to see the relationship between those said independent variables to project

performance or failure.

42

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APPENDICES

49

APPENDIX 1: AUTHORIZATION LETTER

50

APPENDIX 2: ACCEPTANCE LETTER

51

APPENDIX 3: QUESTIONNAIRE Dear respondent,

I am Jessika Ninsima, a student who is completing Master of Business Administration

(Project Management Option) at Mount Kenya University (MKU), I am currently doing my

research and your respective company was selected to help its completion.

I have pleasure and honored to present to you a questionnaire of my study titled “scheduling

and project performance in public sector in Rwanda: A case study of Road construction

project in Kicukiro District”.

You are kindly requested to spare some time and express your views on the questions by the

feeling the questionnaire.

Note that the information provided will exclusively be for academic purpose and henceforth

will be kept in confidential manner.

With kind regards

JESSIKA NINSIMA

MBA/43189/2016

Section A: Demographic Information

1. Gender: (tick one)

Male Female

□ □

52

2. Age: (tick one)

20 - 25 26 - 30 31 – 35 36 – 40 Above 40

□ □ □ □ □

3. What is your current position? _______________

4. For how many years have you occupied that position? (tick one)

1 – 3 4 - 6 7 - 10 Above 10

□ □ □ □

Section B:

Questions assessing scheduling practices in road construction project in Kicukiro

District.

1) Do you have specific scheduling practices in these projects?

a) Yes □ b) No □ c) Not sure □

2) If yes, which of these practices are used?

a) HR forecasting □ b) Time scheduling □ c) Budgeting □

3) Which of these practices is most used in this project?


4) Which is the least used practice?


53

4. a) Why?Explain……………………………………………………………………………...

…………………………………………………………………………………………………

…………………………………………………………………………………………………

…………………………………………………………………………………………………..

5) Are project activities well defined and scheduled?


If yes, Explain……………………………………………………………………………..........

..…………………………………………………………………………………………………

…………………………………………………………………………………………………

…………………………………………………………………………………………………..

If No, Explain…………………………………………………………………………………..

………………………………………………………………………………………………….

………………………………………………………………………………………………….

…………………………………………………………………………………………………..

Questions assessing the performance of road construction project in Kicukiro District.

1) Do you routinely budget for the project activities?


If yes, Explain……………………………………………………………………………...

..…………………………………………………………………………………………………

…………………………………………………………………………………………………

…………………………………………………………………………………………………..

54

If No, Explain……………………………………………………………………………

…………………………………………………………………………………………………

…………………………………………………………………………………………………

…………………………………………………………………………………………………..

2) Are project budgets well facilitated?


If yes, Explain………………………………………………………………………………..

…………………………………………………………………………………………………

…………………………………………………………………………………………………

……………………………………………………………………………………………..

If No, Explain………………………………………………………………………………..

…………………………………………………………………………………………………

…………………………………………………………………………………………………

………………………………………………………………………………………………….

3) Do you have specified project timelines?


b) If yes, why is it necessary to have

timeline……………………………………………………….….…....………………

…………………………………………………………………………………………

55

………………………………………………………………………………………………

………………………………………………………………………………………………

………………………………………………………………………………………………

If no why?……………………… ………………………………………………………….

………………………………………………………………………………………………

………………………………………………………………………………………………

………………………………………………………………………………………………

4) Do you respect the timelines?


If no why? …………………………… ……………………………………………………….

…………………………………………………………………………………………………

…………………………………………………………………………………………………

………………………………………………………………………………………

5) Does this project meet the quality requirements?


If yes, Explain……………………………………………………………………………… ….

..…………………………………………………………………………………………………

…………………………………………………………………………………………………

…………………………………………………………………………………………………..

56

If No, Explain……………………………………………………………………………… ….

…………………………………………………………………………………………………

…………………………………………………………………………………………………

………………………………………………………………………………………………….

6) Are there lessons that related projects can learn from this projects?


If yes, Explain…………………………………………………………………………………..

..…………………………………………………………………………………………………

…………………………………………………………………………………………………

…………………………………………………………………………………………………..

If No, Explain………………………………………………………………………………

…………………………………………………………………………………………………

…………………………………………………………………………………………………

………………………………………………………………………………………………….

Questions establishing the relationship between scheduling and performance in road

construction project in Kicukiro District.

1) Do these practices have an effect on the performance of the project?


57

If yes, Explain………………………………………………………………………………

…………………………………………………………………………………………………

…………………………………………………………………………………………………

…………………………………………………………………………………………

If No, Explain……………………………………………………………………….…………

…………………………………………………………………………………………………

…………………………………………………………………………………………………

…………………………………………………………………………………………………

2) Are the timelines influenced by the scheduling practices?


If yes, Explain…………………………………………………………………………………

..…………………………………………………………………………………………………

…………………………………………………………………………………………………

…………………………………………………………………………………………………..

3) Do the scheduling practices influence the quality of the project?


If yes, Explain…………………………………………………………………………………..

..…………………………………………………………………………………………………

…………………………………………………………………………………………………

…………………………………………………………………………………………………..

58

If No, Explain……………………………………………………………………….…………

…………………………………………………………………………………………………

…………………………………………………………………………………………………

…………………………………………………………………………………………………

Thank you for participating in this study.

59

APPENDIX 4: LIST OF RESPONDENTS AND THEIR CURRENT POSITION

Current Position of Respondents Frequency Percent

Planner 2 2.20

Finance Specialist 1 1.10

Statistician 1 1.10

Land Presentative 1 1.10

Human Resource officer 5 5.60

Cell Leader’s secretary 1 1.10

Logistics Officer 1 1.10

Head of infrastructure 1 1.10

Procurement officer 6 6.70

Revenue Accountant 1 1.10

Monitoring & Evaluation Specialist 2 2.20

Director of Administration & Finance 2 2.20

Technical Manger 3 3.30

Engineer 1 1.10

Customer care 1 1.10

Procurement Specialist 2 2.20

Head of Planning 1 1.10

Infrastructure Management Team Leader 2 2.20

Local Revenue Inspector 1 1.10

60

Junior Supervisor 1 1.10

Land Nnotery 1 1.10

Messenger Officer 1 1.10

Finance Officer 1 1.10

Auditor 3 3.30

Site Manager officer 1 1.10

ICT Officer 2 2.20

Administrative Assistant 2 2.20

One Stop Center Officer 2 2.20

Site Technician 3 3.30

Driver 2 2.20

Quality Standard Officer 1 1.10

Accountant 2 2.20

Trainer of trainees 1 1.10

Social Affairs of sector 1 1.10

Land Presentative 1 1.10

Legal Specialist 1 1.10

Division Manager 1 1.10

Social affairs 1 1.10

District Secretary 1 1.10

Security Officer 1 1.10

61

Technician 1 1.10

Senior Accountant 1 1.10

Customer Care Officer 1 1.10

One Stop Center Staff 1 1.10

HR for teachers 1 1.10

Administrator 1 1.10

Senior Supervisor 1 1.10

DASSO Head 1 1.10

Budget Officer 1 1.10

Advice Coordinator 1 1.10

Legal Advisor 1 1.10

Mobilization Officer 1 1.10

Health Inspector 1 1.10

Receptionist 1 1.10

Social Affairs 1 1.10

Good governance 1 1.10

Site Accountant 1 1.10

Secretary 1 1.10

Security Officer 1 1.10

Senior Controller 1 1.10

Compensation of Teachers 1 1.10

62

Source: Researcher data

Vice Chair Persons 1 1.10

GIS officer 1 1.10

Site Team Leader 1 1.10

Executive Assistant 1 1.10

Total 90 100.00

scheduling and performance of road construction …

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