AGILE MANAGEMENT PRACTICES AND PERFORMANCE OF LARGE-SCALE PUBLIC BUILDING CONSTRUCTION PROJECTS IN KIGALI CITY, RWANDA: A CASE OF RENOVATION AMAHORO NATIONAL STADIUM
Abstract
Background: This research delves into the connection between Agile Management Practices and Performance of Large-Scale Public Building Construction Project in Kigali City, Rwanda. Its primary aimed is to examine agile management practices and performance in Rwanda's construction industry, with a focus on the Renovation Amahoro National Stadium Project (RANS project). The research was guided by three specific objectives: To assess the effect of Timely Project Financing, Contractor Competency and Stakeholder Participation on the performance of the renovation of Amahoro National Stadium project in Kigali City, Rwanda. This study was guided by three main theories namely; Agile Project Management Theory, Lean Construction Theory and Performance Management Theory. The research designs the study employed in this study was descriptive. To gather primary data, the study used both qualitative and quantitative methodologies. The population of this study was 244 employees of RANS project while the sample size was 152, selected using Yamane’s formula of sample size determination.
Materials and Methods: The sampling technique for this study involved a combination of simple random sampling and purposive non-random sampling techniques. On the data analysis part inferential statistics such as correlation and multiple linear regressions were used to analysis data. Employing a mixed-methods approach for data collection, the study integrated both quantitative and qualitative data to provide a comprehensive analysis.
Results: The findings from the study revealed critical insights into project financing, contractor competence, and stakeholder participation. Timely allocation of project funds was deemed crucial for project success, with 107 respondents (70.39%) agreeing and 38 (25.00%) strongly agreeing, resulting in a mean of 4.18 and a standard deviation (SD) of 0.54. Timely payments to contractors and suppliers were similarly critical, with 110 respondents (72.37%) agreeing and 36 (23.68%) strongly agreeing, yielding a mean of 4.18 and an SD of 0.50. Bureaucratic processes negatively impacted project progress, as indicated by 106 respondents (69.74%) agreeing and 39 (25.66%) strongly agreeing, producing a mean of 4.18 and an SD of 0.56. Effective financial planning led to better project outcomes, with 105 respondents (69.08%) agreeing and 40 (26.32%) strongly agreeing, resulting in a mean of 4.20 and an SD of 0.55. Transparent financial management improved stakeholder trust, with 109 respondents (71.71%) agreeing and 37 (24.34%) strongly agreeing, yielding a mean of 4.18 and an SD of 0.53. Contractor competence significantly impacted project outcomes, with 106 respondents (69.74%) agreeing and 44 (28.95%) strongly agreeing on the importance of technical skills, producing a mean of 4.27 and an SD of 0.50. Proper functioning of contractor equipment also enhanced performance, with 109 respondents (71.71%) agreeing and 39 (25.66%) strongly agreeing, resulting in a mean of 4.23 and an SD of 0.51. Effective planning and scheduling by contractors were crucial, with 113 respondents (74.34%) agreeing and 38 (25.00%) strongly agreeing, producing a mean of 4.24 and an SD of 0.44. Adherence to safety standards improved project quality, with 104 respondents (68.42%) agreeing and 46 (30.26%) strongly agreeing, resulting in a mean of 4.29 and an SD of 0.49. Continuous contractor training led to better results, with 108 respondents (71.05%) agreeing and 40 (26.32%) strongly agreeing, yielding a mean of 4.23 and an SD of 0.54. Stakeholder participation positively impacted performance, with 97 respondents (63.82%) agreeing and 49 (32.24%) strongly agreeing on the importance of involvement in decision-making, resulting in a mean of 4.28 and an SD of 0.60. Active resource mobilization by stakeholders also enhanced performance, with 95 respondents (62.50%) agreeing and 50 (32.89%) strongly agreeing, producing a mean of 4.28 and an SD of 0.62. Stakeholder involvement in project identification led to positive outcomes, with 102 respondents (67.11%) agreeing and 46 (30.26%) strongly agreeing, yielding a mean of 4.27 and an SD of 0.59. Clear communication between stakeholders was essential, with 99 respondents (65.13%) agreeing and 48 (31.58%) strongly agreeing, resulting in a mean of 4.28 and an SD of 0.60. Commitment to project goals by stakeholders further improved performance, with 101 respondents (66.45%) agreeing and 48 (31.58%) strongly agreeing, producing a mean of 4.29 and an SD of 0.59. Agile management practices were found to be highly effective, fostering flexibility and rapid response to changes, leading to enhanced project performance, with a mean score of 4.15 and an SD of 0.54. The Pearson correlation coefficient for Agile Management Practices and project performance was 0.819**, indicating a strong positive relationship, significant at the 0.05 level (2-tailed) with a significance value of .000, emphasizing the critical role of agile methodologies in achieving successful outcomes in large-scale public building construction projects.
