EFFECT OF PROJECT MANAGEMENT OFFICE STANDARDIZATION AND GOVERNANCE ON SERVEXE LTD PROJECT PERFORMANCE IN RWANDA.

Abstract

This study examines the influence of Project Management Office (PMO) standardization and governance on the project performance of SERVEXE Ltd in Rwanda. The significance of this research extends to various stakeholders, including the researcher, Mount Kenya University (MKU), future researchers, Servexe Ltd, and others involved in project management. Grounded in Contingency Theory, the research explores how adherence to project standards, quality assurance audits, and transparent performance measurement processes impact project outcomes such as schedule adherence, deliverable quality, and return on investment. Methodologically, a quantitative approach with a correlational design is employed, encompassing the entire population of 98 employees at Servexe Ltd through census sampling. Data collection methods include questionnaires and documentation, ensuring validity and reliability through expert judgment, content validity, and Cronbach's alpha coefficient. Data analysis involves descriptive statistics, correlation coefficient analysis, and linear regression modeling. Ethical considerations include obtaining informed consent, ensuring confidentiality, and safeguarding participants' rights and dignity. The findings indicate that the PMO at SERVEXE Ltd significantly contributes to project management success by ensuring adherence to project scope and goals, with a mean (X̄) of 4.07 and a standard deviation (Std. D) of 0.94, where 42.9% of respondents strongly agreed (SA). Quality assurance audits were also found to be effective, receiving a similar mean score of 4.07 but with a slightly higher standard deviation of 1.07, suggesting some variation in responses. Performance measurement and reporting processes were rated as clear and transparent, with the highest mean of 4.25 and a low standard deviation of 0.70, reflecting strong agreement from 50% of respondents. PMO standardization efforts were perceived to have significantly improved project management, with a mean of 4.32 and a standard deviation of 0.67, and 48% of respondents agreed (A). Furthermore, training and support for project managers on standards and guidelines were seen as adequate (X̄ = 4.16, Std. D = 0.95). Lastly, the PMO’s monitoring and control activities received a strong endorsement, with a mean of 4.27 and a standard deviation of 0.85, showing effective compliance with standards. The study concludes that PMO standardization and governance at SERVEXE Ltd significantly enhance project performance by ensuring adherence to project standards, improving quality through audits, and maintaining clear performance reporting. These efforts lead to better schedule adherence, high-quality deliverables, and a positive return on investment. It is recommended that SERVEXE Ltd strengthens its PMO governance by expanding project management training, enhancing the consistency of quality assurance audits, and improving communication to ensure transparency in performance reporting. Future research should explore the long-term impact of PMO standardization on organizational growth and investigate the role of emerging technologies in enhancing PMO governance and project outcomes in diverse industries.