Analyzing Institutional Challenges Leading to Project Delays: A Case Study of Selected Organizations in Rwanda (Record no. 444)

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Transcribing agency Kepler College
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Personal name AKANDWANAHO Amos
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Title Analyzing Institutional Challenges Leading to Project Delays: A Case Study of Selected Organizations in Rwanda
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Summary, etc. Project delays continue to be a persistent challenge, impacting organizational effectiveness and<br/>economic development. This study examines the institutional factors driving project delays across<br/>various organizations in Kigali, Rwanda. The following specific objectives guided the research: to<br/>identify institutional factors that contribute to time overruns in project implementation; to explore<br/>how institutional challenges, such as financial limitations and poor planning, lead to cost overruns;<br/>to assess how institutional inefficiencies affect the quality of project outcomes; and to propose<br/>strategies to overcome institutional challenges and reduce project delays. The hypotheses were: H0<br/>(null hypothesis): there is no significant relationship between institutional challenges and project<br/>delays in selected organizations in Rwanda. H1 (alternative hypothesis): Institutional challenges<br/>significantly contribute to project delays in selected organizations in Rwanda.<br/>A descriptive cross-sectional research design was used to analyze data using SPSS. Data were<br/>collected through a structured survey from a purposive sample of 51 project professionals and<br/>project representatives. Respondents represented the private sector (56.86%), government<br/>institutions (19.61%), NGOs (15.69%), international organizations (5.88%), and others (1.96%).<br/>Most were male (68.63%) and aged 26–35 (60.78%) with bachelor’s degrees (60.78%).<br/>Findings revealed that 53% of organizations experienced delays in fewer than 10% of projects,<br/>while 37% faced delays in 10–30% of projects. The primary causes included budget constraints<br/>(28%), poor planning and scheduling (26%), and bureaucracy (22%). Key consequences were<br/>missed business opportunities (34%), increased costs (28%), and loss of client trust (24%).<br/>Multiple linear regression showed that institutional and managerial factors explained 14.84% of<br/>the variance in project delays, with a p-value of 0.0584. The hybrid project management approach<br/>was most used (39.22%), reflecting a need for adaptable frameworks.<br/>The study recommended that institutions should carry out better planning (40%), improved<br/>communication (22%), streamlined procedures (12%), and increased budgets (12%) to address<br/>institutional delays.
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