Effect of project planning practices on the performance of construction project. A case of Seba Group Ltd in Kicukiro District, Rwanda (2023-2025)

Abstract

The primary purpose of this study was to examine the relationship between project planning practices and the performance of construction projects implemented by SEBA Group Ltd in Kicukiro District, Rwanda. Specifically, the study examined resource planning, stakeholder involvement planning, risk planning, and communication planning in relation to project performance. The study was guided by Resource-Based View Theory, Complexity Theory, Stakeholder Theory, and the Theory of Constraints. A descriptive and correlational research design integrating quantitative and qualitative approaches was adopted. The target population comprised 167 Project Managers and Engineers, Site Supervisors and Technical Staff, and Supporting Staff, and a census approach was used. Data were collected using structured questionnaires and semi-structured interviews. Quantitative data were analysed using SPSS version 29.0 through descriptive statistics, Pearson correlation, and multiple linear regression, while qualitative data were analysed thematically. The regression results showed that resource planning was significantly associated with project performance (β = 0.141, t = 2.938, p = .004), as was stakeholder involvement planning (β = 0.397, t = 8.630, p < .001), risk planning (β = 0.120, t = 3.000, p = .003), and communication planning (β = 0.315, t = 6.176, p < .001). The four planning practices jointly explained 83.7% of the observed variance in project performance (R² = .837), and the overall regression model was statistically significant, F(4, 158) = 202.148, p < .001. The findings indicate that integrated attention to resource allocation, stakeholder involvement, risk management, and communication is significantly associated with construction project performance. The study recommends strengthening continuous capacity development for project staff, improving resource and procurement planning systems, institutionalising stakeholder participation in risk monitoring, and maintaining structured communication and feedback mechanisms throughout project implementation.