Agile Management Practices and Project Performance in Rwanda: A Case Study of The Kigali Innovation City Project
DOI:
https://doi.org/10.53819/81018102t2585Abstract
This study investigates the effect of agile management practices on the performance of the Kigali Innovation City Project in Rwanda. The research was guided by three specific objectives: to assess the effect of strategic agility on project performance, to examine the effect of operational agility on project performance, and to evaluate the impact of stakeholder agility on project performance. The study adopted a mixed-methods approach, combining quantitative and qualitative data collection methods. A sample of 178 respondents was drawn from a target population of 320, comprising project staff and workers. Data were collected through structured questionnaires, key informant interviews, and documentary review. Quantitative data were analysed using descriptive and inferential statistics, including multiple regression analysis, while qualitative data were analysed using thematic content analysis. The results showed that the strategic agility did not have a significant influence on the Kigali Innovation City Project (β = -0.005, p = 0.952). The results also showed that operational agility does not have a significant impact on the project performance (β = 0.085, p = 0.330). Results showed that the agility of stakeholders positively and significantly affects the performance of the Kigali Innovation City Project (β = 0.213, p = 0.009). The study concludes that agile management practices collectively contribute to project performance, but the contribution is uneven across the three dimensions examined. The study recommends that the management of the Kigali Innovation City project should continue and improve its stakeholder engagement practices that have helped it to succeed. The project should institutionalise the agility mechanisms of the stakeholders and establish a stakeholder engagement framework consisting of regular consultation and feedback mechanisms and collaborative decision-making mechanisms that allow the stakeholders to adjust their support and needs as per changing project requirements. This framework should outline the respective roles and responsibilities of all the stakeholder groups involved in the development of the project, including government, private investors, international partners, local businesses and community representatives, and the channels and frequency of communication for each stakeholder group.
Keywords: Agile management practices, strategic agility, operational agility, stakeholder agility, project performance, Kigali Innovation City, Rwanda
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