Effects of Adaptive Management on Project Performance of Non-Governmental Organisations in Rwanda. A Case of Education Projects, Africa New Life Ministries

This study aimed to examine how adaptive management affects the performance of education projects by non-governmental organizations (NGOs) in Rwanda, specifically focusing on Africa New Life Ministries. The research explored the role of organizational flexibility, responsiveness, and culture in influencing project outcomes. A descriptive research design was used, involving a sample of 91 participants selected from a group of 118. Data were collected through questionnaires, interviews, and document analysis. The SPSS software (v23) was employed to analyse the quantitative data. The study found that 85.3% of respondents believed involving stakeholders in project planning significantly improved project outcomes. The correlation analysis revealed a strong relationship between organizational flexibility and project performance, with a Pearson correlation of 0.663** (p-value = 0.000). This suggests that project staff’s ability to work collaboratively, adapt to challenges, and prepare for potential issues positively affects the success of education projects. The findings indicate that adaptive management practices, particularly organizational flexibility, contribute to improved resource utilization, timely project completion, and quality service delivery. The study recommends that education project managers continuously learn and adapt to improve project outcomes. Additionally, aligning the project with the organization’s culture and values can help build a strong foundation for success.

DOI: https://doi.org/10.59857/FZQK3999