EVALUATING THE IMPACT OF PROJECT TEAM PRACTICES ON PERFORMANCE: A CASE STUDY OF ALPHA BROKERS COMPANY LIMITED IN RWANDA
Abstract
A key goal for insurance companies is to execute projects effectively,focusing on team capabilities and processes. This study looked at how project team practices affect performance, focusing on Alpha Brokers Company in Rwanda. We gathered information from 90 employees using surveys and selected our sample through census sampling. We ensured the questions were relevant and reliable by testing them beforehand. We collected primary data through closed-ended questionnaires and analyzed it using SPSS version 21.The analysis showed that participants generally agreed on the effectiveness of project team practices, particularly in planning and resource allocation.However,opinions varied on their impact on cost management and time efficiency. Our findings from correlation and regression analyses indicated positive relationships between project performance and practices like data analysis, risk assessment, decision-making, planning, resource allocation, and team coordination. The regression model suggested that around 22.7% of project performance variability could be explained by the combined impact of analytical and managerial practices. These findings highlight the importance of these practices in achieving successful project outcomes at Alpha Brokers Company Ltd in Rwanda. Based on our analysis, we recommend that Alpha Brokers invest in advanced data analysis tools and training programs to improve decision-making and enhance risk management protocols. These steps aim to enhance project management strategies and optimize team practices for better project performance.
Keywords: Evaluating, Impact, Project Team Practices, Performance
CITATION: Uwase, B. & Gathiru, M. K. (2024). Evaluating the impact of project team practices on performance: A case study of Alpha Brokers Company Limited in Rwanda. The Strategic Journal of Business & Change Management, 11 (2), 1257 – 1287. http://dx.doi.org/10.61426/sjbcm.v11i2.2944
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DOI: http://dx.doi.org/10.61426/sjbcm.v11i2.2944
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