RISK CONTROL AND SUCCESS OF NON-GOVERNMENTAL

PROJECTS IN RWANDA

A CASE STUDY ADP MUDASOMWA

WORLD VISION PROJECT

HABIMANA ELYSEE

MBA/2017/ 65359

A Research Proposal Submitted in Partial Fulfillment of the Requirements

for the Award of the Degree in Masters of Business Administration

(Project Management Option) of Mount Kenya University

JULY 2021

i
 DECLARATION

This research proposal is my original work and has not been presented to any other

institution. No part of this research should be reproduced without the author’s consent or that

of Mount Kenya University

Student’s Name: Habimana Elysee

Registration number: MBA/2017/ 65359

Sign… …………………. Date………. …………………

This research proposal has been submitted with my approval as the Mount Kenya University

Supervisor.

Name: Kamande Mercyline, PhD

Sign…………………………………………………Date……………………………………

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 DEDICATION

To My Beloved wife Asabwe Malaika, to my sons Arnaud Hirwa, Armand Ihirwe and my

daughter Fiona Hirwe

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 ACKNOWLEDGMENTS

My gratitude goes to the Almighty God, who has protected and guided me. My sincere

gratitude goes to my supervisor, Dr. Kamande Mercyline, for her encouragement as well as

her perseverance and diligence in supervising this study and ensuring that it is completed on

time.

I would like to address my heartfelt thanks to all Mount Kenya University staff, especially

those in charge of MBA, option of project management, for their unwavering support and

guidance in ensuring the success of this research.

My profound gratitude is addressed to my wife and children for their patience and support

during my studies. I will never forget my coworkers, classmates and friends for their

encouragement.

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 ABSTRACT
The purpose of this study is to assess the role of risk control on success of projects implemented by
NGOs in Rwanda. The specific objectives are to assess risk control strategies adopted by World
Vision toward ADP Mudasomwa Project, to evaluate the success level of ADP Mudasomwa project
through achievement of its goals, and to examine the influence of risk control strategies on success of
ADP Mudasomwa which is being implemented by World Vision. The study will help future
researchers to learn how the research is carried out. It will allow to learn more about risk reduction
techniques and how they can improve the project's performance. A descriptive research design will be
used with both qualitative and quantitative approaches. The target population will be 590 comprises
World Vision workers and stakeholders of ADP Mudasomwa, as well as volunteers and beneficiaries.
Using proportional stratified sampling method, a sample size of 238 respondents will be selected. The
study will use questionnaire, interview guide and documentary analysis. The collected information
will be analyzed in relation to the study objectives, employing both descriptive statistics in term of
frequency, means and standard deviation while inferential statistics in term of correlation and
regression analysis will be used

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 TABLE OF CONTENTS

DECLARATION......................................................................................................................ii

DEDICATION........................................................................................................................iii

ACKNOWLEDGMENTS......................................................................................................iv

ABSTRACT..............................................................................................................................v

TABLE OF CONTENTS........................................................................................................vi

LISTS OF FIGURES...............................................................................................................x

LIST OF ABBREVIATIONS AND ACCRONYMS............................................................xi

DEFINITION OF KEY TERMS..........................................................................................xii

CHAPTER ONE: GENERAL INTRODUCTION...............................................................1

1.0 Introduction 1

1.1 Background to the Study 1

1.2 Problem statement4

1.3 Objectives of the Study 5

1.3.1 General Objective 5

1.3.2 Specific objectives 5

1.4 Research Questions 6

1.5 Significance of the Study 6

1.6. Limitations of the Study 6

1.7 Scope of the Study 6

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1.7.1 Content Scope 6

1.7.2 Time scope 7

1.8 Organization of the study 7

CHAPTER TWO: REVIEW OF RELATED LITERATURE.............................................8

2.0 Introduction........................................................................................................................8

2.1 Theoretical Review.............................................................................................................8

2.1 1 Risk and risk management.............................................................................................8

2.1.2 Types of risks in the organization 9

2.1.3 Project Risk Management 9

2.1.4 Factors affecting risk project management 10

2.1.5 Risk Management Strategies 12

2.1.6 Concept of project success 19

2.2 Empirical Literature 22

2.3 Critical Review and Research Gap Identification25

2.4.1 Stakeholders Theory 26

2.4.2 Contingency theory 27

2.5 Conceptual framework 28

2.6 Summary 29

CHAPTER THREE: RESEARCH METHODOLOGY....................................................30

3.0 Introduction 30

3.1 Research Design 30

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3.2 Target Population 30

3.3 Sampling Design 31

3.3.1 Sample Size Determination 31

Source: Primary, 2021 32

3.4 Data Collection Methods 32

This study will use primary and secondary data source in order to collect relevant

information to attain the specific objectives of the study. 32

3.4.1 Data Collection Research Instruments 32

3.4.2 Administration of Research instruments 33

3.4.3 Validity and Reliability of Research Instruments 33

3.6 Ethical Considerations 36

REFERENCES.......................................................................................................................37

APPENDICES........................................................................................................................44

Appendix i: Questionnaire 45

Appendix ii: Research Timeframe 55

Appendix iii: Research Budget 56

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ix
 LIST OF TABLES

Table 2. 1 Summary of empirical and gap identification........................................................25

Table 3. 1 Target Population..................................................................................................32

Table 3. 2 Population and Sample Size...................................................................................33

Table 3. 3 Evaluation of mean.................................................................................................35

Table 3. 4 Evaluation standard deviation................................................................................36

Table 3. 5 Evaluation of Correlation......................................................................................37

x
 LISTS OF FIGURES

Figure 2. 1 Factors in risk assessment.....................................................................................14

Figure 2. 2 Level of tolerability of risks..................................................................................15

Figure 2. 3 Conceptual Framework.........................................................................................29

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 LIST OF ABBREVIATIONS AND ACCRONYMS

ADPs Area Development Program

AIDS Acquired Immunodeficiency Syndrome

APA American Psychological Association

APM Association for Project Management

COSC Committee of Supporting Organizations

CSFs Critical Success Factors

EVT Earned Value Technique

HIV Human Immunodeficiency Virus

ISO International Standard Organization

NGOs Non-Governmental organizations

PMBOK Project Management Book of Knowledge

PMI Project Management Institute

RBS Risk Breakdown Structure

SPSS Statistical Package for Social Sciences

WBS Work Breakdown Structure

xii
 DEFINITION OF KEY TERMS

Project Risk This study will use this term as the process of assessing the

probability of a project’s success or failure

Project Success This term is used whether a project was met within time

schedule, distance, and efficiency, cost and quality targets.

Risk This term refers to likelihood of risk occurring x risk effect

occurring. For most organizations will rely to a high degree

on the situation in which the danger arises.

Risk Assessment In this study risk assessment will mean the determination

and identification of potential risks that affect the execution

of any project.

Risk Management Risk management involves a method to reduce uncertainty,

which requires a set of preparations to intervene before it

takes place. The goal is to eliminate or minimize disruption

when it happens.

Risk Management Policy This refers to policies and training that can be advanced and
and Training
executed to attain strategic and organizational objectives

that are consistent with the institution's mission, purpose,

and strategy.

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 CHAPTER ONE: GENERAL INTRODUCTION

1.0 Introduction

This chapter constitutes background to the study, problem statement, and objectives of the

study, research question, scope, significance, and limitations as well as organization of the

study.

1.1 Background to the Study

Risk management consists of operational steps to define, assess, and monitor the risks.

Organizations manage risk to optimize opportunities and minimize the effect of incidents that

can occur while carrying out activities that seek to achieve their goals and objectives. Project

Management Institute [PMI] (2013) describes project risk management as a method to

schedule, classify, assess, schedule response, and monitor risk of a project for risk

management. Van den Berg et al (2013) describe the structured method to risk management

to define, evaluate, consider, respond upon and communicate risk concerns as the best course

of action in terms of insecurity. Emilia and Ion (2012) point out that risk management is an

ongoing mechanism that systematically defines the causes of uncertainty, assesses their

effects and evaluates and manages the effect and probability of risks and opportunities in a

reasonable balance.

The success of projects in times of increasing instability and globalization is even more

important to business performance, but many projects tend to be postponed, overruled and

even abandoned. Every project has a certain amount of difficulty. Within the developed

world, the US and the UK have many companies that believe they can thrive with their

projects, usually did not success to take account and measure their risks. Nonetheless,

1
approaches and techniques designed to increase the project’s efficiency are still rarely used

(Robert & Anette, 2012). An effective project plan or even a sound detection and control

system is not enough to cope with the rapid technological change and intensified competition

today. Organizations must be alert for project risks and prepared to take action (Hopkin,

2010).

However, management of project risk is addressed in a variety of protocols, principles and

frameworks. A project management approach is conceptualized as applying expertise, skills,

resources, and techniques to project activities to meet project needs (PMI, 2013) or

everything that project management team relies on to effectively attain expected results in

accordance with the largest description as provided by Špundak (2014).

Management Institute. (2013) defined risk managment as a systematic method of defining,

evaluating, and reacting to project related risks in an organization. The primary objective of

risk management, according to Maltan and Hartenett (2011), is to define and handle

significant risks. Furthermore, the risk management process is coordinated with other

management processes in most projects (Maltan & Hartenett, 2011). According to Project

Management Institute (2013, it can improve the importance of other project management

processes. Furthermore, project risk management should not be an afterthought in project

management; therefore, successful project management is needed (Project Management

Institute, 2016).

Among the strategies for risk management that are mostly used include risk identification,

risk identification risk responses and risk control where all those strategies are operated in

complementarity manner. Risk identification is about the exploration of any source of risks

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before it happens and secondary it is the assessment of risks to know how to deal with it, risk

responses is about the first reactions against occurred risks while risk control is about all the

actions that are undertaken in in order to monitor risks that happened (Roque & Marly,

2013).

Globally, NGOs operate in volatile and changing atmosphere. The stakeholders are

challenged by transparency either in developed and developing countries and governments

always question about their social impact (Ruan, 2011). This pushes NGOs to change the

way they respond and shape the environment. As a result, many organizations are adapting

their tactics as indicators of improvements to rights and performance approaches. In fact,

they vary more often than in the past in their tactics. In every organization's life, change was

always necessary. In fact, the change of NGOs is essential by improving their mission while

working in transparency.

World Vision began operating as an international NGO in Rwanda in 1994, with millions

fleeing after the genocide began. World Vision first provided humanitarian assistance and

treatment for unaccompanied children to those displaced, and then helped resettle individuals

as they returned home. Since 2000, World Vision has partnered with Rwandan communities

to identify long-term solutions to poverty and inequality (World Vision Rwanda, 2018)

where a variety of regional development projects have been implemented (ADPs).

Since 1999, ADPs have been active in the promotion of education, culture and sport through

the building and equipping of classrooms, fitness centers, the provision of teaching materials,

the facilitation of teacher training, and the contribution to the welfare of community citizens (

paying for their medical insurance), improving sanitation through building water dams, tanks

3
and pipelines, fostering peace building, healing and reconciliation processes, anti-HIV/AIDS

drives, activism and Christian witness through church partnership projects (Serugo, 2014)

Seeing the nature of the ADPs activities, and their implementation process risks can’t miss,

and different strategies were taken to minimize them for keeping up the donors. Against this

context, this study seeks to investigate effect of risk control approaches on success of NGOs’

projects in Rwanda.

1.2 Problem statement

It is true that non-governmental organizations like other non-profit organization are ill-

equipped to cope with risk concerns (Bilich, 2016), because threats often necessitate

substantial resources that they lack. Even if it has been found that like other forms of

organizations, they can survive without effective risk management plan it is necessary to

have it to convince donors and stakeholders. And it is suggested that risk must be the duties

of entire board of directors, as established by the audit committee (Marks, 2011).

Risk management practices and risk-based thinking are vital to any NGO's success in

fulfilling its mission and achieving long-term goals, as they keep pace with changes in the

overall economic, political, and cultural environment (Tuner, 2014). Risk management, on

the other hand, provides opportunities for grant-making to improve the funding process from

donors or grantees, on the hand, unfair risk management can lead to poor performance and

deter grantees.

Thus ADP projects or programs that are implemented by World Vision Rwanda are not

exempted for risks. They faced risks related to funds, including mismanagement of funds,

lack of professional in project management to send don field, culture resistance and among
4
others. For the sustainability and success of those projects different policies were to be sure

that all risks are managed for satisfying all beneficiaries and achieve all goals (World Vision

Report, 2020). But since taking and putting in place those policies no study that was

elaborated to prove how risk management policies or strategies that were taken influenced

the achievement of set goals and performance. Hence this study aims at examining how risk

control strategies are adopted in international NGOs operating in Rwanda and how they

influence their success by taking the project titled ADP Mudasomwa which is being

implemented by World Vision Rwanda.

1.3 Objectives of the Study

This research seeks to achieve the following objectives.

1.3.1 General Objective

This study will assess the role of risk control on success of projects implemented by NGOs in

Rwanda.

1.3.2 Specific objectives

i. To assess risk control strategies adopted by World Vision toward ADP Mudasomwa

Project

ii. To evaluate the success level of ADP Mudasomwa project through achievement of its

goals

iii. To examine the influence of risk control strategies on success of ADP Mudasomwa

which is being implemented by World Vision.

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1.4 Research Questions

i. How is the effectiveness of risk control strategies adopted by World Vision toward

ADP Mudasomwa Project?

ii. What is the success level of ADP Mudasomwa project through achievement of its

goals?

iii. What is the influence of risk control strategies on success of ADP Mudasomwa which

is being implemented by World Vision?

1.5 Significance of the Study

The study will help the scientist to learn, in particular, how the research is carried out

scientifically and systemically by transforming research methodology theories into reality. It

will also allow the researchers to learn more about risk reduction techniques and how they

can improve the project's performance.

1.6. Limitations of the Study

This research will be conducted on risk control and organization success. In this regards, the

greatest challenges will be lack of suitable availability of respondents.

1.7 Scope of the Study

1.7.1 Content Scope

In terms of content scope, this research aims to assess the relationship between risk control

strategies of success of projects under the implementation of NGOs in Rwanda.

6
1.7.2 Time scope

Secondary data will be collected by considering the time span which ranges from 01st July

2015 to December 2020 where this period is sufficient to collect coherent information to use

for achieving the objectives of this study.

1.8 Organization of the study

The entire proposal for this study is divided into three chapters. The introductory chapter

consists of background to the study, problem statement, research objectives, research

questions, scope, and significance and organization of the research project.

The second chapter, which will be a literature review, focuses on what previous scholars

have written on various topics relevant to study variables. The third chapter will cover the

methodology of the study and will deal with the methods that will be employed to collect

information according to research objectives. It will include research design, target

population, sample design, data collection methods, data analysis procedures and ethical

consideration.

7
 CHAPTER TWO: REVIEW OF RELATED LITERATURE

2.0 Introduction

This chapter contains theoretical analysis, empirical review, theoretical framework,

conceptual framework and recap of literature.

2.1 Theoretical Review

This section explains concepts of variables in this review, i.e. risk management practices and

organizational efficiency, especially in public institutions.

2.1 1 Risk and risk management

There are a variety of risk concepts in the literature. The option of anyone, however, depends

on the situation in control. Risk emerges from the primary and secondary consequences of

judgments and trials that were unjustified or poorly planned, without ignoring the impact on

persons, businesses or societies as a whole. Risk refers to likelihood of risk occurring x risk

effect occurring (Spundak, 2014).

Aimable (2014 indicate that there is no general definition of risk. They argue that new ideas

should be created whenever an organization encounters a new problem. Their research

coincides with the analysis of the same question by Airmic 2011). They conclude that the

definition of risk for most organizations will rely to a high degree on the situation in which

the danger arises. We also point out that this sensitivity is important in project where risks

usually occur in different situations and with many subjects. According to Enagas (2014), the

8
company typically recognizes current definitions, but colleagues may gradually establish

their own unique definitions.

2.1.2 Types of risks in the organization

Organizations of all types, from non-profit to for-profit, public, and private, operate in the

same economic environment, where inflation, economic development, globalization,

currency deficiency, and unemployment problems influence strategic decisions. This is

crucial for the organization to know which risks it can and can cope with. Hazardous appetite

and resistance must therefore be always tested. There are three types of risk which are

opportunity based risks, uncertainty risks and hazard based risks.

Opportunity-based risk includes taking risks needed to build on the chance for progress and

improvement (World Bank, 2013). In some business decisions and actions to change their

fate, risk and opportunity go hand in hand, as this allows the organization to capitalize on the

opportunity while mitigating the risks inherent in the business model (Enagas, 2014). On the

other hand, some things can be a likelihood, but opening up a possibility can lead to total

failure and ultimately risk. It may or may not be evident that the main problem of risk based

on opportunity is (Haidar, 2016).

The uncertainty refers to the level of unknown in terms of duration, accuracy and reliability

for accident. It is a corporate risk that may not be assessed and that may not be forecast

toward results (Wang, et al, .2014). Kleczka (2011) points out that it is not solely about

predictability, or about interpretation and conduct.

9
2.1.3 Project Risk Management

A project is distinctive and limited within a timeframe for many tasks are carried out.

Usually, in order to meet set goals, it must be carried out (PMI, 2018). For holding multiple

stakeholders from various organizations and centered in different organizations out of those

activities typically, places run together. Each project, whether simple or complex, small, or

great, in its course, faces numerous uncertainties. This misunderstanding is so crucial while

managing risks in the organization.

The project risk is the process of assessing the probability of a project’s success or failure.

According to Hillson (2014), risk is primarily associated with negative incidents that appear

during a project and the link for project management and project management institute

denote risk as possessing positive and negative impact on project.

2.1.4 Factors affecting risk project management

Researchers from different parts of the word have pointed out different factors or elements

that may affect negatively or positively the effectiveness of project management. Those

factors described in below paragraphs.

The first step is to assess the key success factors (CSFs). In terms of project risk

management, this is important. It is impossible to overstate the value of integrating CSFs into

the risk management process. To confirm that risk behaviors were compatible with effective

achievement of project goals, the proposed structure should associated with chances and risk

management activities to organization's strategic objectives (Ciutiene et al, 2016).The points

10
below give basic for completion of CSFs with the application of restructuring project adopted

from Oakland (2020).

The presence and development of a community that embraces and recognizes the importance

of optimizing value, tracking, and managing risk is critical; concrete programs would be

disseminated to primary stakeholders; implementation of clear risk management practices is

problematic; and the presence and development of a community that embraces and

recognizes the effect of optimizing value, tracking and managing risk must be executed

(Hillson, 2014).It is important to fully incorporate management systems into institutional

priorities, and to pursue the execution of effective methods and constant revisions in order to

confirm that the advantages of risk management processes are recognized and lessons learned

for future projects.

The second and third factors are risk management policy and training. That policy can be

advanced and executed in order to attain strategic and organizational objectives that are

consistent with the institution's mission, purpose, and strategy. The policy papers would be

used to give specific risk management guidance (Koleczko, 2012). The approach to project

cost management includes reporting accountability (Calabrese, 2016). Employees or staffs

should be trained after the organization's risk management policy has been established. Risk

management training should be a pertinent of component of the entire project management

cycle. Larson and Gray (2011), the component of successful risk strategy is preparation.

Shift management, acceptance continuum, and stakeholder analysis are the fourth and fifth

factors. To reduce risk, adjust management should be proactively merged into future project

cycles. Change and danger are inextricably linked (Chambers & Rand, 2010). Projects

11
managers would build a conducive situation where project partners feel comfortable raising

problems and concerns, as well as accepting mistakes (Larson & Gray, 2011). The scope of

acceptance and evaluation of stakeholders is crucial for project success. Stakeholders

maintain control over programs, which may result in development, increased expenses,

postponements and risks (Larson &Gray, 2011). Increased partnerships between organization

secondary partners like supporters, media and managers would be handled attractive to

minimize negative project impact.

The triple bottom-line theory, as well as risk monitoring and control, have a huge effect on

project progress. The triple basic theory, which incorporates sustainable pillar growth socio-

economic and environment would be included into figure risk management strategies and

philosophy (Mervat, 2017). The risk monitoring and control would be applied prospective

project cycles to mitigate risk proactively. According to Chambers and Rand (2010), cost

reduction opportunities are an important part of risk management. Participants in the project

should keep track of potential hazards and look for new mines that might derail the project

(Larson & Gray, 2011). The last element to remember is distribution. Risk monitoring and

control should be applied in future project cycles to mitigate risk proactively. According to

Chambers and Rand (2010), cost reduction opportunities are an important part of risk

management. Participants in the project should keep track of potential hazards and look for

new ways that might overturn project (Larson & Gray, 2011).

2.1.5 Risk Management Strategies

Risk management includes detecting risks or opportunities for resource optimization. This

includes the development of critical risk-monitoring mitigation factors and encourages the

company to conduct an effective resource management act. Risk management is thus the tool
12
where the improbability is structurally controlled to increase the likelihood of adhering to the

objectives of the project. Risk management aims to identify and control risk opportunities at

the birth stage for avoiding negative effects of risk on the mission (Paraskevas &Altinay,

2013).

The first one is risk identification which refers to the identification and monitor of risks that

would be taken into consideration (Lamm et al, 2010). It is used because it includes a number

of approaches and procedures that are often used in combination with risk assessment, and

they should be considered as two separates but connected phases of risk management. A

review of causes and effects, as well as a set of scenarios, will be established based on the

capability to detect incidents and threats. Therefore, the most critical risk factors must be

pinpointed (Nnadi, et al., 2018). Yeomans (2011) points to a highly advised best practice for

finding as many risks as possible and two types of risk are known and unknown. It can only

monitor these threats (Yeomans, 2011).

Risks are often difficult to identify, since many forces act in an unknown or unpredictable

manner and often involve smaller risks within a single organization. It is also seen that each

risk is identified by a naming convention as a final step in the identification of risk. No plan

to reinvent the wheel here is a nice point of view (Lamm et al., 2010). It is crucial to think

about strategies used to identify the initial hazard and that can be performed or performed by

different techniques: brainstorming: gathering smart persons in order to have common views

related to serious risks, studies conducting computerized or traditional research of persons

for sharing and identifying persons from perspective; carried out using interview guide with

key informants.

13
Meetings with multiple groups of key individuals should be held to form working groups,

which should usually focus on a particular risk field, market analyst, or opinion leader

output: Look for relevant articles or documents on each risk region, as well as previous

project expertise: Utilize practices that were from respondents and existing literature, best

sectorial experiences (Steınfort,2011). Different non-government organizations created risks in

particular fields deemed to give relevant and valid date (Lamm et al., 2010). As a result,

effective risk detection requires a systematic process for collecting and filtering original

evidences (Lamm et al, 2010.

Secondary risk assessment was seen by professional researches and techniques that quantify

the expenses and income of different selection of risks, providing evidences to managers are

referred to as risk assessment (Tuner, 2014). Once actual or potential threats have been

identified, risk assessment was known for being one of the most difficult methods of risk

management. Danger is thus measured by the degree of seriousness, which necessitates two

factors:

Source: Lamm et al. (2010)

Figure 2. 1 Factors in risk assessment

These two factors have an impact on the accuracy of the research that will be conducted for

assessing the risk. PESTLE approach, which is based on three main risk management

concepts, ensures that there is a clearly structured framework that considers both the

14
likelihood and impact of each risk; tracks risk assessment in a way that makes it is easier to

monitor and identify risk priorities; and clarifies the difference between inherent and residual

risk (Lamm et al, 2010).

The calculation will be carried out by calculating the risk probability and the effect if a

danger is met, after which the danger will be evaluated (PMI, 2013). Risk evaluation refers a

step in risk management process. Risk assessments enable well-informed decision-makers to

prioritize actions and distinguish between alternatives ( Yeomans, 2011). Understanding the

unregulated degree of all known risks is required. This is the risk point before any measures

to reduce probability of risk have been implemented (Hopkin, 2010). Recognizing current

value control measures is made possible by identifying the intrinsic degree of risk. The IA

believes that all risk assessments should begin with determining the inherent risk rates. The

IIA guidance on risk evaluation states that we evaluate the risks before considering any

measures.

Risks should be measured at both intrinsic and current levels, according to ISO 31000, the

most recent International Standard for Risk Management (Hopkin, 2010). For each category,

a high/medium/low categorization is appropriate, but it must be at the '3x3' risk matrix's

minimum categorization level. An absolute norm does not dictate the size of risk matrices.

Determine the most practical degree of analysis for the company in its current situation

(Chambers &Rand, 2010).

15
Source: Hopkin (2010).
Figure 2. 2 Level of tolerability of risks

Green spaces have a low environmental impact and are unlikely to occur. Hazards with a

moderate impact and a moderate probability are represented by yellow zones, while hazards

with a high impact and a high probability are represented by red zones. The determination of

the chance of occurrence relied on scale calculated distinguishes these areas (Chen, et al.,

2021). Figure 2.2 shows how knowing likelihood and considering risk effects are essential,

the color isolation indicates that some risks were tolerable. The client's risk management

boundary, for example, is shown by the tolerability line. Since the trade danger is a very

costly product, there is no way to protect against it, so the company must increase risk

tolerance.

If that was specified, several risks will normally be assigned to a different category, such as

accidental risk management, which has a high probability and high effect threat. Risk

management approaches, as outline in the following paragraphs, have been used to mitigate

risk while risk is measured within organizations with risk tolerance in green and yellow

regions. Risk and magnitude are a key component of risk management by using a risk matrix

16
to describe risk probability (Hopkin, 2010). In such a way that process steps can be tracked,

the risk assessment should be reported.

According to Ciutiene et al.,(2016), reviewed risks establishes a risk ground for some

companies that enables the identification of risk priorities (particularly the most critical risk

concerns that senior management should be concerned with), attains opinions for making

decisions on what is not tolerable for explosion and stimulates the way documentation that

risk management was carried out.

Documenting assessment, according to Emılıa and Ion (2012), creates a risk profile for the

company that: enables the identification of risk priorities. The organization's risk targets

should be established after the threats have been evaluated. Typically, the least suitable

exposures to the specific risk case receive more coverage, while the more appropriate

exposures to the specific risk case receive less attention. The higher priority risks should be

dealt with on this basis at the highest level of business and board should accept them on

current basis. Obtaining high confidence estimates from of risk management system,

according to Lamm et al. (2010), is overly complicated. This is further explained by the fact

that the probability of chance is still the most difficult to estimate.

The classification of risks and the assignment of owners are the final steps in the risk

assessment. Prioritization is crucial because you do not approach a threat only on the basis of

its effect (Lamm et al, 2010). Until adopting a robust risk management plan, it is essential to

conduct appropriate risk evaluations (Airmic, 2011). The risk analysis process, according to

Fram (2014), is an important part of risk control and was assessed with organization that

covers three key components: strategy, evaluation, and risk management.

17
The plan and implementation of value chain-based activities is becoming more complex as

more interrelationships and interdependencies, as well as emerging technologies and

materials, are involved in the incorporation of risks into a global and multi-disciplinary

context. These methods and solutions are critical for managing with uncertainty and reducing

risk and impact in general. This is highly recommended as part of this risk evaluation and

management process, as it takes into account psychological, technical, ergonomic, and

operational, as well as financial and environmental factors (Ruan, 2011).

Risk management involves a method to reduce uncertainty, which requires a set of

preparations to intervene before it takes place (Ruan, 2011). The goal is to eliminate or

minimize disruption when it happens (Lu et al., 2012). Similar disruptions or risks should be

adjusted for a mitigation plan, and other costs are likely to be incurred to mitigate disruptions

or decreased losses (Lu et al, 2012). A Risk Reacting Recommendation is issued by the

Committee of Supporting Organizations (COSC). While the presence or type of risk is not

specified, the following four methods are used: agree, resist, minimize and sharing

information.

While solutions outlined above were broad in scope, it's important to adapt the best risk

reduction approach to a particular risk (Lu et al., 2012). When developing an appropriate risk

control approach that minimizes risk consequences, a transparent and comprehensive risk

detection plan should be considered. Risk management, which may entail risk prevention,

adjustment, sharing, or preservation, is also used (Fram, 2014). This procedure is based on

risk management. A risk management firm's ability to identify and minimize risks is a

prerequisite (Lu et al., 2012).

18
This method, which is considered the final stage in the risk management process, involves

searching and evaluating new or unknown risks, as well as, most significantly, the

reassessment phase, in which new information is identified, obtained, or made available. This

is particularly true for well-known threats that are highly likely to have a large effect (Lu et

al., 2012). As a response, risk control stresses the importance of enforcing and revising the

risk registry on a daily basis to provide direction for managing risks and promote risk

evaluation so that danger can be detected early. Nonetheless, Paraskevas and Altinay (2013)

conclude that maintaining an up-to-date risk record is important for successful risk

management. Hence, risks must be actively monitored to ensure that they do not negatively

affect the business and that a policy or planning agreement is effective (Lamm et al., 2010).

However, the purpose to monitor risks was to make it easy for entities or organizations to

recognize and disclose information relate to its reduction for strategic and managerial

perspectives can be made relied on reliable or timely evidence (Lu et al, 2012). As part of

general operational goals, the forms of data to be collected or written are also up for

discussion and negotiation. These metrics are easy to measure, catch (ideally), and use as

predictors of possible business impact (Lamm, et al, 2010).

2.1.6 Concept of project success

Fraser (2011) is unsure of the project's efficiency or success. According to Frewer et al.,

(2013), any project may be successful whether it meets three objectives; time, distance, and

efficiency. In project management, Haidar (2016). This includes meeting time, cost and

quality targets and project process quality, according to King (2016). Turner (2014) defines it

as the standard for measuring performance on time, budget and in line with requirements for

19
IT projects in particular. According to Lamm et al., 2010) discovered that, particularly in

public projects, project management may be defined at the termination of any project and

performance measures can be defined months or years later. As a consequence, deciding

whether a project succeeds is challenging, according to Lu, et al. (2012), based on the

aforementioned two performance criteria.

Wand and Abaresh (2014) considers the output of a concept project to be a product success

when it is completed, which includes the final product quality and effect on the end user. In

the context of costs, time, success, health and client satisfaction, Marks (2011) described

project results as much better than anticipated or normally valued (McNeil, et al., 2015)

considers the final product quality and effect on the end user to be a product success when a

project is completed (in terms of customer satisfaction needs, fulfillment of strategic

organizational goals, and contribution to the needs of stakeholders).

Project Management Institute (2018) evidenced, however, that project success would be

defined not only in terms of meeting predetermined project goals such as time, expense,

efficiency, quality, and protection, but also in terms of taking into account users who have no

predetermined project goals. 'Success must be measured in terms of active project team

members, organizational structure, and value users, as well as a theoretical, analytical, and

realistic analysis of key project requirements and factors writes (Steinfort, 2011).

Project performance metrics include the project triple constraint, according to PMBOK, the

PMI-published guide (PMI, 2018). According to Wysocki, determining period and time or

project length is a difficult task (Robert & Anette, 2012). The client should decide the

project's duration based on his wishes, and any changes to the schedule, whether to shorten or

20
lengthen it, would have an effect on other aspects of the project's scope. Turner (2014)

described a time schedule as the process of determining what will be done, where it will be

done, and when it will be done, as well as keeping track of and recording when it is

completed.

This argument stresses the effect of time management and taking into account the project's

dynamics, which involve multiple activities and tasks and where a pause of one activity or

task will have a pertinent effect on future activities. Turner (2014) elaborates on argument by

saying that time monitoring and time logging are important so the project management team

will spot any feasible delays or scheduling adjustments this way. According to Haidar

(2016), the schedule should be precise and realistic, as well as satisfy the specific needs of

the customer or other stakeholders including contractors, designers, and others.

The cost of the project is the second criterion. It's described as well as the project's entire

conditions general conditions enable it to be completed on time and on budget (Roberts et al.,

2016). Wand and Abaresh (2014) further claim that the expense is not limited to the tender

number, but rather the overall cost of the project from start to finish, including any costs

incurred as a result of deviations or adjustments during the implementation process. These

cost variables suggest some additional project management activities that, if introduced, may

have several effects on cost efficiency. During implementation, the number and way

consultants give adjustment instructions is a significant activity to consider. Clients that have

a history of demanding multiple design changes prior to the project's realistic completion

have a substantial effect on project costs.

21
Certain variables that affect cost efficiency were established in American Chemical Society

(2015), which was cited in Calabrese 2016). The quantitative repetitive components, design

of achievement with the acceptance of bids, and amount of capital payment from contractors

involved were all considerations to consider. Several similar activities can be brought to bear

as a result of these factors, which may have an effect on project cost efficiency. For example,

the size of costs would be dictated by the type of procurement process used by clients,

conventional procurement or design and construction (Bilich, 2016).

The quality has been influenced by the degree from which any project is monitored, expertise

of consultants, quality and past performance records of the number of variance orders

received. It will be interesting to see if all of these variables can be competently organized in

order to achieve acceptable quality results. The project manager is assigned to ensure that all

considerations are well-balanced to produce high-quality results. The methods used during

the implementation process were assumed to be a factor in quality efficiency ( Van-Den-Berg

et al., 2013). A definition of procurement form and tendering system are also included in

these procedures. The focus here is on the organizational structure, which influences project

quality. Most quality performance assessments were subjective. For example, Yeomans (2011)

used a 5-point scale to evaluate quality output based on stakeholders’ satisfaction with

project quality.

In a research on variables that effect quality success projects, Robert and Anette (2012) used

factor analysis and step-by-step regression analysis to characterize project management

activity of project team as the most significant predictor of client satisfaction with quality. As

a result, careful consideration must be given to the important processes used by project

22
management team members for project quality management, the mechanism in place to assist

the management team must not obstruct project progress during the implementation process.

2.2 Empirical Literature

Spundak (2014) investigated risk management, project success and technology uncertainty. It

examines the extent to which risk management practices like risk recognition, probability

risk analysis, complexity preparation and trade-off analysis are used, and variation in the

execution between various types of projects and their effect on different project success

dimensions, utilizing informant over 100 projects carried out in Israel. As a result of their

research, they concluded that risk management strategies were not widely adopted and were

appropriate for high-risk ventures. Concerning the impact of risk management, they

discovered that risk management is primarily concerned with respecting time and budget

targets and is less concerned with product efficiency. As their risk management conclusion is

still in its early stages, more awareness on implementation, training, tool development, and

risk management research is required.

Tuner (2014) performed a study with a research of 415 projects of varying difficulty in

various manufacturing sectors spanning Brazilian states. They used non-probability sampling

and questionnaire that centered on interpretive skills of respondents. The implementation of

risk management practices had a substantial significant correlation on the performance of

project, according the findings. They also recommended that the project's success be aided by

the appointment of a risk officer. Critical success factors have also been identified, such as

paying attention to project risks, implementing risk management strategies, and having a

23
thorough understanding of the business climate, which necessitates the attention of project

managers and risk managers.

Larson and Gray (2011) published an intriguing similar research titled project control and

risk assessment for project success using a case of South Africa. Generally, the research

evaluated how monitoring and risk management aided project success. It was a qualitative

study that used descriptive methods. The report covered the infrastructure project

management and project control sections, and information was collected using a

questionnaire. Information was gathered processed using a spreadsheet program. The study's

core results indicate that risk assessment and project control had a significant effect on

efficiency as a result, market success. They proposed that project performance could be

improved by enhancing and relying on control and risk management methods and process.

Nnadi, et al., Ugwu (2018) proposed an additional factor; they conducted a study to assess

the level of risk management knowledge among Nigerian construction stakeholders. A

descriptive cross-section research design was used in this research, with stratified random

sampling used to handpicked stakeholders. Standardized questionnaires and telephone

interview guide were used to collect information. In contrast to the tremendous harm caused

by risks in the industry, the study found that stakeholder risk management awareness was

relatively poor at 57.25 percent.

The study found no statistically significant connection between stakeholder participation in

risk management and degree of risk management involvement. They discovered that

stakeholders have a close bond and that their involvement in risk management is limited. In a

24
similar vein, Fraser (2011) indicated that most of time, variations during project execution

represents unmanaged risks that occur during the project's initial phase.

A study undertaken by Jordanian Ministry of Environment, following Mervat (2017)

investigation on effect of risk management on project performance found a positive and

significant connection between the project's risk management components ( risk planning,

risk analysis, risk response, evaluation and review) and results. This research explained risk

management and its effect on the progress of a project in Jordan's Ministry of Environment.

The target population is environment programs in northern, central, and southern Jordan,

with a total population of 62. The informative and structured questionnaire is used to collect

data on the interviewee's interpretation.

25
2.3 Critical Review and Research Gap Identification

After reviewing the existing literature, critically, the researcher analyzed previous studies in

order to come up with the research knowledgeable gap. The summary of empirical literature

are shown in Table 2.1

Table 2. 1 Summary of empirical and gap identification

Author Country Work title Variables Findings Research Gaps
Fraser(2011) Israel Risk management, Risk They found that risk They talked about risks in
project success and management management was on better general not in particular
technology Project success meeting time and budget manner
uncertainty and uncertainty goals and less on product
performance
Roque and Brazil Understanding the Project risk The findings show how The pertinent limitations to
Marly (2013) Impact of Project risk assessment strategies this research were in terms of
Risk Management Project affect project success. methodology concerning
on Project performance They further prove that non-probability sampling
Performance: an having a risk analyst on technique and questionnaire
Empirical Study board has a good effect on relied on respondents
project performance. It
also highlighted the
significance of social
skills in risk management.
Larson and South Project control and Project risk They discovered that risk Their study was total
Gray (2011) Africa risk management control assessment and project qualitative it lacked some
for project success control had a direct impact quantitative manner for a
Project success on project results and, as a longitudinal time especially
result, business growth. in terms of financial
performance.
Nnadi, et al., Nigeria The study They discovered a strong They didn’t specified what
(2018) evaluated bond between types risk control or
awareness of the stakeholders, and their management strategies that
level of risk participation in risk are followed in Nigerian
management management is highly construction industry
among valued.
construction
stakeholders in
Nigeria
Mervat (2017) The impact of risk Risk Risk assessment elements They failed to shows
management on management (risk planning, risk challenges facing mega-
success project success appraisal, risk response, projects in their
risk measurement and implementation
review) had a strongly
meaningful association
with project success
Source: Researcher (2021)

Previous studies did not focus on risks in general not in particular manner, the pertinent

limitations to this research were in terms of methodology concerning non-probability

sampling technique and questionnaire relied on respondents. Previous studied were total

qualitative it lacked some quantitative manner for a longitudinal time especially in terms of

26
financial performance. They did not specify what types risk control or management strategies

that are followed micro project, but also their failed to shows challenges facing mega-

projects in their implementation. Therefore, this study seeks to examine how risk control

strategies are adopted in international NGOs operating in Rwanda and how they influence

their success by taking the project titled ADP Mudasomwa which is being implemented by

World Vision Rwanda.

2.4 Theoretical framework

The current Theoretical review was guided by stakeholder and contingency theories.

2.4.1 Stakeholders Theory

Chen et al.,(2021) aligned with stakeholder theory as a management method and has grown

over the years with a strong capacity for explanations of firm results. The theory of

stakeholders specifically focuses on the alignment of stakeholder interests as the primary

determinant of business policy. An extend of contracts theory from work to other contracts,

including sales and funding, is the most promising contribution to risk management (Larson

& Gray, 2011). In some industries, especially high-tech and services, customer interest in a

business that will continue to deliver its services in the future can make a major contribution

to the valuation of the company. The value of these implied statements is however, extremely

vulnerable to anticipated economic crisis and its effects. Since corporate way of managing

risks activities stimulate lower expected costs, the value of the business increases (Emılıa

&Ion, 2012).

Stakeholder theory thus offers a new insight into the potential rationale for risk management.

However, it has not yet been specifically checked. Investigations of the financial distress
27
theory only have indirect proof (Fraser, 2011). In his analysis of the impact of stakeholder

theory on risk management, Haidar (2016) explores the relationship between the priorities of

the businesses and the risk management approach employed by the companies. In relation to

actual decisions on risk management, the analysis revealed a distinct difference between the

two groups of businesses, which in turn had an impact on whether decisions on risk

management had an added benefit or a value retention impact for the business.

2.4.2 Contingency theory

One simple concept behind contingency theory is that business sustainability depends on the

organization’s compatibility and the climate. An organization is considered an openness

system which "emphasizes the complexity and variability of the different parts whether

individual participants or subgroups and the loosening of their connections" (Alvi, 2016). To

make the organization sustainable, the contingencies of its world must be visualized and

incorporated in its premises. In addition, the company must be agile, internally dynamic and

able to evolve to achieve success in a constantly evolving and dynamic world.

Organizations are known to be distinctive in themselves they work in different markets, have

different management styles and individual staff members, etc. Each company must also

keep track of its own environment in order to control the concept behind contingency theory

and understand that different circumstances have to be treated in different ways. No one best

solution can be found (Asika, 2010) and contingency means that the success of a specific

structure or method of the company relies on the existence or absence of other variables.

There are no systems or methods that are absolutely correct or wrong in this regard. Rather,

correctness or mistake must be assessed against the situation, the circumstances or the other

28
factors (Cooper & Shindler, 2011). The best ways of shaping this emphasis on the essence of

community of organizations (Creswell, 2013).

2.5 Conceptual framework

Scholars describe a conceptual framework refers to general concepts derived from different

domain of research that are utilized to form a success analysis. In a rational environment,

there are three priorities. Second, it clarifies existing activities, and third, it identifies

important terms and problems. In a conceptual context, a range of key words and principles

are commonly defined which can be used to describe and address the issues. The relationship

between the variables used for this analysis appears in the figure below.

Independent Variable Dependent Variable

Risk Control Project success

 Risk identification  Quality

 Risk assessment  Timeliness

 Risk response  Cost effectiveness

 Risk monitoring  Satisfaction

Intervening variables
 Managerial skills
 Stakeholders’ involvement

Figure 2. 3 Conceptual Framework

Source: Researcher (2021)

Information presented in Figure 2.3 shows the relationship between independent and

dependent variables. In this regard, risk control is an independent variable while success of

29
project implemented by World Vision Rwanda is a dependent variable. Risk control will be

measured using the risk identification, risk assessment, risk response and risk monitoring.

The success of project will be assessed using quality, timeliness, cost effectiveness and

satisfaction. Both dependent and intervening variables will be moderated by intervening

variables which are managerial skills and stakeholders’ involvement.

2.6 Summary

Chapter two reviews the existing literature on risk control and success of project

implemented by non-governmental organizations. In this regards, a deep description on

theoretical literature related to risk control and project success was provided, empirical

studies were reviewed according to the study specific objectives, further critical analysis was

done and research gap was identified. The chapter reviews relevant theories that will be

adopted to the present study. The chapter also provided a conceptual framework showing.

The relationship between independent and dependent variables. In this regard, risk control is

an independent variable while success of project implemented by World Vision Rwanda is a

dependent variable.

30
 CHAPTER THREE: RESEARCH METHODOLOGY

3.0 Introduction

Chapter three addresses study design, target population, sample design, data collection

methods, data analysis procedures and ethical consideration.

3.1 Research Design

According to Creswell (2013), for collection data collection procedure, review, presentation,

and reporting of data in research studies is what research design is. The overarching goal is to

link philosophical research problems to applicable (and feasible) empirical research. In other

words, the research design lays out the steps for collecting and evaluating the data, as well as

how all of this can help address the research question (Grey, 2014). According to Alvi

(2016), there are three types of research designs: exploratory, descriptive and explanatory.

This study will be a descriptive study, which is one of the research design types listed.

3.2 Target Population

The target population refers to a group or category of people, animals, and other living things

that share one or more characteristics with the universe. It is a group from which one wants

to draw conclusions (Blaxter, et al., 2010). The target population for this study will be all

World Vision workers and stakeholders in Nyamagabe District, especially those of ADP

Mudasomwa, as well as volunteers and members of beneficiaries known as chefs of groups,

numbering 590 in total.

31
Table 3. 1 Target Population

Category Population

Staffs of the Project 10

Volunteers 20

Beneficiaries 560

Total 590

Source: World Vision/ Nyamagabe Branch (2021)

3.3 Sampling Design

A sample design refers to certain strategy for a specific population to collect a sample. It

refers to the technique or method used in the collection of sample items by the researcher

(Asika, 2010). The sample size and sampling methods are shown here.

3.3.1 Sample Size Determination

Cooper and Shindler (2011) set a sample size, which should be a representation of all the

population chosen for the research study. In order to study and generalize about the public,

researchers use a sample especially when the whole population cannot be studied (Robson,

2002). For this research, a sampled size is calculated with use of formula of Taro Yamane.

Where n=Sample=Population Size, and e=Error Terms of 0.05. By applying the formula, the

sample size is:

32
The study will use proportional stratified sampling method, number of respondents from each

category is exhibited in the following table.

Table 3. 2 Population and Sample Size

Category Population Sample Size

Staffs of the project 10 4

Volunteers 20 8

Beneficiaries 560 226

Total 590 238

Source: Primary, 2021

3.4 Data Collection Methods

This study will use primary and secondary data source in order to collect relevant

information to attain the specific objectives of the study.

3.4.1 Data Collection Research Instruments

The study used questionnaires in order to make it easy for respondents to complete their

questions at their leisure. This method enables data collection in various departments in a

distributed population easily. If all questionnaires are administered at once, one can be sure,

as opposed to day-consuming interviews, that answers are collected rapidly and within a fair

time. In this study the questionnaire is not selective all participants will be given the

questionnaires for those who are able to read English like staffs and some volunteers to

respond them themselves and for beneficiaries they will administrated meaning that the
33
researcher will be total involved in filling the questionnaire as he is collecting data from

participants.

The secondary data will be information that already exist in in inboxes, in certain corporate

basements, books, journals and websites (Creswell, 2013). The secondary data from websites

and libraries in the district will be included in this report. The report that will be used are

those showing how some of support from ADP project will be distributed to respondents and

reports related to impact assessment that compiled by the NGO.

3.4.2 Administration of Research instruments.

Due to covid-19, the researcher will administer questionnaire using e-mail and interviews

will be done using telephone interview

3.4.3 Validity and Reliability of Research Instruments

The analysis will take validity of the research questionnaire, which will show whether the

test items represent the content to be measured. A pilot research will be undertaken to assess

the correctness, transparency and suitability of tools will be used to in other ADP programs

in the district of Bugesera, where recipients and stakeholders will assist in responding the

questionnaire. After that the reliability scale will be measured with the use of SPSS Version

26 (Creswell.2013). The content professionals will assist the researcher to assess ensure the

validity of research tools. Content Index Validity will be used for coherence and consistency

of questionnaire.

34
3.5 Data Analysis Procedures

The collected information will be analyzed in relation to the study objectives, employing

both descriptive and comparative research designs. A computer based software known SPSS

will be used as a tool for data analysis. Tables will be used to present the results. In addition

to descriptive statistics, the researcher will use spearman correlation to establish the

correlation between dependent and independent variables.

The most famous expression for the mean of statistical distribution of a discrete random

variable is an arithmetic average of all words. Adding values of all terms and divide by the

number of terms to obtain responses. This expression is also known as the integer mean. The

estimated value of statistical of a constant random variable is determined by multiplying

variables product by the distribution of likelihood (Cooper & Shindler, 2011).

Table 3. 3 Evaluation of mean

Interval of means Interpretation

1.00-1.80 Very weak mean

1.81-2.60 Weak mean

2.61-3.40 Moderate mean

3.41-4.20 Strong mean

4.21-5.00 Very strong mean

Source: Field (2021)

This consists of measuring dispersion of a combination of information from its mean. The

ore spread besides information, the higher the deviation. The standard deviation is calculated

35
as the square root of variance. The standard deviation will be utilized to assess the level of

dispersion (homogeneity if is less than 0.5 or heterogeneity if is great than 0.5) of responses

was collected.

Table 3. 4 Evaluation standard deviation

Standard deviation Evaluation

σ > 0.5 Heterogeneity

σ =0.5 Moderate

σ < 0.5 Homogeneity

Source: Cooper, and Shindler (2011)

In this study, the correlation will be used as the level of correspondence between ordering of

two variables. When two variables move in the same direction, they have a positive

correlation when they move in opposite directions, they have a negative correlation. It

denotes the degree to which two variables are associated, ranging from -1 (perfect negative

correlation0 to +1 (perfect positive correlation (Cooper & Shindler, 2011). The correlation

coefficient exemplifies this, as it provides with the processing and analysis of objective as

well as the application of probability theory.

36
Table 3. 5 Evaluation of Correlation

Correlation Coefficient (Positive or Negative) Label/Positive

r=1 Perfect linear correlation

0.9<r<1 Positive strong correlation

0.7<r<0.9 Positive high correlation

.05<r<0.7 Positive moderate correlation

0<r<0.5 Weak correlation

r<r<0 No Correlation

-1<r=0 Negative correlation

Source: Saunders (2021)

The collected information will be analyzed in relation to the study objectives, using

inferential statistics in term of correlation and regression analysis will be used. In this

regards, the following coefficient regression equation will be applied:

Y=b0+b1x1+b2x2+b3x3+b4x4+e: Where: Y=Project Success: bo= Constant; X1=Risk

Identification; X2=Risk Assessment; X3=Risk Response; X4 =Risk Monitoring and

e=Scholastic term

3.6 Ethical Considerations

The participation in this study is based on the willingness of the respondents after introducing

to them the intention of the study. The consent will be delivered and signed. The

confidentiality will be kept for the information of any respondents and there will be assured

that the provided evidences will be adopted for academic purposes.

37
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45
APPENDICES

46
Appendix i: Questionnaire

Dear respondent,

My name is Habimana Elysée and I am a Masters’ student in Business Administration at

Mount Kenya University. I’m conducting a master’s academic research (thesis) on the

“Risk Control and Success of Non-Governmental Projects in Rwanda, A Case Study

ADP Mudasomwa (World Vision Project)”.

Please be assured that all responses you give will be kept with high confidential, thank you.

47
Section I: General Respond Information

For this section, please tick the response category that applied to you,

1. Gender

1 2

Male Female

2. Age Group

1 2 3 4 5

21-35 26-30 31-35 36-40 Above 41

3. Highest Level of Education Attained

1 2 3 4 5

O’Level A’ level Diploma Degree Post graduate qualification

48
4. Education field attained

1 2 3 4 5

Finance Accounting Project Engineering others

management

49
5. How long have you worked in project management?

1 2 3 4 5

Less than 1 Year 1-3 Years 4-5 Years 7-9 Years Over 9 Years

6. Who is responsible for Risk management in energy projects?

1 2 3 4 5

Financial Project Risk External No one

managers managers managers experts

50
 Section II: Effectiveness of Risk Control Strategies

Please show your level of agreement or disagreement with each of these statements related to risk control

strategies that were adopted in the organization where 1=Strongly Disagree, 2=Disagree,3=Not Sure,

4=Agree,5=Strongly Agree

Risk identification 1 2 3 4 5

The Judgment of external risk management experts is

considered

Internal communications including consulting within

employees to know risks

Risk audits and inspections are conducted in determined

period

Surveys are conducted periodically in order to know risks

SWOT analysis (strethgths, weaknesses, opportunities and

threats) is carried out risks early

Risk Assessment 1 2 3 4 5

There is regular assessment of the nature and type of possible

causes and effects of the identified risks;

51
Assessment of the manner in which risks are defined in our

project.

Regular assessment of the space and time horizon of the

frequency and consequence of the risk

Risk levels are always assessed and analyzed

Considering the opinion and advice of stakeholders

on the identified risk and how they should be treated

Risk Response 1 2 3 4 5

The best risk treatment option is always chosen (accept,

avoid, control, transfer or monitor risk

Regular design risk mitigation plans by assessing user needs

Seeking out the help of experts on risk mitigation

Prepare mitigation plan content on regular basis

Better selection of the appropriate and skilled risk manager.

Resource are regularly availed for mitigating the probable or

52
occurred risks

Risk Monitoring 1 2 3 4 5

The NGO had put in place an internal control system capable

of swiftly providing with newly knowledge risks arising risks

increasing from changes in environment.

There is a break of responsibilities between produce those

risks and coordinate and follow up risks

NGOs had counter measures to disaster and accidents

Internal auditor control may be in charge of revising and

verifying systems, guidelines and risk reports

53
Section III: Success of ADP project

Please provide your opinion on project success referring to ADP Mudasomwa where

1=Strongly Disagree, 2=Disagree, 3=Not Sure, 4=Agree, 5=Strongly Agree

Quality efficiency 1 2 3 4 5

Delivered services and products are on standards

There is a team to control the quality of products and services

given to beneficiaries

Products that show low standards of quality are removed

among others

Every person outside the project could see its impact on

beneficiaries

Timeliness 1 2 3 4 5

The stakeholders of the project use to meet the time while

they have to meet with beneficiaries

the deadline for each activity of the project is met

There is no delay while there is what to deliver to

beneficiaries

54
When the delay is due to happen beneficiaries are

communicated

Cost effectiveness 1 2 3 4 5

There is team to monitor that the costs incurred meet the

expected costs in the budget

All the project activities are estimated in terms of costs

Additional costs are declared to the project financiers

There is mechanism to get information on the markets in

order to avoid paying unexpected prices to sub-contractors

and suppliers

All expenses incurred in project activities are recorded

Satisfaction 1 2 3 4 5

There is ways to resolves the complains of the beneficiaries

The issues of beneficiaries are quickly received by project

managers

55
The project is being implemented in accordance with the needs

of beneficiaries

Beneficiaries are treated equally by the project managers

All beneficiaries express positive views on the activities

undertaken within the project

Thank you for participation

56
Appendix ii: Research Timeframe

Activities Period Year

Writing proposal May-July 2021

Oral presentation of the proposal July 2021

Data Collection Letter July 2021

Field visits, distribution of questionnaire and holding interviews August 2021

Data Entry, Coding, Editing and Data analysis August 2021

Writing final report August 2021

Final presentation September 2021

External examination October 2021

Black Book and research paper publication October 2021

57
Appendix iii: Research Budget

Items Unitary cost Total Cost

Writing services 500 Frws 50,000Frws

Printing and photocopy 10,000Frws 100,000Frws

Transport 20,000Frws 200,000Frws

Publication 150,000Frws 150,000Frws

Proofreading 100,000Frws 600,000Frws

58