Browsing by Author "Birungi Victor"

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    Project Risk Management Practices, Scope Clarity, Resilience and Project Success Among Road Construction Projects in Kampala City Uganda.
    (Makerere University Business School, 2025-11-03) Birungi Victor
    This study examined the influence of project risk management practices, project scope clarity, and project resilience on project success in road construction projects in Kampala City, Uganda. Guided by the Theory of Constraints (TOC), the research was structured around seven objectives: to assess the relationships between risk management, scope clarity, and resilience with project success; to establish the mediating role of resilience in these relationships; and to analyze the interplay between risk management, scope clarity, and resilience. A quantitative, cross-sectional research design was employed. The target population comprised personnel involved in road construction projects under the Government of Uganda (G.O.U) and contractor firms operating in Lots (LOT1–LOT4), with a total of 95 projects identified. A sample of 228 respondents was selected using a combination of proportional probability sampling and purposive sampling. Proportional probability sampling ensured representation across project categories, while purposive sampling targeted individuals with direct involvement in project planning, execution, and monitoring. Data were collected from 225 respondents across 76 distinct projects, yielding a response rate of 98.7%. The unit of analysis was the project level, with data aggregated from multiple personnel per project to ensure a comprehensive assessment. Validity was established through expert review, resulting in a Content Validity Index (CVI) above 0.89, and reliability was confirmed with Cronbach’s Alpha values ranging from 0.83 to 0.91. Data were analyzed using SPSS version 21, where descriptive statistics, Pearson correlation, and multiple regression analysis were applied. The findings revealed strong, positive, and statistically significant relationships between project success and risk management practices (r = 0.778, p < 0.01), scope clarity (r = 0.740, p < 0.01), and resilience (r = 0.705, p < 0.01). Multiple regression analysis showed that the three variables collectively explained 66.3% of the variance in project success, with risk management being the strongest predictor (β = 0.422, p < 0.001). Mediation analysis confirmed that project resilience partially mediated the relationships between risk management and success (indirect effect ≈ 0.178) and between scope clarity and success (indirect effect ≈ 0.177). The study concluded that project success in complex urban environments is enhanced by integrating traditional planning with adaptive resilience. Recommendations included institutionalizing resilience into project frameworks and strengthening stakeholder engagement. The study was limited to road projects in Kampala and used cross-sectional data; future research should adopt longitudinal designs.