Project Execution, Quality Management and Perceived Project Success: A Case of Selected Gender Based Projects in Northern Uganda.

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dc.contributor.authorTwongyeirwe, Susan
dc.date.accessioned2026-07-16T07:14:07Z
dc.date.available2026-07-16T07:14:07Z
dc.date.issued2022-04-06
dc.descriptionThis is a master's thesis.
dc.description.abstractThe purpose of this study was to investigate the relationship between project execution, quality management, and perceived project success among selected gender-based projects in Northern Uganda. The study was motivated by the continued failure of many NGO gender-based projects to achieve their intended objectives despite sustained donor funding, manifested through time overruns, inadequate funding, poor implementation, and low beneficiary satisfaction. Specifically, the study sought to examine the relationship between project execution and perceived project success, assess the relationship between quality management and perceived project success, and determine the combined effect of project execution and quality management on perceived project success. A cross-sectional research design employing a quantitative approach was adopted. Data were collected using structured questionnaires from a sample of 201 respondents drawn from 414 staff working in selected NGOs implementing gender-based projects in the Gulu Cluster of Northern Uganda, with 199 valid questionnaires returned for analysis. The data were analyzed using the Statistical Package for Social Sciences (SPSS Version 23) through descriptive statistics, Pearson correlation, and multiple regression analyses. The findings revealed a strong positive and statistically significant relationship between project execution and perceived project success (r = 0.881, p < 0.01) and between quality management and perceived project success (r = 0.869, p < 0.01). Regression analysis further established that project execution and quality management jointly explained 82.4% of the variation in perceived project success (Adjusted R² = 0.824), with project execution emerging as the strongest predictor (β = 0.513, p < 0.001), followed by quality management (β = 0.430, p < 0.001). The study concluded that effective project execution characterized by teamwork, communication efficiency, and timely decision-making, together with robust quality management practices involving quality planning, quality control, and quality assurance, significantly enhances stakeholder satisfaction, project efficiency, and achievement of project goals. The study recommends that NGOs strengthen project execution processes, institutionalize comprehensive quality management systems, and promote effective communication and timely decision-making to improve project success.
dc.description.sponsorshipAssoc. Prof. Sudi Nangoli, (PhD) (Makerere University Business School) & Ms. Pamela Ainembabazi, (Makerere University Business School)
dc.identifier.citationTwongyeirwe, S. (2022). Project Execution, Quality Management and Perceived Project Success: A Case of Selected Gender Based Projects in Northern Uganda. (Unpublished master's dissertation). Makerere University Business School, Kampala, Uganda.
dc.identifier.urihttp://hdl.handle.net/20.500.12282/5941
dc.language.isoen
dc.publisherMakerere University Business School
dc.rightsAttribution-NonCommercial-NoDerivs 3.0 United Statesen
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/3.0/us/
dc.titleProject Execution, Quality Management and Perceived Project Success: A Case of Selected Gender Based Projects in Northern Uganda.
dc.typeThesis
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