Authors :
Jean Paul Nshimiyimana; Dr. Jean De Dieu Dushimimana
Volume/Issue :
Volume 11 - 2026, Issue 9 - September
Google Scholar :
https://tinyurl.com/d8hb8p25
DOI :
https://doi.org/10.38124/ijisrt/26sep112
Note : A published paper may take 4-5
working days from the publication date to appear in PlumX Metrics, Semantic Scholar, and
ResearchGate.
Abstract :
The study examined the effect of project management approaches on the performance of the Solar Power Project
Plant in Kayonza District, Rwanda. The study specifically evaluated the influence of Agile, Waterfall, and Lean project
management approaches on solar energy project performance, with a focus on adaptability and efficiency, structured
execution, and resource optimization respectively. The research was guided by three objectives: to assess the impact of Agile
project management approach on project performance, to examine the influence of Waterfall project management tactics,
and to determine the effect of Lean project management ethics on project outcomes. Accordingly, the study tested the
hypotheses that Agile, Waterfall, and Lean project management approaches have significant positive effects on project
performance. A mixed-methods research design was adopted, combining descriptive and correlational approaches. The
target population consisted of 273 individuals directly involved in the solar project, including project managers, engineers,
financial officers, and local leaders. A sample size of 162 respondents was selected using stratified random sampling
techniques to ensure proportional representation of all relevant groups. Primary data were collected using structured
questionnaires based on a 5-point Likert scale, supplemented by documentary analysis for secondary data. Reliability and
validity were ensured through a pilot test, Cronbach’s alpha coefficient, and expert review. Data were analyzed using SPSS,
employing descriptive statistics, correlation analysis, and multiple regression analysis.
Keywords :
Project Management Approaches; Agile Project Management; Waterfall Methodology; Lean Project Management; Solar Energy Projects; Project Performance; Renewable Energy.
References :
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The study examined the effect of project management approaches on the performance of the Solar Power Project
Plant in Kayonza District, Rwanda. The study specifically evaluated the influence of Agile, Waterfall, and Lean project
management approaches on solar energy project performance, with a focus on adaptability and efficiency, structured
execution, and resource optimization respectively. The research was guided by three objectives: to assess the impact of Agile
project management approach on project performance, to examine the influence of Waterfall project management tactics,
and to determine the effect of Lean project management ethics on project outcomes. Accordingly, the study tested the
hypotheses that Agile, Waterfall, and Lean project management approaches have significant positive effects on project
performance. A mixed-methods research design was adopted, combining descriptive and correlational approaches. The
target population consisted of 273 individuals directly involved in the solar project, including project managers, engineers,
financial officers, and local leaders. A sample size of 162 respondents was selected using stratified random sampling
techniques to ensure proportional representation of all relevant groups. Primary data were collected using structured
questionnaires based on a 5-point Likert scale, supplemented by documentary analysis for secondary data. Reliability and
validity were ensured through a pilot test, Cronbach’s alpha coefficient, and expert review. Data were analyzed using SPSS,
employing descriptive statistics, correlation analysis, and multiple regression analysis.
Keywords :
Project Management Approaches; Agile Project Management; Waterfall Methodology; Lean Project Management; Solar Energy Projects; Project Performance; Renewable Energy.