Effect of Project Planning on Performance of Social Protection Project: A Case of Kirawigire Project in Gakenke District, Rwanda

The study assessed the effect of project planning on performance of social protection projects in Gakenke District, Rwanda. Specifically, the study was guided by the following objectives: To determine the effect of activities planning on performance of Kirawigire Project in Gakenke District, to find out the effect of budget planning on performance of Kirawigire Project in Gakenke District, to analyze the effect of human resource planning on performance of Kirawigire Project in Gakenke District and to assess the effect of risk planning on performance of Kirawigire in Gakenke District. This research was guided by Social Exchange Theory, Institutional Theory and Theory of Change [ToC]. The study was descriptive as well as correlational. Correlational study designs look for connections between study variables, whereas descriptive survey research gathers data on a wide range of topics via questionnaires. The study population was 988 participants, consist of Project Managers, Project Team Members, Community Stakeholders, and Project beneficiaries. In order to ensure that the sample is representative of the population, Slovin’s formula was used to establish the sample size, which were 285 participants. questionnaire and document analysis all played a role in the data collection process. Numbers and statistics made the results easier to see and grasp, providing a more complete picture for the reader. The research made use of SPSS version 25, or the Statistical Package for the Social Sciences using correlation and regression analysis. The regression model indicates a strong positive relationship between activities planning, budget planning, human resource planning, and risk planning in enhancing project performance, with a multiple correlation coefficient (R) of 0.826. The unstandardized coefficient for activities planning is 0.303, indicating that each unit increase in activity planning corresponds to a 0.303 improvement in project performance, with this relationship being statistically significant (β= 0.303, t = 5.584, Sig. = 0.000). Similarly, Budget Planning has an unstandardized coefficient of 0.169, meaning that a unit increase in budget planning effectiveness results in a 0.169 improvement in project performance (β= 0.169, t = 3.075, Sig. = 0.002). Human Resource Planning also shows a notable impact, with an unstandardized coefficient of 0.182, demonstrating that enhanced human resource management leads to a 0.182 increase in project performance (β= 0.182, t = 3.433, Sig. = 0.001). Risk Planning exhibits the strongest effect, with an unstandardized coefficient of 0.284, indicating that a unit increase in risk planning correlates with a 0.284 enhancement in project performance (β= 0.284, t = 5.193, Sig. = 0.000). These findings indicate the importance of effective planning strategies, highlighting the need to prioritize Activity, Budget, Human Resource, and Risk Planning to optimize project performance for Kirawigire Project in Gakenke District. The study recommended that Kirawigire Project should enhance its planning strategies by prioritizing Activity, Budget, Human Resource, and Risk Planning. Implementing comprehensive training for project staff and strengthening stakeholder engagement will ensure efficient resource allocation, improve project performance, and promote sustainable outcomes in Gakenke District.