PROJECT MANAGEMENT TRIPLE CONSTRAINTS ON PERFORMANCE OF NON-GOVERNMENTAL PROJECTS IN RWANDA A CASE OFNGOS IN BUGESRA DISTRICT

Background: This study aimed to examine the impact of project triple restrictions on the performance of Rwandan non-governmental initiatives. It focused on time management, cost management, and scope management on the effectiveness of these projects. The research was guided by three theories: theory of constraints, Goal Setting Theory, and Complexity Theory. The study involved 12 Local NGOs in Bugesera district, with a target population of 120 individuals. Primary data was gathered through questionnaires, while secondary data was gathered from various sources. The reliability level was determined using Cronbachs Alpha. Methods and Materials: Data analysis was conducted using SPSS (v25), and key themes related to scope management practices, project performance indicators, and contextual factors influencing NGO projects in Rwanda were identified. Quantitative data was analyzed using descriptive and inferential statistical techniques, such as correlation analysis or regression modeling, to examine relationships between variables and test hypotheses. Results:The findings reveal that in the context of non-governmental projects in Bugesera District, Rwanda, effective scope management significantly influences project performance, with a standardized coefficient of .870 (p < .001), indicating a strong positive relationship. Time management also demonstrates a significant negative impact on performance (β = -.195, p = .008), highlighting the importance of efficient scheduling and timely completion of tasks. However, cost management does not exhibit a significant influence on project performance (β = .020, p = .771). The study indicates that effective scope management plays a pivotal role in enhancing the performance of non-governmental projects in Bugesera District, Rwanda, demonstrating a strong positive relationship with project outcomes. Conversely, while time management significantly affects project performance negatively, the influence of cost management appears to be non-significant in this context, suggesting that prioritizing scope alignment and efficient scheduling is crucial for project success. Conclusion: Based on the findings, it is recommended that NGOs operating in Bugesera District prioritize effective scope management to optimize project performance, ensuring clear alignment with objectives and deliverables. Additionally, attention should be given to improving time management practices to minimize delays and enhance project efficiency, while maintaining a vigilant approach to cost management to prevent budget overruns and resource misallocation.