THE IMPACT OF PROJECT MANAGEMENT TRIANGLE ON PERFORMANCE AT THE TANZANIA NATIONAL ROADS AGENCY (TANROADS)

Abstract

ABSTRACT This study investigates the relationships between the Project Performance Index (PPI), Cost Performance Index (CPI), Schedule Performance Index (SPI), and Scope Index specifically within the context of TANROADS projects. The primary objectives are to determine the significance of these indices concerning project performance, with a particular focus on understanding how cost and schedule performance affect PPI while assessing the role of scope. The study involved a sample size of 49 active construction and maintenance projects of trunk and regional roads, as documented by TANROADS. A purposive sampling approach was utilized to deliberately select projects that ensured that only ongoing projects, initiated between 2012 and 2021, were considered, focusing on those that could provide insights into project performance constraints related to scope, cost, and time. Quantitative data were collected using structured questionnaires. The data were analyzed using SPSS, beginning with reliability assessment through Cronbach’s alpha, followed by multiple regression analysis to evaluate the relationships between changes in project variables and management performance, testing hypotheses at a significance level of p < 0.05. The theoretical framework employed was the Monitoring and Evaluation Theory (MET) which served as pivotal to this study rounded in established project management literature, utilizing regression analysis to model the relationships among the indices as encapsulated in the equation: PPI = -0.001 + 0.499 CPI + 0.501 SPI + 0.000 Scope Index. The methodology involved quantitative data collection from project performance metrics, followed by regression analysis to interpret the impact of CPI, SPI, and Scope Index on PPI. Key findings indicate that both CPI and SPI have statistically significant positive relationships with PPI, rejecting the null hypotheses for H1 and H2. Specifically, for each unit increase in CPI, PPI increases by 0.499 units, while a unit increase in SPI corresponds to a 0.501 unit increase in PPI. These results suggest that effective management of costs and schedules is crucial for enhancing overall project performance, corroborating existing literature emphasizing stakeholder engagement and organizational culture's role in performance outcomes. Conversely, the finding for Scope Index reveals no significant impact on PPI, leading to the acceptance of H3. Therefore, the study recommends implementing robust cost and schedule management practices to improve project performance while advocating for further research to explore the potential indirect influences of scope management on performance metrics. In conclusion, the research underscores the critical roles of cost and schedule efficiency in achieving project success, while also highlighting a potential gap in understanding the Scope Index’s influence, which merits additional investigation to enhance project management frameworks in the future.