• Leonora Iradukunda
• Naomi Njoroge

Project team practices and performance of Loyal Trust Company. Project team practices and performance involve how team members collaborate, communicate, and manage tasks to achieve project goals. Effective practices can improve productivity, enhance quality, and ensure timely project completion. This study aimed to evaluate project team practices and their impact on project performance within construction companies in Rwanda, focusing on Loyal Trust Company. The specific objectives were to explore how analytical team practices influence project performance at Loyal Trust Company in Rwanda, to examine the effect of managerial team practices on project performance, and to analyze the extent to which team cohesion impacts project performance at the same company. The research was guided by theories such as Tuckman's Stages of Group Development, Hackman's Model of Team Effectiveness, and Belbin's Team Roles. A mixed-method approach, combining both quantitative and qualitative research methods, was employed for this study. Target population involved 160 participants such as project managers, team leaders, analysts, and other staff members who contribute to project planning, execution, and evaluation. The sample size involved 114 respondents selected using stratified sampling technique. Data collection tools included questionnaires and interview guides. To assess the tool's validity, the study used the Content Validity Index (CVI) and piloting test while their rate reached at 84%. For reliability, Cronbach’s alpha was considered. This study used Spearman correlation coefficients to assess the relationship between project practices and project performance. Descriptive statistics, including mean and standard deviation, were also utilized. Findings indicate that managerial team practices significantly boost project performance, with a coefficient of β = 0.541, suggesting that a 1% increase in these practices corresponds to a 0.541 improvement in performance (t = 6.523, p = 0.000). Likewise, project team cohesion has a positive effect, with a coefficient of β = 0.238 (t = 2.330, p = 0.022), meaning a 1% rise in cohesion leads to a 0.238 increase in performance. Conversely, analytical team practices showed a positive yet statistically insignificant effect (β = 0.051, t = 0.752, p = 0.454), indicating a weak association. Overall, the study underscores the importance of enhancing managerial practices and team cohesion to improve project performance, while greater emphasis on analytical practices may be beneficial.. From the findings, the study recommends the company to invest in training for team members in data analysis to enhance analytical practices for continued performance improvement. Similarly, future research should investigate on the effects of analytical team practices in different contexts and using various methodologies.

Project Team Practices, Analytical Team Practices, Managerial Team Practices, Project Team Cohesion, Project performance

"Project Team Practices and Performance of Loyal Trust Company", International Journal of Emerging Technologies and Innovative Research (www.jetir.org), ISSN:2349-5162, Vol.11, Issue 12, page no.d137-d155, December-2024, Available :http://www.jetir.org/papers/JETIR2412318.pdf

"Project Team Practices and Performance of Loyal Trust Company", International Journal of Emerging Technologies and Innovative Research (www.jetir.org | UGC and issn Approved), ISSN:2349-5162, Vol.11, Issue 12, page no. ppd137-d155, December-2024, Available at : http://www.jetir.org/papers/JETIR2412318.pdf