EFFECT OF CRITICAL PATH METHOD ON TEAM PRODUCTIVITY IN NON-GOVERNMENTAL ORGANIZATIONS IN RWANDA: A CASE OF SLEEPING CHILDREN AROUND THE WORLD.

Abstract

This study examines the effect of the Critical Path Method (CPM) on team productivity within non-governmental organizations (NGOs) in Rwanda, focusing specifically on Sleeping Children Around the World. The objectives include assessing how CPM enhances project management efficiency and identifying its impact on team dynamics and goal achievement. The significance of this study lies in its potential to provide insights into effective project management strategies that can improve operational efficiency and outcomes in NGOs, which play a crucial role in community development. The research methodology for this study was a cross-sectional survey approach. The population of interest consisted of the 150 people currently working at sleeping children around the world in Rwanda. The research made use of a technique called stratified sampling. The major data for the study came from the respondents, who filled out questionnaires and interview schedules. These were the key sources of information for the study. This research also made use of secondary data, specifically information taken from annual reports published by the sleeping children around the world. SPSS was used to perform the analysis on the data that was gathered. The use of percentages, rates, and counts are all examples of descriptive statistical tests, whereas inferential statistical tests involve the use of multiple regression. Thematic analysis was used to examine qualitative data, and the findings were presented in narrative format together with direct quotations from respondents. The findings indicate a strong positive perception of the Critical Path Method (CPM) among the Sleeping Children Around the World (SCAW) Rwanda team, as evidenced by high mean scores across various statements regarding its implementation. Specifically, 64% of respondents agreed that CPM has significantly aided in better organizing tasks and activities, resulting in a mean score of 4.64 (SD = 0.483). Furthermore, 57.3% of participants acknowledged improvements in coordination and communication among team members due to CPM, with a mean score of 4.57 (SD = 0.497). The method has also been recognized for enhancing the team’s ability to meet project deadlines effectively, with 62.9% of respondents affirming this, reflected in a mean score of 4.63 (SD = 0.486). Additionally, 67.4% of team members reported that CPM implementation has led to improved resource allocation, yielding a mean score of 4.67 (SD = 0.471). Lastly, while 62.9% of respondents agreed that CPM facilitates better resource allocation within project teams, this statement had a slightly lower mean score of 4.37 (SD = 0.486). The major findings reveal that both the CPM and team productivity measures demonstrated high reliability (Cronbach's alpha of 0.773 and 0.799, respectively), indicating a strong relationship between structured project management and improved team performance. Based on these findings, the study recommends that NGOs adopt CPM more widely to enhance project planning and execution, invest in training for team members on effective project management practices, and consider longitudinal studies to evaluate the sustained impact of CPM on productivity over time.