Development of a Front – End Construction Project Management Framework in Rwanda
Frederic Nyaminani1, Abednego Oswald Gwaya2, Titus Kivaa Mbiti3
1Mr. Frederic Nyaminani: Bachelor of Quantity Surveying, Kigali Institute of Science and Technology (KIST).
2Dr. Abednego Gwaya: B. A (Bldg. Econ.), U.O. N, MSc Civil Eng. Makerere, Ph.D (Const. Eng. & Mngt). JK UAT.
3Dr. Titus Kivaa Mbiti. PhD (RMIT, Australia), MA (Bldg Mngt, UON) BA (Bldg Econ, UON).
Manuscript received on 11 April 2019 | Revised Manuscript received on 16 May 2019 | Manuscript published on 30 May 2019 | PP: 419-423 | Volume-8 Issue-1, May 2019 | Retrieval Number: A3401058119/19©BEIESP
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Abstract: A construction project as any other project must have a definite beginning and end. The interval between the start of a construction project and its end constitutes a long process under which attention should be made. This process is referred to as a construction project life cycle. As far as content and execution are concerned, the basis for success of a construction project is laid at the start of a project and during the planning stage. Anything that is left out or handled wrongly during this stage can only be repaired to a limited extent during building construction (Sommer, 2010). The start and planning stages of a construction project constitute a pre-construction stage whereby management is a paramount and it is referred to as Front-End Construction Project management (Jens, 2013). In other words, it is Construction management at early stages of a construction project. The level at which a care is taken in front-end construction management exercise will determine project performance. A good start is a half the battle. In Rwanda, major state financed projects are complex and significant problems arise later on as the result of weaknesses in project management up front. A review of the Auditor General’s annual reports for the period 2002 – 2016 shows a trail of underestimation, variations, delayed and abandonment of many state financed projects. The same situation applies to private projects as well. Rwanda housing Authority as a government institution with a mandate to oversee all public construction project noticed a number of project issues resulting from inadequate designs. Mac-Barango (2017) asserts that poorly developed clients brief and working drawings can result in project abandonment, Unrealistic cost planning and control at the design stage can lead to project abandonment. All these is due to lack of front end construction project management framework. The study therefore developed a Front-end construction project management framework in Rwanda which will contribute to successful construction project.
Index Terms: Construction Project Cycle, Project Documentation, Project Management Framework, Project Procurement.

Scope of the Article: Patterns and Frameworks