The Impact of Monitoring and Evaluation on Project Performance: The Case of Reality Real Estate Projects in Addis Ababa
| dc.contributor.advisor | Abrarawe Chane (PhD) | |
| dc.contributor.author | Michael Kefelegn | |
| dc.date.accessioned | 2026-11-06T04:57:46Z | |
| dc.date.available | 2026-11-06T04:57:46Z | |
| dc.date.issued | 2026-04 | |
| dc.description.abstract | Real estate sector in Addis Ababa has faced extremely fast expansion in recent years yet many projects continue to face relentless challenges regarding delays, quality issue, cost overruns and client dissatisfaction. Regarding this concerns this study shows how monitoring and evaluation (M&E) practice influence project performance specifically on Reality real estate projects in Addis Ababa. The study design to provide practical and context specific insights how Monitoring and Evaluation systems contribute to improve key performance dimensions like time, cost, quality and client satisfaction. A quantitative research approach employing descriptive and explanatory research designs was adopted. The study utilized a deductive approach and a cross-sectional survey design. The target population consisted of professionals directly involved in project implementation, including project managers, site engineers, contractors, consultants, and monitoring and evaluation officers. A purposive sampling technique was employed to select respondents with relevant experience and knowledge of project management practices. Primary data were collected using a structured questionnaire administered through Google Forms. The questionnaire employed a five-point Likert scale ranging from strongly disagree (1) to strongly agree (5) to measure monitoring practices, evaluation processes, and project performance dimensions. From N=110 questionnaires distributed N=98 valid responses were obtained representing an 89.1% response rate. The data was analyzed using Statistical Package for the Social Sciences (SPSS) version 27 applying both descriptive and inferential statistical techniques like frequencies, percentages, means, standard deviations, reliability analysis, correlation analysis, and multiple regression analysis. Descriptive findings indicated that evaluation related practices were more strongly implemented than monitoring practices. Evaluation criteria (M = 4.61, SD = 0.683) and lesson application (M = 4.54, SD = 0.776) recorded the highest mean scores, whereas preplanning activities (M = 3.33, SD = 0.976) and budget performance (M = 2.92, SD = 0.881) showed comparatively lower ratings. The reliability analysis confirmed strong internal consistency of the measurement scales with Cronbach's alpha values of 0.861 for monitoring practices 0.932 for evaluation processes and 0.951 for project performance. The inferential results revealed that both monitoring and evaluation were positively associated with project performance but their effects differed substantially. Correlation analysis showed significant positive relationships between monitoring and project performance (r = 0.649, p < 0.01) and between evaluation and project performance (r = 0.785, p < 0.01). Multiple regression analysis indicated that the overall model was statistically significant (F = 76.274, p < 0.001) explaining 61.6% of the variance in project performance (R² = 0.616; Adjusted R² = 0.608). Evaluation becomes a significant positive predictor of project performance (β = 0.752, p < 0.001) but monitoring did not show a statistically significant direct effect (β = 0.041, p = 0.708). These findings suggest that the contribution of monitoring to project performance depends largely on how monitoring information is interpreted and utilized through evaluation processes. The study concludes that effective project performance is not achieved through monitoring alone but through the integration of monitoring and evaluation as a continuous and interdependent process. It emphasizes the need for organization to strengthen evaluation mechanism improves the use performance data and adopt a more learning-oriented approach to project management. These findings contribute to both theory and practice by offering a more refined understanding of Monitoring and Evaluation systems within the context of private real estate development in Ethiopia. | |
| dc.identifier.uri | https://etd.aau.edu.et/handle/123456789/9364 | |
| dc.language.iso | en_US | |
| dc.publisher | Addis Abeba Universty | |
| dc.subject | Evaluation Processes | |
| dc.subject | Monitoring & Evaluation (M&E) | |
| dc.subject | Project Performance | |
| dc.subject | Real estate Projects | |
| dc.subject | Monitoring Practices | |
| dc.subject | Project Management | |
| dc.title | The Impact of Monitoring and Evaluation on Project Performance: The Case of Reality Real Estate Projects in Addis Ababa | |
| dc.type | Thesis |