ADMAS UNIVERSITY

SCHOOL OF POSTGRADUATE STUDIES

Business Administration Program/ Accounting and Finance
Program/ Project Management Program/ Computer Science
Program

Monitoring and Evaluation of Projects in Government

Organizations- Expectations and Practices: The Case of the
Ministry of Mining of Ehiopia.

By

Agmas Dagnew Afework

Addis Abeba, Ethiopia

May, 2023
 ADMAS UNIVERSITY

SCHOOL OF POSTGRADUATE STUDIES

Business Administration Program/ Accounting and Finance
Program/ Project Management Program/ Computer Science
Program

Monitoring and Evaluation of Projects in Government

Organizations- Expectations and Practices: The Case of the
Ministry of Mining of Ehiopia.

A Thesis Submitted to the School of Postgraduate Studies Presented

in Partial Fulfillment of the Requirements for the Degree of Master
of Arts in Project Management

By

Agmas Dagnew Afework

Abebaw Kassie (PhD and Assistant Professor of Accounting and

Finance)

Addis Abeba, Ethiopia

May, 2023
Declaration
I, Agmas Dagnew, the under signed, declare that this thesis entitled: “monitoring and evaluation
of projects in government organizations- expectations and practices: the case of ministry of
mining of Ethiopia” is my original work. I have undertaken the research work independently
with the guidance and support of the research supervisor. This study has not been submitted for
any degree or diploma program in this or any other institutions and that all sources of materials
used for the thesis has been duly acknowledged.

Agmas Dagnew Afework ______________ ____________

Name of Student Signature Date

This is to certify that the thesis entitled “monitoring and evaluation of projects in government
organizations- expectations and practices: the case of ministry of mining of Ethiopia” submitted
in partial fulfillment of the requirements for the degree of Masters of project management of the
Postgraduate Studies, Admas University and is a record of original research carried out by
Agmas Dagnew [PGMGP/7074/20], under my supervision, and no part of the thesis has been
submitted for any other degree or diploma. The assistance and help received during the course of
this investigation have been duly acknowledged. Therefore, I recommend it to be accepted as
fulfilling the thesis requirements.

Dr. Abebaw Kassie ___________________ _____________

Name of Advisor Signature Date

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Certificate of Approval
This is to certify that the thesis prepared by Agmas Dagnew, entitled “Monitoring and
Evaluation of Projects in Government Organizations- Expectations and Practices: The Case of
the Ministry of Mining of Ehiopia.” and submitted in partial fulfillment of the requirements for
the Degree of Masters of Arts in Project Management/MBA/MSc in Accounting and Finance
complies with the regulations of the University and meets the accepted standards with respect to
originality and quality.

Signature of Board of Examiner`s:

____________________________ _______________ _______________

External examiner Signature Date

____________________________ _______________ _______________

Internal examiner Signature Date

____________________________ _______________ _______________

Dean, SGS Signature Date

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 ACKNOWLEDGEMENT

With greater and special feelings of admiration, I would like to express my deepest and heartfelt
gratitude to wards my Quality management instructor as well as my thesis advisor Dr. Abebaw
Kassie (PhD), Assistant Professor of Accounting and Finance for his support.

My great respect and acknowledgement goes to Mr. Nega Kesete who is a great support
throughout every step.

At last but not the least, my great thanks go to all my friends and my family members those who
provided me all the necessary assistance.

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 ACRONYM/ABREVATION

M&E; Monitoring and Evaluation

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 Table of Contents

Titles Pages

ACKNOWLEDGEMENTS……………………………………………………………………iii

ACRONYMS/ABREVATIONS………………………………………………………………..iv

List of Appendixes………………………………………………………………………..…….viii

List of Tables…………………………………………………………………………………….ix

List of Figures…………………………………………………………………………………….x

ABSTRACT………………………………………………………………………………………xi

CHAPTER ONE

1. Introduction……………………………………………………………………………………1
1.1. Background of the Study ………………………………………...…………………………1
1.2. Statement of the Problem ………………….......…..………….…………..……….
….........3
1.3. Research Questions……………………………………………………………..….……..
…5
1.4. Objectives of the Study ………………………….………….……………..…..……..
……..5
1.4.1 General Objective………………………………………………………………………….5
1.4.2 Specific Objectives …………………………………….………….…….………………...5
1.5. Significance of the Study……………………………………………………………...…….6
1. 6.limitation of the study ………………………………………………………………………6
1.7. Delimitation of the study ………………………………………………………………...…6
1.8. Definition of Terms ……………………………………….………….............……………6
1.9. Organization of the paper ………………………………….……………….............….….7
CHAPTER TWO
2. REVIEW OF THE RELATED LITERATURE ….……..……….….….……...…….…....8
2.1. Theoretical Literature Review..................................................................................................8
2.1.1. Monitoring …………………………………………………………………………………8

2.1.2. Evaluation……………………………………………………………………………..……9
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2.1.3. Contribution of M&E to Government………………………………………………………9

2.1.4. The Purpose of Monitoring and Evaluation………...………………………………………9

2.2. Empirical Literature Review…………………………………………...……………………10

2.3 Conceptual framework………………………………………………………………….……11

CHAPTER THREE

3. RESEARCH
METHODOLOGY………………………………………………………………………….…12

3.1 Description of the study area…………………………………….……………………….…12

3.2 Research Design ………………………………………………………………….………...12

3.3 Research Approach ………………………………………………………………………....12

3.4 Data Sources and Types ……………………………………………………..…….……….13

3.5 Population and Sample ………………………………….………………………..…………13

3.5.1. Sample Size……………………………………………………………………………..…13

3.5.2. Sampling Technique………………………………………………………………………14

3.6. Variable Measurement and Instrument……………………………………………..………14

3.7 Data Analysis…………………………………………………………..……………………16

3.8. Reliability and Validity ……………………………………………………………………16

3.9 Ethical Consideration………………………………………………………….……………16

Chapter Four:

4. Results and Discussion………………………………………………………………..….….18

4.1. Response Rate ………………………………………………………………………………18

4.2. Demographic Profile of Respondents……………………………………………………….18

4.3. Research Objectives (Major Issues of Analysis)………………………………………...….22

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4.3.1 Expectation…………………………………………………………………………...……22

4.3.2 Practice…………………………………………………………………………………..23
4.3.2.1 Practice on Planning Process …………………………………………..………………..24
4.3.2.2 Practice on Technical Expertise…………………………………………………………25

4.3.2.3 Practice on Stakeholder Involvement……………………………………………………26

4.3.2.4 Practice on Management…………………………………………………………………27

4.4: Discussion of findings by relating to the theoretical discussions made in the literature……28

Chapter Five

5. Conclusion and Recommendation……………………………………………………..……30

5.1. Conclusions……………………………………………………………………………….…30

5.2. Recommendations………………………………………………………………………...…31

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 List of Appendixes

Title Page

APPENDIX-I
REFERENCES…………………………………………………………………………………viii
APPENDIX-II- QUESTIONNAIRE......................................................................................... viii
APPENDIX-III- INTERVIEW……………………………………………………………….. viii

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 List of Tables

Title Page

Table2.1. Summary of Empirical Study’s………………………………………………………10

Table 3.1 sample size…………………………………………………………………………….14

Table 4.1 Response rate of the questionnaire……………………………………………………18

Table4.2. Demographic Profile of Respondents…………………………………………………19

Table 4.3 Expectations of Respondents on M&E………………………………………………..22

Table 4.4 Practice on Planning Process …………………………………………………………24

Table 4.5 Practice on Technical Expertise………………………………………………………25

Table 4.6 Practice on Stakeholder Involvement…………………………………………………26

Table 4.7 Practice on Management………………………………………………………………27

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 List of Figures

Title Page

Figure 1 chart of expectations of respondents on M&E…………………………………………23

Figure 2 practice on planning process…………………………………………………………...25

Figure 3 practice on technical expertise…………………………………………………………26

Figure 4 practice on stakeholder involvement……………………………………………...……27

Figure 5 management participation……………………………………………………………...28

Figure 6 ownership sustainability……………………………………………………….……….28

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 ABSTRACT

Most of the time, the monitoring and evaluation system of government institutions is not
implemented properly. This also greatly challenges the development, change and improvement of
government institutions. The main purpose of this study is to assess Monitoring and Evaluation
System in the ministry of mining. The research design was descriptive in nature and the
quantitative method supported by qualitative approach. Data was generated via questionnaire,
interview and document analysis. Out of 290 Population size, 108 sample respondents were
collected randomly using simple sampling techniques. The study found that Stakeholder
contribution is very high. The main ministry office monitors stakeholders mainly; because of
their benefits are too essential. Basically, the main ministry office cannot be successful without
stakeholders under it. The study also revealed that the monitoring and evaluation system is not
up to date. The performance is reviewed periodically without supervision. This is because of the
workload. When there is a workload, jobs are not done in a timely manner; it is difficult to even
report the completed works, let alone monitor and control the works on time. The main reason
for this is lack of human resources. The institution's main challenge for monitoring and
evaluation is lack of human resources. As a result, there will be limited capacity in the
implementation of the institution's monitoring and evaluation system. Therefore the study
recommends sufficient manpower should be hired by the existed budget to carry out the
monitoring and evaluation system in a proper and timely manner.

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 CHAPTER ONE

INTRODUCTION
1.1 General background of the study
The Federal House of People's Representatives, October 1, 1998 E.C in the first formal meeting
of the third five years held, established the executive bodies of the government with new powers
and duties. Accordingly, the Ministry of Mines has been re-established as "Ministry of Mines
and Energy". The energy sectors that were previously organized under the Ministry of
Infrastructure, as well as the Rural Energy Development Expansion Center, which was
responsible to the Ministry of Agriculture and Rural Development, have been transferred to the
Ministry of Mines and Energy. In addition to the Geological Survey of Ethiopia, which was
previously established under the Ministry of Mines, it included the Ethiopian Electric Power
Corporation, Departments of Energy, the National Reserve Fuel Depots Administration, the
Ethiopian Electricity Agency and the Ethiopian Rural Energy Development Center from October
1, 1998 E.C. after that, it was changed to “Ministry of Mines and Energy”. At the same time, the
office was headed by a minister and a minister of state. The main office of the Ministry of
Planning and Program, Mining Works, Petroleum Works, Women's Affairs Department, Civil
Service Reform Office, Energy Development Monitoring and Evaluation Department, Energy
Regulatory and Control Department, Administration Department, Financial Guidance and Legal
Services, Information and Documentation Services, Audit Services and The Public Relations
Service has restructured its work units and is operating in a new form.

The House of People's Representatives of E.F.D.R in the regular meeting held, made the
executive bodies of the government to be restructured.

Accordingly, the energy sector, which was known as the Ministry of Mines and Energy, was
merged with the Ministry of Water Resources and was set up separately as the Ministry of
Mines. Since this time, those responsible for minerals and energy, such as the Ethiopian Electric
Power Corporation, the Ethiopian Rural Energy Expansion Center, the Ethiopian Electricity
Agency, and the National Fuel Reserve Depot Administration, have been transferred and
reorganized to the Ministry of Water and Energy. In this process, the only responsible institution
for the Ministry of Mines is the Geological Survey of Ethiopia.

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 In the same structure, the ministry office was headed by a minister and a minister de’eta. The
Minister's office is also involved in planning, monitoring and evaluation, legal affairs, mining
license management, petroleum license management, environmental protection and community
development unit, research and development, traditional mineral marketing coordination, change
management, public relations and communication, human resource development management,
and audit, gender mainstreaming and procurement finance and asset management directorates
have been organized.

According to the new organization of executive offices, the main powers and duties given to the
Ministry of Mines are:

• Promotes mineral development.

• Mineral and energy information /geothermal energy/ will be properly collected, protected and
presented to users.

• Encourages mining investment by creating a favorable environment for mineral exploration and
development.

• In cooperation with the relevant parties, it will ensure that the trading of precious jewelry
minerals produced in traditional and small scale takes a legal line.

• Prepares policies and laws about the development and use of the sector.

• Gives licenses to private investors engaged in mineral exploration and development; According
to the contract they entered into, they say that they will control their work and their payment
obligations.

The Ministry of Mines shall have the following powers and functions:

i. Generates policies, strategies and legal frameworks related to mining, geothermal, oil and
natural gas development, and prepares a detailed program for its implementation in line with
the national development direction; It will also be implemented when approved by the
relevant body.
ii. Coordinates the work of mineral, oil and natural gas exploration and organization of
geological information, makes information accessible for investment and development;

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 iii. organizes laboratory and mineral quality assurance centers as well as research and training
institutions to accelerate mining, oil and natural gas development activities;
iv. works in coordination with educational institutions and other relevant bodies to develop the
required human resources in the field of mining, oil and natural gas development;
v. Mining, oil and natural gas investment and development will establish a working system to
increase the participation and role of the private sector and create a favorable environment;
vi. supervises the search for mineral, oil and natural gas products, and develops modern
procedures to transfer the product to the market;
vii. Encourages and supports research, skill development and technology transfer activities to
enhance the investment and production capacity of foreign and domestic investors engaged in
value-added mineral, oil and natural gas products;
viii. To local and foreign investors and companies engaged in mining, geothermal, oil and natural
gas exploration and development, mainly using mineral resources and producing industrial
products. He manages.
ix. Creates a favorable environment for the domestic production of cement and coal, ceramic,
marble, granite, iron ore, various construction materials, potash and fertilizer and petroleum
development products, which are of significant strategic importance and are imported
minerals and mineral products. It fully supports the production chain to be effective. (MoM
2022)

In general, this Ministry of Mines regularly monitors and evaluates the institutions under it.
These underlying mining institutions are considered as stakeholders to the headquarters. The aim
of this study is therefore to investigate the expectation and practice of monitoring and evaluation
of government organizations at Ministry of Mining.

1.2 Statement of the problem

The success of projects depends on various factors. One of the key issues for project success is a
proper monitoring and evaluation system to make informed decisions and document lessons
learned for future programming, design and implementation. (Bezawit T. 2019).

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Monitoring and evaluation system consists of a set of government performance indicators that
are verified by a series of evaluations of the government’s public policies.

Managing development projects require an operational M&E system. The M&E system is the set
of planning, information gathering and synthesis, refection, and reporting processes, along with
the necessary supporting conditions and capacities required for the outputs of M&E to make
valuable contributions to decision making and learning. (Milkias T. 2017)

The creation of an M&E system must not be understood as an end in it. Rather, it must be linked
to the public policy planning and management process. To originate public value, therefore, the
M&E system must be capable of bringing forth information that buttresses the decision-making
process leading to the attainment of government objectives (World Bank 2010).

Evaluation in public sector management precedes by many years the notion of “outcome
monitoring.” The focus on evaluation was inspired by the notion of “letting the managers
manage,” that is, allowing deputy ministers of federal government departments to assume greater
responsibility of their departments and programs, and be accountable for the performance of
those programs and the prudent use of public funds. The model is based on a strong central
management board that oversees and holds deputies accountable. (World Bank 2010).

As we can see, project planning sets the crucial foundation for project M&E, and these can
significantly affect the success or failure of an M&E process. Unintentionally, M&E is often set
up to fail during the initial project design.

The main aim of monitoring is to be able to detect problems at an early stage where it is still
possible to change aspects of the project and thus turn it towards a successful outcome.
Furthermore, monitoring contains elements of accountability in that it confirms whether projects
conform to agreements and project plans. However, it is important that the problem solving and
forward looking perspective is stressed [IUC N] (2005).

In Ethiopia, most of the government organizations not use monitoring and evaluation system in
appropriate manner for their projects. Although, existing assessment of monitoring and
evaluation capacity in Ethiopia reveal gaps both institutional and individual skills development

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for monitoring and evaluation according to a report on capacity building in Africa (Ethiopia)
(World Bank (2006).

There was problem of understanding about what monitoring and evaluation system means, there
was always a question like what are the gaps between expectations and practices of monitoring
and evaluation system of projects? What are the reasons of the differences between expectations
and practices of monitoring and evaluation of projects?

They didn’t undertake, to establish the reasons why many projects don’t effectively use the M&E
system available.

Based on the above statements; by this research will being proposed expectations and practices
of monitoring and evaluation in case of ministry of mining (MoM).

1.3 Research questions

The research will raise the following questions to be addressed.

1. What do you expect from the organization M&E system as employee?

2. Why M&E system is needed for your organization?
3. What are the challenges of your organization regarding to practices on M&E systems
4. How you should do your M&E system in your organization?

1.4 Objectives of the study

1.4.1 General Objective

 The purpose of this research is to assess Monitoring and Evaluation System in the
ministry of mining.

1.4.2 Specific Objectives

1. To investigate the current practices of the government organization with regard to the use
of monitoring and evaluation system.
2. To explore the management’s, Project Team Leaders, M&E Experts, and other expert
expectation of the MoM) on monitoring and evaluation system.

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 3. To find out the challenges that the government organization practice with regard to the
use of monitoring and evaluation.

1.5 Significance of the study

The study is being significant for experts, managers and top managements to improve their
monitoring and evaluation system within the organization. It also essential for community
development through project success, to increase the scope of knowledge who wants to study
further in monitoring and evaluation system of projects to bring improvement on monitoring and
evaluation system of the organization.

1.6 Scope of the study

Monitoring and Evaluation system is applicable almost in all government organizations. The
study assesses process, types, and methods of monitoring and evaluation practice.

It also examines M&E practices of planning, technical expertise, stakeholder involvement,

management participation and their influence on monitoring and evaluation expectation and
practice. The study have taken four months period of time (March -may 2023). Four months
were long enough to determine the project.

1.7 limitation of the study

The study is limited to explore the expectations and practices of monitoring and evaluation
System of the ministry of mining located in Addis Ababa Bole kefle ketema, around Megenagna,
between Lamberet and Se’alite Mihret church. I faced some financial and time constraints while
conducting the research. Regarding the time issue, the time limit for the study was adequate, but
due to the current situation, I was arrested twice. However, I was able to make the most of the
time that was left to me, even though due to situation of the prison was wasted my time.

1.8. Definitions of terms

Monitoring

Monitoring is the systematic and continuous collection, analysis and use of information for
management control and decision-making.

Evaluation

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Evaluation is an assessment of an ongoing or completed project, program or policy, its design,
implementation and Results.

Project

Projects are a crucial coordinating mechanism for the implementation of policy and the
integration of resources and institutions. The Project Management is temporary endeavor
undertaken to create a unique product or service.

Management

Management is a set of activities focused on efficient and effective use of resources to

accomplish goals in the organization.

Expectation

Expectation in the context of this research is a belief about what might happen in the future
based on the knowledge individuals have about monitoring and evaluation system of the
organization.

Practice:

Practice is the actual involvement of monitoring and evaluation system within the organization.

1.9. Organization of paper

This paper is divided in to five chapters. Chapter one is an introduction of the study, chapter two
is the review of previous research works chapter three presents design of the research and the
methods applied for data collection and analysis and chapter four discusses analysis and
interpretation of data, while the last chapter deals with conclusion and recommendation.

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 CHAPTER TWO

LITERATURE REVIEW

2.1. Theoretical Literature Review

Monitoring and evaluation ensure the present and future best management of a project,
institution or organization. This helps to put the connection among past, present and future
(Kusek & Rist 2004). Both monitoring and evaluation’s aspects are needed to be accountable and
decisive about the project (Valadez & Bamberger, 1994).

Governments and organizations all over the world are grappling with internal and external
demands and pressures for improvements and reforms in public management. These demands
come from a variety of sources including multilateral development institutions, donor
governments, parliaments, the private sector, NGOs, citizens’ groups and civil society, the
media, and so forth.

Whether it is calls for greater accountability and transparency, enhanced effectiveness of

development programs in exchange for foreign aid, or real results of political promises made,
governments and organizations must be increasingly responsive to internal and external
stakeholders to demonstrate tangible results. “The clamor for greater government effectiveness
has reached crisis proportions in many developing countries where the state has failed to deliver
even such fundamental public goods as property rights, roads, and basic health and education”
(World Bank 1997).

Results-based monitoring and evaluation (M&E) is a powerful public management tool that can
be used to help policymakers and decision makers track progress and demonstrate the impact of
a given project, program, or policy. Results-based M&E differs from traditional implementation-
focused M&E in that it moves beyond an emphasis on inputs and outputs to a greater focus on
outcomes and impacts (Jody Zall Kusek and Ray C. Rist).

2.1.1. Monitoring

Monitoring is a continuing activity that aims primarily to provide indications of progress in the
achievements of results.

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This type of evaluation is performed while a project is being implemented, with the aim of
improving the project design and functioning while in action. Michael Bamberger defines it as:
“Monitoring is an internal project activity designed to provide constant feedback on the progress
of a project, the problems it is facing, and the efficiency with which it is being implemented”.

2.1.2. Evaluation

Evaluation is a time-bound exercise that attempts to assess systematically the relevance,

performance and success of a project. It studies the outcome of a project with the aim of
informing the design of future projects. Michael Bamberger describes evaluation as “mainly
used to help in the selection and design of future projects. Evaluation studies can assess the
extent to which the project produced the intended impacts (increases in income, better housing
quality, etc.) and the distribution of the benefits between different groups, and can evaluate the
cost effectiveness of the project as compared with other options”.

2.1.3. Contribution of M&E to Government

(World Bank 2007) states the following contributions of monitoring and evaluation for good
governance:

 To support policy making—especially budget decision making performance budgeting,

and national planning. These processes focus on government priorities among competing
demands from citizens and groups in society.
 To help government ministries in their policy development and policy analysis work and
in program development.
 To help government ministries and agencies manage activities at the sector, program, and
project levels. This includes government service delivery and the management of staff.
M&E identifies the most efficient use of available resources; it can be used to identify
implementation difficulties.

2.1.4. The Purpose of Monitoring and Evaluation

(International Federation of Red Cross and Red Crescent Societies 2002) The main focus of the
framework is to strengthen the monitoring and evaluation function to ensure:

 Greater accountability in the use of resources

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  Greater focus on the achievement of results
 A clearer basis for decision-making, and
 The promotion of institutional learning and knowledge sharing.

2.2. Empirical Literature Review

Projects require skilled management, as they are complicated and face many challenges and
constraints, such as cost, time regulations, materials and environmental rules or customs. In
many projects several activities happen and take place at the same time, but still are connected
and integrated. Hidaya (2011)

Table2.1. Summary of Empirical Study’s

Author(s) Focus of the Study Key Findings Literature Gap
Itai Principles and Practice of Monitoring Monitoring and evaluation It wasn’t explained
Kabonga and Evaluation: A Paraphernalia for is paraphernalia for the importance of
(2019) Effective Development effective development M&E for the
organization.
Fredrik Monitoring and evaluation practices, Community participation The study didn’t
ngotho community participation and in resource mobilization explain the plan of
muniu sustainability of community water influence sustainability of the firm.
(2017) project in Kenya. community of projects
Lucie monitoring and evaluation system and Management is not able to It is not indicated
Masud project success regularly assess the financial problem.
(2015) linkages and effects b/n
activities on M&E system.
Bugingo M&E practices and the performance of There is a significant There is no
Kamana national NGOs fighting HIV/AIDS in relationship b/n M&E explanation of gaps
Dieudonné Rwanda practices and level of b/n M&E.
(2011) organizational
performance of NGOs
fighting HIV/AIDS in
Rwanda.
George M&E practices and their effects in M&E is important in There are no
Mhina district councils. enabling organizations to indications changes
(2017) track their performance of the organization
and to measure the impact by M&E system.
of management actions.
Peninah M&E practices and performance of Stakeholders in projects The study didn’t
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 Kihuha global environmental facility projects should be encouraged to explain how the
(2018) in Kenya. play an active role in the stakeholders should
course of M&E of their participate
projects.

So, I have addressed challenges of the organization during monitoring and evaluation practice,
the gaps between monitoring and evaluation, the difference between monitoring and evaluation,
reasons why monitoring and evaluation be different, and changes of the organization by the
practice of monitoring and evaluation.

2.3 Conceptual framework

A conceptual framework is an analytical tool with several variations and contexts. It is used to
make conceptual distinctions and organize ideas. Strong conceptual frameworks capture
something real and do this in a way that is easy to remember and apply. A researcher tried to
develop a conceptual framework that is related to the research study area and the concept of
monitoring and evaluation in government organizations.

Planning Process M&E Management

Technical Stakeholder
Expertise Involvement

Project Success

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 CHAPTER THREE

3. RESEARCH METHODOLOGY
The main objective of this study is to assess monitoring and evaluation of projects in government
organizations; expectation and practice in ministry of mining to forward alternative solutions as
well. The study used a mixed of both quantitative and qualitative approaches to this research.

3.1 Description of the study area

It is the ‘relevant area’ directly related to research. This is the area where it is essential for
studying which involves doing reading, thinking, investigating, consulting with adviser, note-
making and writing in research trip. In this case my research focused on MoM located at Addis
Ababa Bole kefle ketema, around Megenagna between Lamberet and Se’alite Mihret church.

3.2 Research Design

The design used in this research is Sequential Transformative which is mixed method gave equal
value for qualitative and quantitative data. This research used the descriptive research design.
Because this research design is essential for describe and explain the research.

3.3 Research Approach

Principally, the research approach is a plan and process that consists of way from general
hypotheticals to detailed styles of data collection, analysis, and interpretation.

The study used mixed exploration approach. Because mixed method research is an approach to
question involving collecting those quantitative and qualitative data, integrating the two forms of
data, and using distinct designs that may involve philosophical assumptions and theoretical
frameworks.

The core supposition of this form of question is that the blend of qualitative and quantitative
approaches provides a more complete understanding of a research problem than either approach
alone.

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3.4. Data Type and Data Source

A data source may be the initial location where data will born or where physical information will
first digitized, however even the most refined data may serve as a source, as long as another
process accesses and utilizes it. Concretely, a data source may be a database, a flat file, and live
measurements from physical devices, scraped web data, or any of the myriad static and
streaming data services which abound across the internet. I have used both primary and
secondary data on this research.

Primary data refers to data collected by the researcher through a methodology designed to
answer their specific research question. The researcher/data collector is also the first user of the
data. Secondary data is data collected for another research project or to answer a different
research question.

3.5. Population and Sample size

3.5.1. Sample Size

Sample size may depend upon the nature of the populations of interest or the data to be gathered
and analyzed, subject availability and list factors are legitimate considerations in determining
appropriate sample size.

Regarding the population of this study which is compose of, top managers, managers, group
team leaders, middle managers M&E experts, and the like that were involved in the study. Where
108 sample population were used out of the total population of 290. This is because it was
believed that those members can provide relevant information expecting them having better
understanding of the issue under study.

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 Table 3.1 sample size

Position Total population Sample

Project team leaders 35 4
Middle Managers 60 24
M&E Experts 85 20
Other Experts 110 60
Total 290 108

3.5.2. Sampling Technique

There are many methods of selecting sample. These are mainly probability sampling and non-
probability sampling method.

Probability sampling techniques are methods where the probability that a participant will be
selected for inclusion in the sample is known. Random sampling, systematic sampling, stratified
sampling, cluster sampling are types of probability sampling.

Nonprobability sampling methods are easier to use than probability sampling methods but do not
provide any way of estimating the probability that an individual in the population will be
included in the sample. It includes convenience sampling, quota sampling, referral sampling.

Judgmental sampling is a form of convenient sampling in which the population elements are
selected based on the judgment of the researcher. Judgmental sampling is most effective in
situations where there are only a restricted number of people in a population who own qualities
that a researcher expects from the target population. Researchers prefer to implement Judgmental
sampling when they feel that other sampling techniques will consume more time and that they
have confidence in their knowledge to select a sample for conducting research. The participants
will be selected using judgmental sampling technique.

3.6. Variable Measurement and Instrument

Questionnaires; will used commonly to gather data for descriptive survey. Both open ended and
close ended questions will be used in the study. The researcher will use the questionnaire to

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address the large number of respondents in an efficient way. The open ended questions will be
designed to get detailed information on monitoring and evaluation of government organizations
expectation and practices in case of ministry of mining.

Interview; concerning the interview questions a semi-structured interview questions will be used
to gather data from participant respondents. The interview will have a set of compiled questions
with brief orientation to the participants about the purpose of the interview that will be
conducted. Participants will be selected using stratified and convenient sampling techniques.

Field observation

Field observation will conducted as a data gathering tool in the selected offices. Using this
technique the posted notices, policies, service, office dialogs or anything that would concern
M&E will be under study.

Pilot test

For setting out the difficult, vague and ambiguous items and concepts, piloting has a paramount
importance. So the instruments will be tested to check whether they can generate the desired
information [validity] and to judge their internal consistency [reliability]. In the meantime,
participants will be invited to forward any comments, suggestions, regarding the clarity of
language, terms, spelling and grammar, depth and breadth of the questionnaire, to check the
relevance and clarity of each item of the questionnaire. Based on the feedback obtained, the
necessary amendments will be made for the actual usage.

Document analysis

It is a form of qualitative research in which documents are interpreted by the researcher/assessor

to give voice and meaning around an assessment topic. Assaying documents includes coding
content into themes, similar to how focus group or interview copies are analyzed. Rubrics can
also be used to evaluate documents (Bowen,2009).

The responses will gather from respondents of the M&E system. Expectation, practices and
challenges will entered in to SPSS software. The questionnaires will collect, and entered in to a
data entry template. In addition, summary tables and charts will also use for describing data. The

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results of the interview questions will also integrated to the responses of the questionnaires and
analyzed accordingly. Finally, conclusions will made based on the findings of the study and
recommendations will forward build on the data analysis.

3.7. Method of data Analysis

Data analysis refers to sniffing organizing summarizing and synthesizing the data so as to arrive
at the results and conclusions of the research. The intended methods of data analysis in the study
were interchangeably both qualitative and quantitative methods of data analysis and presentation
that were enabled the researcher to forward viable summary, conclusion and recommendations
about the issue under discussion. The quantitative data was analyzed through the use of more
Excel and SPSS statistical techniques. The data obtained through questionnaire and interview,
categorized and systematically organized in items and tabulated. The questionnaire was analyzed
quantitatively using frequency counts, percentage, mean and waited mean. Descriptive statistics,
percentile and mean, waited mean were employed to analyze the quantitative data. The
qualitative data was organized in to meaningful information and crosschecking findings from
multiple points of view. The document analysis was used to strengthen the information obtained
through questionnaire, interview and observation.

3.8. Reliability and Validity

Validity and reliability issues are used for checking quality of instruments. These are the
criterion for evaluating the research tools. According to Pasteur (2001), policy statements can
offer a valuable source of information, but should not be too heavily depended upon as proof of
practice. At the same time however, a lack of documented policy should not automatically be
viewed as representing a fissure in policy (Pasteur, 2001). The researcher took cognizance of the
fact that many policy actors may have other political and personal agendas that may influence
their responses in interviews (Pasteur, 2001). As a result, careful consideration was taken when
including statements from interviews into this study. The information on the case under study
was obtained from key people who were intimately involved with the project itself.

3.9. Ethical Considerations

Ethics are standards of behavior that guide the moral choices about our behavior and our
relationship with others. All parties in research should observe ethical behavior. Research ethics
was put into consideration when developing and administering data collection tools and
techniques, to avoid any form of destruction or violation. This was done through obtaining
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consent before the research; ensuring confidentiality of data obtained and learning more about
the organizations culture and project before the research and where necessary absolute sensitivity
and caution was exercised.

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 Chapter Four:

Results and Discussion

4.1. Response Rate

Questionnaire
Respondents Valid among distributed in
Distributed Returned Valid
percentage
From hard
copy 150 108 108 72%
distribution
Total 150 108 108 72%
This chapter deals with the analysis and interpretation of data collected from the questionnaire
and interview taken from project managers and officers, team leaders, supervisors‟ quantity
surveyors etc. Out of the150 questioners distributed by paper to the participants of the project a
total of 108 questioners were returned back and the analysis is conducted on those. Accordingly,
tables, graphs and charts are used for ease of understanding.

Table 4.1 Response rate of the questionnaire

As stated above with the table 4.1, an approach were used which is distributing the questionnaire
material in person is used. Following the distribution it is observed that those contacted in person
have a higher response rate of 72%.

4.2. Demographic Profile of Respondents

The demographic characteristics of the respondents who took part in the main study, comprising
of gender, age, job qualification, job position, practical experience, direct involvement in M&E
and year of service in the organization are shown in the table below. Demographic details of
participants showed that 56 of all participants (51.85%) are male and 52 of participants (48.14%)
were female. When we come to demographic characteristics of the respondents of age out of all

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8 (7.4) are below 25. Between the age of 25 and 30 were 28 percent of 26%. The higher number
of (44.4%) of between 31 & 4o are 48 and 41-50 were 24 (22.2%).

Under the table stated the qualification of education of respondents 60 (55.5%) of total have a
BA/BSC degrees. 32 (29.62%) are MA/MSc completed. The rests 16 (14.82%) have a diploma.

The position of respondents project team leaders were 4 (3.7%) and middle managements are 24
(22.2%). The higher number of position of respondents was other experts 60 (55.5%) and the
rests are M&E experts are 20 (18.5%).

From those respondents 84 (77.78%) of total have a practical experience on M&E and the rests
24 (22.22%) haven’t. Seems like to this 68 (%) of total have a direct involvement in M&E and
40 (%) of total haven’t.

As stated in the table below 5 are 6 (14.8%), 5-10 are 60 (55.5%), 11-15 are 24 (22.2%) and 16-
20 are 8 (7.4%) have years of service in the organization.

Table4.2. Demographic Profile of Respondents

Gender of Respondents

Frequency Percent Valid Percent Cumulative Percent

Variables
Vali Male 56 51.85 51.85 51.85
d

Female 52 48.14 48.14 100

Total 108 100 100

Age of Respondents

Cumulativ
Frequency Percent Valid Percent
Variables e Percent
valid
below 25 8 7.4 7.4 7.4

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 25-30 28 26 26 33.4

31-40 48 44.4 44.4 77.8

41-50 24 22.2 22.2 100

Total 108 100 100

Qualification of Respondents

Cumulativ
Frequency Percent Valid Percent
Variables e Percent

32 29.62 29.62 29.62

valid MA/MSC

BA/BSC 60 55.55 55.55 85.17

Diploma 16 14.82 14.82 100

Total 108 100 100

Position of Respondents

Cumulativ
Frequency Percent Valid Percent
Variables e Percent

4 3.7 3.7 3.7

Project team leader

valid middle management 24 22.2 22.2 25.9

M&E Expert 20 18.5 18.5 44.4

other experts 60 55.5 55.5 100

Total 108 100 100

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 Practical Experience in M&E of Respondents
Cumulativ
Frequency Percent Valid Percent
Variables e Percent

valid 84 77.78 77.78 77.78

Yes

No 24 22.22 22.22 100

Total 108 100 100

Direct Involvement in M&E of Respondents

Cumulativ
Frequency Percent Valid Percent
e Percent
Variables
valid 68 62.96 62.96 62.96
Yes
No 40 37.03 37.03 100

Total 108 100 100

Job Experience of Respondents

Cumulativ
Frequency Percent Valid Percent
Variables e Percent
16 14.8 14.8 14.8
Below 25
Vali
d 5-10 60 55.5 55.5 70.3

11_15 24 22.2 22.2 92.5

16-20 8 7.4 7.4 100

Total 108 100 100

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4.3. Research Objectives (Major Issues of Analysis)

4.3.1 Expectation

Expected from this monitoring and evaluation system on MoM are implement the policies and
regulations, prepare strategic plans, monitor the correct execution of plans, monitor projects,
control the budget; finally, it will be evaluated by the main management.

The responses about expectation of different monitoring and evaluation issues by managements,
M&E experts, project team leaders and other experts are presented on the table below:

Table 4.3 Expectations of Respondents on M&E

SA A SDA DA DK
M&E evaluation system will bring economic and social benefit for the organization. 40 44 4 16 4
M&E system will bring internal change for the organization. 40 48 12 8 0
M&E system of any of project start from plan in the organization. 20 52 12 16 8
Limitations in finance may affect the M&E activity of the organization to each project.
40 44 8 12 4
The limited commitment of the management will affect the M&E activity in the organization. 32 48 12 12 4
The qualified M&E experts will positively affect the M&E systems in the organization. 24 60 8 16 0
The less involvement of stake holders will affect the M&E systems in the organization. 28 44 4 28 4
The less involvement of employees will affect the M&E activities in the organization. 36 48 8 16 0

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Figure 7 chart of expectations of respondents on M&E

SA

SDA

DA

DK
70

60

50

40

30

20

10

4.3.2 Practice

Practice of the institution during monitoring and evaluation starts from planning. In addition
practices of the organization are evaluates plan execution, identifies problems during execution,
and ultimately proposes solutions. Each of questions have rates, their rates are substituted by
numbers.

1= strongly disagree, 2= disagree, 3= moderate extent, 4= agree, 5= strongly agree

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 4.3.2.1 Practice on Planning Process
This contains six sub-sections. Those are analyzed as the following.

Based on the research data most of the respondents were agreed by; the organization supply
funds to run the monitoring and evaluation system, the organization plans contain the M& E
planning process, The planning process helps to estimate the cost of the required resource for
M&E, The project is able to develop a control mechanism to keep the project on track and The
project is able to develop a control mechanism to keep the project on track.
Table 4.4 Practice on Planning Process

1 2 3 4 5
At the project initial stage the project allocate funds for M&E 12 0 24 48 24

The project plans contain the M& E planning process. 4 12 20 44 28

The planning process is well detailed and utilized. 8 4 28 44 24
The planning process helps to estimate the cost of the required resource for
M&E. 8 12 4 68 16

The project is able to develop a control mechanism to keep the project on track. 12 8 16 56 16

The planning process support decision making during project implementation. 16 8 4 44 36

The tabulated data of the above is displayed in the chart below.

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Figure 8 practice on planning process

Series1
Series2
80 Series3
Series4
70
Series5
60

50

40

30

20

10

4.3.2.2 Practice on Technical Expertise

Based on the research data most of the respondents were agreed by; Project staffs are trained in
order to equip them with technical expertise necessary to carry out M&E; The project identifies
skilled personnel to carry out the M&E, The project design is flexible to achieve better project
results, Project training need analysis is done to ensure the right skills are acquired to manage the
M&E activities.

Table 4.5 Practice on Technical Expertise

1 2 3 4 5
Project staffs are trained in order to equip them with technical expertise
necessary to carry out M&E. 4 16 16 68 4
The project identifies skilled personnel to carry out the M&E 4 12 16 56 20

The project design is flexible to achieve better project results. 4 12 32 40 20

Project training need analysis is done to ensure the right skills are acquired
to manage the M&E activities. 8 12 36 44 8

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Figure 9 practice on technical expertize

70
60
Series1 Series2 50
40
Series3 Series4 30
20
Series5
10
0

4.3.2.3 Practice on Stakeholder Involvement

Based on the research data most of the respondents were moderately agreed by; Stakeholder’s
feedback is well captured and analyzed for implementation, Communication strategy is
developed to address the flow of information, Participation of stakeholders reflects the
community needs and stimulate people's interest in the implementation of M&E and It enables
the stakeholders to influence the product acceptance based on their needs.

Table 4.6 Practice on Stakeholder Involvement

1 2 3 4 5
Stakeholder’s feedback is well captured and analyzed for implementation. 4 16 40 36 12
Communication strategy is developed to address the flow of information. 4 4 44 36 20
Participation of stakeholders reflects the community needs and stimulate people's
interest in the implementation of M&E. 0 4 44 48 12
It enables the stakeholders to influence the product acceptance based on their
needs. 8 8 36 44 12

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Figure 10 practice on stakeholder involvement

50
40
30
20
10
0
Series1
Series2
Series3
Series4
Series5

4.3.2.4 Practice on Management

Based on the research data most of the respondents were agreed by; Management participation
helps produce effective communication to meet the project objectives and by It ensures
ownership, learning, and sustainability of results.

Table 4.7 Practice on Management

1 2 3 4 5
Management participation helps produce effective communication to
meet the project objectives. 4 8 20 44 32
It ensures ownership, learning, and sustainability of results.
4 8 24 52 20

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Figure 11 management participation

• Management participation helps produce ef-

fective communication to meet the project ob-
jectives.
1
4 8
2
32 3
20 4
5

44

Figure 12 ownership sustainability

It ensures ownership, learning, and sustainabil-

ity of results.

4 8 1
20
2
24 3
4
5
52

4.4: Discussion of findings by relating to the theoretical discussions made in

the literature

What I found in the Ministry of Mines, where I did research, is that the monitoring and
evaluation system is not up to date. The performance is reviewed periodically without
supervision. This is because of the workload. When there is a workload, jobs are not done in a
timely manner; it is difficult to even report the completed works, let alone monitor and control
the works on time. The main reason for this is lack of human resources. It is difficult to report on
monitoring and evaluation due to lack of manpower. Most of the monitoring and support experts
spend most of their time in the field.

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The study also found that Stakeholder contribution is very high. The main ministry office
monitors stakeholders mainly; because of their benefits are too essential. Basically, the main
ministry office cannot be successful without the stakeholders or the subsidiary institutions under
it. It is true that the Ministry of Mines' main function is on natural mineral ambitions. Therefore,
it is the stakeholder bodies or subsidiary institutions that give permission to investors who want
to do this mineral exploration work on a private level. The ministry will monitor these subsidiary
institutions and make them deposit the natural minerals produced in any way into the national
bank.

Monitoring and evaluation system does not have its own department. This creates a big gap in
the monitoring and evaluation system's expectations and activities. The monitoring and
evaluation system is managed by the planning, monitoring and evaluation department and does
not have its own department. This also creates a big obstacle for the monitoring and evaluation
system to be carried out in an appropriate and adequate way.

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 Chapter Five:

Conclusion and Recommendation

5.1. Conclusion

The main aim of this paper was to identify expectation and practice of monitoring and evaluation
at ministry of mining of Ethiopia. Ministry of Mines is a big sector. Ministry of Mines and
Institute of Geology will be established by decree. There are mining institutes under the
headquarters in each region. These regional mining institutions are stakeholders of the central
ministry. They all work in their respective fields. The head office monitors them while they are
performing their duties.

As I found out in the study, the main function of ministry of mining is that; to implement policies
and regulations, prepare strategic plans, monitor the correct implementation of plans, monitor
projects, and control the budget and so on. Finally, the main management evaluates those
monitored works.

The institution's main challenge for monitoring and evaluation is lack of human resources. As a
result, there will be limited capacity in the implementation of the institution's monitoring and
evaluation system. However, the institution does not have a budget problem to carry out these
activities. Therefore, the institution can properly operate the monitoring and evaluation system
by allocating sufficient human resources within the available budget.

The existence and implementation of monitoring and evaluation system has brought a great
change to the institution. This resulted in high foreign exchange, especially in 2013 and 2014
E.C. The main reason for this is that monitoring and evaluation are done in a better way,
although it is not enough. The institute also provides support and training while performing
monitoring and evaluation activities. Providing support and training is extremely important in
evaluating performance at the end. In order to bring more change, the monitoring and evaluation
system should be run down to the bottom.

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The institution does not have formal rules and regulations to monitor and evaluate other
subsidiary institutions under it. However, it uses an interim checklist when conducting
monitoring and evaluation

5.2. Recommendations

As stated above, I could understand from the leaders, team leaders and employees of the
institution that I interviewed that the office does not have a budget problem. Meanwhile, there is
also a lack of manpower. Therefore, sufficient manpower should be hired by the existed budget
to carry out the monitoring and evaluation system in a proper and timely manner.

The Ministry of Mines is one of the largest ministries in Ethiopia. However, it does not have its
own monitoring and evaluation system department. There is a monitoring and evaluation system
in other departments. This monitoring and evaluation system is included under the Strategy or
Planning, Preparation, Monitoring and Evaluation and Mining Licensing sectors. Therefore,
monitoring and evaluation should have its own department to increase the results of the
monitoring and evaluation system.

In addition to this, the ministry is only preparing a temporary checklist when monitoring
subsidiary institutions. It has no formal rules and regulations better than a checklist. Therefore,
there should be formal rules and regulations to conduct a good monitoring and evaluation
system.

Generally, the monitoring and evaluation system of government offices is not conducted in a
proper way. The ongoing monitoring and evaluation system is inadequate. It should continue to
strengthen well. It should be done better than NGOs. As my interviewees response Non-
governmental organizations are better at monitoring and evaluation systems than government
organizations. In particular, if the monitoring and evaluation system is widely implemented by
asking what it has brought to the results, it will be of great importance for the development and
improvement of the institution.

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 APPENDIX-I

References

International Labour Office Evaluation Office November 2015; Common issues affecting
monitoring and evaluation of large ILO projects Strategies to address them
International federation of Red Cross and Red Crescent societies October 2002 Monitoring and
Evaluation
World Bank June 2010 Challenges in Monitoring and Evaluation: An Opportunity to
Institutionalize M&E Systems
World bank independent evaluation group; how to build monitoring and evaluation systems to
support better government.
European commission civil society fund in Ethiopia 2017 Introduction to Monitoring and
Evaluation Using the Logical Framework Approach
Jill Mathis, Pinar Senlet, Ersin Topcuoglu, Rifat Kose and Amy Tsui October 2001Best Practices
in Monitoring and Evaluation:Lessons from the USAID Turkey Population Program
Itai Kabonga (2019) Principles and Practice of Monitoring and Evaluation: A Paraphernalia for
Effective Development.
Fredrik ngotho muniu (2017) Monitoring and evaluation practices, community participation and
sustainability of community water project in Kenya.
Lucie Masud (2015) monitoring and evaluation system and project success
Bugingo Kamana Dieudonné (2011) M&E practices and the performance of national NGOs
fighting HIV/AIDS in Rwanda
George Mina(201)) Monitoring and Evaluation practices and their effects in district councils.
Peninah Kihuha (2018) M&E practices and performance of global environmental facility
projects in Kenya.

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 APPENDIX-II

QUESTIONNAIRE

ADMAS UNIVERSITY

SCHOOL OF POSTGRADUATE STUDIES

PROJECT MANAGEMENT PROGRAM

QUESTIONNAIRE

Dear Respondents, first I would like to express my sincere appreciation for your precious time,
genuine and quick responses in advance.

This questionnaire is designed to collect information about Monitoring and Evaluation of

expectation and practice in ministry of mining. The information will be used as a primary data to
the research I am conducting as a partial requirement of my study at Admas University in
completing my Master‘s Degree in Project Management. I also want to assure you that this
research is authorized by the Admas’s University and it will only have an academic purpose and
your answers will be kept confidential.

General Instructions

 There is no need of writing your name.

 In all cases where answer options are available, please tick (√) in the appropriate box.
 For questions that demand your opinion, please briefly explain as per the questions on the
space provided.

N.B: If you have any enquiries or need further assistance you can contact me in the following
address Agmas Dagnew Tel. +251938146127

Thank you!

Agmas Dagnew

The researcher

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Part I: Demographic Characteristics of the Respondents

1.1. Name of the organization ____________________________________

1.2. Sex: Male Female

1.3. Age; Below 25 25-30 31-40 41-50 above 50

1.4. Your present academic qualification 1.Ph.D. 2. MA/MSc 3.BA/BSc

4.Diploma 5. High School completed

If other please specify_________________________________________

1.5. Your position in the organization 1.Top Management 2.Project Team Leader
3 M&E Expert 4.Middle Management 5. Other Expert

1.6. Is there practical experience of monitoring and evaluation system in your organization

Yes No

1.7. Do you have direct involvement in Monitoring and Evaluation System of the organizations?

Yes No

1.8. Your year of service in the organization

Below 5 5-10 11-15 16-20 above 20

Part II: M&E Expectation

Instructions: Please read each items carefully and rate according to the knowledge you have
about the monitoring and evaluation system.

SA: Strongly Agree, SDA: Strongly Disagree, DK: I don’t Know A: Agree DA: Disagree No.

1. Monitoring and evaluation system will bring economic and social benefit for the organization.

SA A DA SDA DK

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2. Monitoring and evaluation system will bring internal change for the organization.
SA A DA SDA DK

3. Monitoring and evaluation system of any of project start from plan in the organization.

SA A DA SDA DK

4. Limitations in finance may affect the monitoring and evaluation activity of the organization to
each project.

SA A DA SDA DK

5. The limited commitment of the management will affect the monitoring and evaluation activity
in the organization.

SA A DA SDA DK

6. The qualified M&E experts will positively affect the monitoring and evaluation systems in the
organization.

SA A DA SDA DK

7. The less involvement of stake holders will affect the monitoring and evaluation systems in the
organization.

SA A DA SDA DK

8. The less involvement of employees will affect the monitoring and evaluation activities in the
organization.

SA A DA SDA DK

Part III: M&E Practice

How do you agree with the following?

Use 1-Strongly disagree, 2-Disagree, 3-Moderate extent, 4-Agree and 5-Strongly agree.

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Planning Process 1 2 3 4 5

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  At the project initial stage the project allocate funds for monitoring and evaluation.
 The project plans contain the M& E planning process.
 The planning process is well detailed and utilized.
 The planning process helps to estimate the cost of the required resource for M&E.
 The project is able to develop a control mechanism to keep the project on track.
 The planning process support decision making during project implementation.
Technical Expertise
 Project staffs are trained in order to equip them with technical expertise necessary to
carry out M&E.
 The project identifies skilled personnel to carry out the monitoring and evaluation
functions.
 The project design is flexible to achieve better project results.
 Project training need analysis is done to ensure the right skills are acquired to
manage the M&E activities.
Stakeholder Involvement
 Stakeholder’s feedback is well captured and analyzed for implementation.
 Communication strategy is developed to address the flow of information.
 Participation of stakeholders reflects the community needs and stimulate people's
interest in the implementation of M&E.
 It enables the stakeholders to influence the product acceptance based on their needs.
Management Participation
 Management participation helps produce effective communication to meet the
project objectives.
 It ensures ownership, learning, and sustainability of results.

What other Monitoring and Evaluation practices in your organization? …………………………………………

……………………………………………………………………………………………………………………………………………

Thank You for your time!

APPENDIX-III
Interview
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 1. What is monitoring and evaluation system, why is it essential in your organization?
2. What do you expect from the organization’s monitoring and evaluation system as a
professional, manager, and leader?
3. What are the practices of the organization monitoring and evaluation system?
4. What is the gap between the expectation and practice of the monitoring and
evaluation system in the project?
5. What is the difference between monitoring and evaluation system on expectations and
practices? Why?
6. What are the challenges of the organization in the implementation of the monitoring
and evaluation system?
7. Are there rules and regulations of the institution to follow the monitoring and
evaluation system/or are there any documents that indicate how the monitoring and
evaluation system should be conducted in the institution?
8. What are the changes brought about by the existence and implementation of the
monitoring and evaluation system in your organization?
9. Finally, regarding the monitoring and evaluation system, if there are any ideas that
should be raised that are not included in my interview, please let me know.

Thank You!

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