ASSESSMENT OF THE PRACTICES AND CHALLENGES OF PROJECT

MONITORING AND EVALUATION IN ETHIO TELECOM: THE CASE OF FIXED

NETWORKPROJECTS

BY
AzebDesalegn- SGS/0266/2013A

June, 2022
Addis Ababa, Ethiopia
Assessment of the practices and challenges of project monitoring and evaluation in
Ethio telecom: the case of fixed network projects

By
AzebDesalegn- SGS/0266/2013A

Advisor: Dr. MaruShete (Assoc. Prof)

A Thesis Submitted to St. Mary’s University Department of project Management in

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

June, 2022
Addis Ababa, Ethiopia

II
 Statement of Declaration

I, AzebDesalegn, have carried out independently a research work on the topic entitled
Assessment of the practices and challenges of project monitoring and evaluation in ethio-
telecom, in case of fixed network projects in Addis Ababa in partial fulfillment of the
requirement for the Degree of Masters of art in Project Management with the guidance and
support of the research advisor Dr. MaruShete (Assoc. Prof).
This study is my own work that has not been submitted for any degree or Master program
in this or any other institutions.

AzebDesalegn

Signature _________________________
Date _________________________
St. Mary’s University, Addis Ababa, Ethiopia

III
 Statement of Certification
This is to certify that AzebDessalgn has carried out this research work on the topic entitled ―
Assessment of the practices and challenges of project monitoring and evaluation in ethio-
telecom, in case of fixed network projects under my supervision.
This work is original in nature and it is sufficient for submission for the partial fulfillment for
the award of Degree of Masters of Art in Project and Management.

Dr. MaruShete (Assoc. Prof)

Signature _________________________
Date _____________________________
St. Mary’s University, Addis Ababa, Ethiopia

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 ST. MARY’S UNIVERSITY SCHOOL OF GRADUATE STUDIES FACULTY OF
BUSINESS
Thesis for MA in Project Management
By
AzebDessalgn

Approved by Board Examiners

Dr. MaruShete (Assoc. Prof) _______________ ________________

Advisor Signature Date

________________________________ _______________ ________________

Chair person, Department of Signature Date
Graduate Committee

Muluadam Alemu (Ph.D) 29/06/22

Internal Examiner Signature Date

________________________________ _______________ ________________

External Examiner Signature Date

II
 ACKNOWLEDGMENTS
First and foremost, I thank the Almighty God for his support and protection in all aspects of my
life.
I wish to express my deep appreciation to my advisor Dr. Maru Shete (Assoc. Prof) for his
immense contribution to this work. I am grateful to him for giving me his time and expertise to
advice, comment, and encourage me to ensure that this study is conducted in a manner that it
adds value to existing and upcoming researches in the subject. My thanks also go to the staff of
Ethio-telecom allowing me to carry out this research. I am indebted to my family and friends for
their utmost support and love to complete this work.

III
 ACRONYMS AND ABBREVIATIONS

HIV Human Immunodeficiency Virus

IBTE Imperial Board of Telecommunications
IFC International Finance Corporation
IFRC International Federation of Red Cross
IT Information Technology
ITPM Information Technology Project Management
M&E Monitoring and Evaluation
MA Master of Art
MMS Multimedia Messaging Service
MS Microsoft
NGO Non-Governmental Organizations
PMBOK Project Management Body of Knowledge
SMART Specific, Measurable, Attainable, Relevant and Timely
SPSS Statistical Package for Social Sciences
TV Television
UKAID United Kingdom Agency for International Development
UNDP United Nations Development Program
UNDP United Nations Development program
USAID United States Agency for International Development

IV
 ABSTRACT
Monitoring and Evaluation of projects is one of the key processes of project management
through the gathering of information and assessment of it to determine whether progress is
being made towards pre-specified goals and objectives and to highlight whether there are any
unintended (positive or negative) effects from a project and its activities. The purpose of this
study is to assess the practices and challenges of monitoring and evaluation of ethio-telecom, in
the case of fixed network projects. A descriptive type of study with purposive sampling
technique; based on the criteria of their prior knowledge, capacity and experience of
monitoring and evaluation and quantitative research design to collect data was used to assess
monitoring and evaluation practices. A total of 36 respondents were drawn from different
levels, which included the officials in ethio-telecom fixed network project. Questionnaires have
been used as data collection tools, data analysis was done through a special program known as
Statistical package for social Science (SPSS) and Microsoft excel,2022 findings of this study
showed that the current M&E practices applied in ethio-telecom had a good practice in M&E
planning but also indicates the existence of poor motivation scheme for personnel participating
on the M&E activity to improve effectiveness of M&E and Stakeholders perform their
responsibility is ineffective. The effectiveness of the project due to monitor and evaluation
practices were affected by that lack of having effective project in planning, lack of expertise for
monitoring and evaluation, lack of stakeholder engagement on monitoring and evaluation, lack
of management support, unavailability of funding for M&E, inaccuracy in data collection,
failure to process and analyze data, percent failure to have appropriate evaluation design
.Therefore, based on the findings, it is suggested that training, motivation should be provided to
enhance the stakeholders in the M&E practices This is important to have a common
understanding across the stakeholders since in a project different stakeholders involve too and
further help to conduct effective project M&E.
Keywords: Evaluation, fixed network project, Monitoring, project management, Stakeholders

V
Contents
ACKNOWLEDGMENTS ............................................................................................................iii
ACRONYMS AND ABBREVIATIONS ..................................................................................... iv
ABSTRACT ................................................................................................................................... v
LIST OF TABLE ........................................................................................................................viii
LIST OF FIGURES ...................................................................................................................... ix
CHAPTER ONE ............................................................................................................................ 1
1 INTRODUCTION .................................................................................................................. 1
1.1 Background of the study ................................................................................................. 1
1.2 Statement of the Problem ................................................................................................ 2
1.3 Research Objective .......................................................................................................... 4
1.3.1 General Objective .................................................................................................... 4
1.3.2 Specific Objectives .................................................................................................. 4
1.3.3 Research Questions .................................................................................................. 4
1.4 Scope and Limitation ...................................................................................................... 4
1.5 Significance of the Study ................................................................................................ 5
1.6 Organization of the Thesis .............................................................................................. 6
CHAPTER TWO ........................................................................................................................... 7
2 LITERATURE REVIEW ....................................................................................................... 7
2.1 Understanding Monitoring and Evaluation ..................................................................... 7
2.2 Understanding networking .............................................................................................. 7
2.3 Theoretical Review ......................................................................................................... 8
2.3.1 Program theory......................................................................................................... 8
2.3.2 Evaluation Theory.................................................................................................... 9
2.3.3 Challenges for Project Monitoring and Evaluation ............................................... 10
2.4 Empirical review ........................................................................................................... 10
2.4.1 M & E Planning Process ........................................................................................ 10
2.4.2 Technical Expertise ................................................................................................ 11
2.4.3 Stakeholder Involvement ....................................................................................... 12
2.4.4 Management participation in monitoring and evaluation ...................................... 13
2.4.5 Benefits of Monitoring and Evaluation for Organizations .................................... 14
2.5 Summary of Literature Reviewed and Research Gap ................................................... 15
2.5.1 Knowledge Gap ..................................................................................................... 15
2.5.2 Conceptual Framework .......................................................................................... 16

VI
CHAPTER THREE ..................................................................................................................... 17
3 RESEARCH METHODOLOGY ......................................................................................... 17
3.1 Research Approach ....................................................................................................... 17
3.2 Research Design ............................................................................................................ 17
3.3 Source of data and Instruments of Data Collection....................................................... 17
3.4 Variables, Data Sources and Data Collection Methods ................................................ 18
3.5 Population and Sampling .............................................................................................. 18
3.6 Methods of Data Analysis ............................................................................................. 18
3.7 Validity and reliability .................................................................................................. 18
3.8 Research ethics .............................................................................................................. 19
CHAPTER FOUR ........................................................................................................................ 20
4 Analysis and presentation of data ......................................................................................... 20
4.1 Response Rate ............................................................................................................... 20
4.2 Demographic Data Presentation .................................................................................... 20
4.3 Monitoring and Evaluation (M&E) Practice in Ethio-telecom ..................................... 21
4.4 Descriptive Statistics ..................................................................................................... 22
4.4.1 Project planning process ........................................................................................ 22
4.4.2 Technical expertise in M & E ................................................................................ 24
4.4.3 Stakeholder management practices ........................................................................ 25
4.4.4 Project monitoring and evaluation implementation process .................................. 27
4.4.5 Project monitoring and evaluation Effectiveness .................................................. 27
4.4.6 Project monitoring and evaluation challenge ......................................................... 28
CHAPTER FIVE ......................................................................................................................... 30
5 Conclusions and Recommendations ..................................................................................... 30
5.1 Summary of finding ...................................................................................................... 30
5.2 Conclusion..................................................................................................................... 33
5.3 Recommendation ........................................................................................................... 34
5.4 Suggestions for Further Studies .................................................................................... 34
REFERENCE ............................................................................................................................... 35
APPENDIX .................................................................................................................................. 38

VII
LIST OF TABLE
Table 2.1 Knowledge Gap Analysis……………………………………………………….….15
Table 4.1 Demographic profiles of respondents……………………………………………....19
Table 4.2 Project monitoring time often in the fixed network projects……………………….20
Table 4.3 Tools & techniques used to collect M&E Information……………………….…….20
Table 4.4 Stockholder monitoring involvement………………………………………….……21
Table 4.5 Staffs response of M&E Planning process of Ethio-telecom………………….……22
Table 4.6 Staffs response of M&E Technical expertise of Ethio-telecom…………….………23
Table 4.7 Staffs response of M&E Stakeholder practices of Ethio-telecom…………….…….24
Table 4.8 Staffs response of M&E implementation process of Ethio-telecom………………...26
Table 4.9 Staffs response of M&E effectiveness of Ethio-telecom……………………….…...26
Table 4.10 Staffs response of M&E challenge of Ethio-telecom………………………...……27

viii
LIST OF FIGURES
Figure 2.1 Conceptual Framework ………...…………………………………………….…...15
Figure 4.1 Challenge affects Monitoring and evaluation in fixed network Project………...…30

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 CHAPTER ONE
1 INTRODUCTION
1.1 Background of the study
Information technology is building communications networks for a company, safeguarding data
and information, creating and administering databases, helping employees troubleshoot
problems with their computers or mobile devices, or doing a range of other work to ensure the
efficiency and security of business information. Fixed network is using the wires in this
category you are talking about the fixed-line systems that offer services such as fixed
broadband and telephone. Through the use of a cable, users can gain Internet or voice calls
from end users. IT project management is the process of managing the plan, organization, and
accountability to achieve information technology goals. Since the reach of IT spans across most
of a business or enterprise, the scope of these projects can be large and complex.
Project monitoring and evaluation is used to measure a project's progress. Monitoring and
evaluation helps with identifying the most valuable and efficient use of resources. Monitoring
and evaluation together provide the necessary data to guide strategic planning, to design and
implement programmers and projects, and to allocate, and re-allocate resources in better ways.
A project monitoring and evaluation system covers all the work carried out during or after a
project to define, select, collect, analyses and use information. It is where everything comes
together, from the initial selection of objectives and indicators through to the final evaluation of
a project.
According to UNDP (2009), attention needs to be placed on some of the common areas of
weakness in projects to improve the chances of project success. One of the four main areas of
focus identified is monitoring and evaluation of the remaining three areas of Planning,
stakeholder involvement, and Communication as to focus during project management. Projects
with strong monitoring and evaluation components tend to stay on track and also problems are
often detected earlier, which reduces the likelihood of having major cost overruns or time
delays later.
In the absence of effective monitoring and evaluation, it would be difficult to know whether the
intended results are being achieved as planned, what corrective action may be needed to ensure
delivery of the intended results (UNDP, 2009). To conduct effective monitoring and evaluation
for project success M&E: should be conducted ethically and legally (IFRC, 2011); engage
stakeholders in monitoring and evaluation, have a good Organizational Arrangement of M&E
(UNDP, 2009); reference point used for comparison with monitoring or evaluation data

1
collected during or after the implementation of a strategy, project, or activity (USAID, 2017);
setting relevant, clear and SMART indicators to assessing the progress of a plan and setting a
plan to disseminate the results of M&E (IFRC,2011) are the necessary factors.
Even if M&E have crucial for project success there are several constraints and challenges faced
in conducting effective M&E activities among them are Weak institutional capacity, limited
resources and budgetary allocations for monitoring & evaluation, the weak linkage between
planning, budgeting, and monitoring & evaluation, weak demand for and utilization of
monitoring and evaluation results, poor data quality, data gaps and inconsistencies (Callistus &
Clinton, 2018).
From the above narration, it is possible to understand the importance of project monitoring and
evaluation and the existence of challenges in doing so. Therefore, this study aims to assess the
practice and actually faced challenges of monitoring and evaluation activities on Ethio telecom
Fixed network projects.
The introduction of telecommunication in Ethiopia dates back to 1894. In 1996, the
Government established a separate regulatory body, the Ethiopian Telecommunication Agency
(ETA) by Proclamation 49/1996, and during the same year, by regulation 10/1996, the Council
of Ministers set up the Ethiopian Telecommunications Corporation (ETC). The company is a
Matrix Organization which both the functional and project managers share their respective
authorities. There are four main project division in ethio-telecom these are Network project,
civil project, information system project and information security projects. The Network
project also have four divisions which are fixed network focused on optical fiber expansion of
networks, wireless network, Infrastructure-Power & Environment, Infrastructure-Transport
Network, and National Operation & Service Management.
1.2 Statement of the Problem
Project Monitoring and Evaluation is one of the critical elements of the project management
cycle. Monitoring and evaluation help to an organization to extract relevant information from
past and ongoing activities that can be used as the basis for programmatic fine-tuning,
reorientation and future planning. An organization impossible to judge if work is going in the
right direction, whether progress and success can be claimed, and how future efforts might be
improved without effective planning, monitoring and evaluation (UNDP, 2009). Actual project
monitoring and evaluation is one of the factors that decide the achievement or failure of
development projects (Ika, L.A. et al., 2011).

2
There are the scanty of literatures in Ethiopia; some studies identified the various factors which
influence the effectiveness of M&E. They explained that there exists a gap in the application
and practice of M&E in both governmental and non-governmental organizations. According to
CIDA (2010), most of the government organizations do not use monitoring and evaluation
system in suitable manner for their projects. World Bank (2006) indicated that the existing
assessment of monitoring and evaluation capacity in Ethiopia reveal gaps both in institutional
and individual skills development for monitoring and evaluation.
In general, in Ethiopian context, it is difficult to say monitoring and evaluation is in a position
of playing its role in supporting successful completion of projects and serving as being a source
of an informed decision making for efficient allocation and utilization of scarce resources.
Project cost and/or schedule overrun and quality problems are common news, almost in all
sectors, but in our country one of which is ineffective monitoring and evaluation.
According to study undertaken by Yibeltal (2020) Addis Ababa University shows that the
effectiveness of project expansion M&E practices of the company was affected by lack of
skilled human resource, poor management support, lack of stakeholder engagement and
inadequacy of budget allocated for the M&E. The company has a gap in having adequate
skilled man power who can conduct M&E training on regular basis and the existence of poor
top management attention to proper support to the M&E practice. Although stakeholders
participate in the M&E practices of the Ethio-telecom, they do not properly perform their
responsibility in the project M&E activities of the company which has its own negative impact
on the effectiveness of M&E practices which in turn affects the project success.
Ethio-Telecom allocates a huge amount of financial resources annually to undertake various
service expansions and networking projects in different parts of the country. However, as
indicated in its reports of the company projects may be completed as per their agreement or not.
Even though there are problems related to keeping projects on schedule, within budget and at
agreed quality to satisfy the ultimate users of telecommunication services. One of the critical
success factors of project is linked to performance, experience and competence of project
monitoring and evaluation these projects.
There are even cases such as even if the project was finalized on time, the deliverables have not
been used for instance, MMS is not used because of problems related to the objective and
definition of requirement and above all, technology dynamism led to the service to compete
with free applications like; VIBER, WhatsApp, Messenger and others, lack of proper project
management practice is another problem most of Ethio telecom’s projects do not follow sound
project management process; ERP system is one of them, the solution couldn’t handover to the

3
users as planned, the operation and support cost increased by additional 40% of the project cost
and vendor dependency extended for three years, failing to manage the project as planned and
monitoring problem are the biggest problems in the company, we can take E-top up solution as
an example which has faced additional integration cost and compatibility problem with existing
systems .
Thus, the study intends to assess the current project M&E practice of the Ethio telecom and it
role in the success projects as well as identify the major determinants of M&E practices. The
major problem addressed in this study was to understand the project monitoring and evaluation
competencies needed for successful project implementation with internal capability.
1.3 Research Objective
1.3.1 General Objective
The main objective of this study is assessing of the practices and challenges of project
monitoring and evaluation in Ethio-telecom fixed network projects
1.3.2 Specific Objectives
To achieve the general objective, the study had the following specific objectives in case of
Ethio-telecom fixed network projects
1. To identify the practice of fixed network project monitoring and evaluation.
2. To assess the main challenges of fixed network project monitoring and evaluation.
3. To examine the extent of major challenges of the fixed network Project.
4. To describe the frequency of reports in M&E of the fixed network project.
1.3.3 Research Questions
Accordingly, the researcher raises the following basic research questions for addressing the
problems to the study:
1. What are the practices of project monitoring and evaluation in case of Ethio-telecom fixed
network projects?
2. What are the major challenges affecting project monitoring and evaluation process of Ethio-
telecom fixed network projects?
3. What is the extent of these challenges affect the effective implementation of Ethio-telecom
fixed network projects?
4. How often are the reports in M&E of the fixed network project?
1.4 Scope and Limitation
Scope of the study
The scope of the study is assessing the practices and main challenges of Project monitoring and

4
evaluation of fixed network project in Ethio telecom which was conducted from year 2019 to
2021 in Addis Ababa head quarter, Ethiopia. The participants of the study were the company's
staffs who directly or indirectly participate on the project related activities planning, M&E,
contract administration. Ethio-telecom management members also participate on the study as
they are responsible for project related issues of the company. In relation to study variables,
efforts were made to identify the relationship between various variables (budget allocation,
human resource capacity, stakeholder engagement and management support) and project M&E
effectiveness as well as to indicate the relationship between effective M&E and project success.
Limitation of the Study
Any research project like any other project endeavor could not be without shortcomings. Hence
the researcher faced some limitations in the course of the research project. The first and most
critical pitfall was time constraint since the time given for the research project is quite short.
Some respondents were exaggerating details of data that might reduce the accuracy of the
report. To overcome this challenge, the researcher has understood the point of view of the
respondent and will review and edit the data collected.
Some of the respondents were not willing to give the required information fearing that it might
be used against them or against the security of the organization because the performance of
M&E systems was considered sensitive by respondents. To overcome this challenge,
participants were briefed on the purpose of the study that is being undertaken, and any
information was given will be only used for the study. The respondents were also assured of
anonymity when giving information since the questionnaires don't require a person's identity.
1.5 Significance of the Study
The findings of the study help project managers and project teams in the telecommunication
environment are aware of the practices or factors related to the project management knowledge
areas, management support and readiness processes on project implementation in Telecom
projects in general and telecom projects in Ethiopia in particular. This is important for the
implementation of similar telecommunication projects of Ethio Telecom project management
success and decision making practices in future projects. It will also help for Ethio Telecom to
understand the practice and challenges of Project Monitoring & Evolution of Ethio-telecom
fixed network project also the recommended solutions assist them to design interventions to
overcome the encountered challenges by utilizing the suitable and important suggestions for the
problems indicated in the study.

5
1.6 Organization of the Thesis
The research report is organized in 5 chapters and it also includes references, bibliography and
appendices. Chapter 1 discusses background, the problem, the research questions, research
objectives, the significance, the scope and some definition terms of the study. The second
chapter reviews literatures and concepts related to the study. Under this chapter, theoretical and
empirical literature on which the study is founded are also discussed. Chapter 3 of this report
covers the research design and methodology used to reach the findings. It includes the research
design, target population, sample size, data collection techniques and procedures, validity and
reliability of the data collection instrument and ethical considerations of the study. In chapter 4
the data analysis and presentation are discussed. The final section of this research paper is
discussed the summary of study is covered and key findings are discussed. In addition,
conclusions and recommendations are included in this chapter.

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 CHAPTER TWO
2 LITERATURE REVIEW
2.1 Understanding Monitoring and Evaluation
M&E cycle is started from Initial Assessment stage addressing on initial needs assessment,
Planning stage Project Design Log frame, M&E Planning & Baseline study, then will arrive at
Implementation, Monitoring & Evaluation stage include Midterm evaluation and/or reviews,
final evaluation/end line survey and dissemination, use of lessons and possible longitudinal
evaluation.
In comparing monitoring and evaluation definitions, it is evident that they have distinct
functions and roles to play in the life cycle of project delivery, yet complementary. Monitoring
gives information on the progress of work at any given time and overtime relative to the
planned or desired targets and outcomes, which is descriptive in intent. Evaluation, on the
other hand, gives evidence of the extent to which targets and outcomes are being achieved and
it mainly seeks to address issues of causality. Kusek and Ristfurther explained that evaluation
is a complement to monitoring in that when a monitoring system sends signals that the efforts
are going off track for example, if progress towards target is lagging and that project duration
will not be achieved, then good evaluative information can help address the major issues
causing the delays.
Hence, M&E is part of the similar process, which is being implemented in all the phases of the
project lifecycle and covers all the knowledge areas recognized in the PMBOK published by
the Project Management Institute.
2.2 Understanding networking
Networking is a form of telecommunication between computers where they exchange data
with a data link. One computer-network everyone is familiar with is the internet. Computer
nodes or hosts can access, create, delete and alter data that is on this network. If a device can
transmit information to another device, then they are considered to be networking. Networking
utilizes devices such as switches, modems, routers, gateways, etc.
Telecommunication networks are transmission systems enabling information to be transmitted
in analogue or digital form between various different sites by means of electromagnetic or
optical signals. The information may consist of audio or video data or some other type of data.
The networks are based either on wired or wireless infrastructures. Typical examples of
telecommunication networks are the telephone landline network, the mobile network, cable
TV networks or the internet.

7
In ethio-telecom network project have 4 divisions which are fixed network focused on optical
fiber expansion of networks, wireless network, Infrastructure-Power & Environment,
Infrastructure-Transport Network, and National Operation & Service Management. Fixed
Network means network facilities and/or network services comprising the public switched
telephone network and/or networks based on internet protocols for the provision of
communications by guided electromagnetic energy or by point-to point unguided
electromagnetic energy.
2.3 Theoretical Review
2.3.1 Program theory
The program theory was developed by Huey Chen, Peter Rossi, Michael Quinn Patton, and
Carol Weiss (1195). The focus of this theory is on how to bring about change, and who is
responsible for the change. Logical models often used to represent the program theory shows
how the overall logic is used in an intervention. The theory is in the body of theory of change
and applied development evaluation field. The application by the proponents to this theory
was on how to relate program theories to evaluation for several years.
Program theory was pragmatic tool in monitoring evaluations for many years; the theory
wasfamous for its conclusive mechanism to fix problems, and addresses the need to carry our
assessments to compliment the findings. It also provides tools to control influential areas in
evaluation (Sethi and Philippines, 2012). Quite a number of organizations’ transactions entail
the human service programs that are designed to develop the societal needs; the programs are
dynamic and are subject to change based on prearranged situations. The program theory hence
uses logical framework methodology. The program theory is a comprehensive version of the
logic model. It presented through a graphical scale to relate to the logical model. The logical
model supports the stakeholders’ engagement, senior management and review of outcomes
(Hosley, 2009).
The theory is expected and practical model on how programs hypothetical work (Bickman,
2007). Lipsey (2011) stated that it is a proposition with regard to transformation of input into
output. Measuring of the transformation by comparing the input and expected output. It
illustrates the process program components are supposed to influence the results. Rossi (2012)
argued that a program theory consists of an organizational plan on how to deploy resources
and organize the activities of the program activities to warrant that the planned service system
is established and at the same time maintained.
The theory further helps with the funds utilizations plans, and which analyses how the target
persons get the required intervention. This is through the linkages of the service delivery
systems. Finally, program theory provides profound information how the planned activities for
8
specified target persons represents the expected social benefits. Uitto (2010) illustrates the
benefits of using theory-based framework in monitoring and evaluation. It includes the ability
to attribute project outcomes of specific projects or activities as well as identification of
anticipated and undesired program outcomes. Theory based evaluations as such enables the
evaluator to understand why and how the program is working (Rossi, 2012).
The theory applied in the input output model to monitor performance, communicate findings
and improve project performance. The M & E practices are the basic inputs when utilized well
equates to the processing of the inputs and eventually give measurable output. Program theory
explains the effects of influencing the input and processes to achieve better output, and yield
good results. The inputs to the process refer to the variables that influence the outcome, which
is performance; in this case, the variables are the planning process, technical expertise,
stakeholder involvement and management participation. The logical model clarify the
objectives of the program identify expected casual links in following the result chain; inputs,
process, outputs and the overall outcome. It provides a link to identification of performance
measures at each stage of the logical model. It answers the questions of uncertainty within the
project by monitoring the progress and taking corrective when diversion occurs to ensure the
objectives are realized. A program theory shows a single immediate outcome by which the
program has achieved, it helps to understand whether there is change towards a desired
performance level. Complex programs mainly found in complex projects show a series of
immediate outcomes.
2.3.2 Evaluation Theory
The researcher used the Evaluation Theory as the overarching theory to guide this study. The
Evaluation Theory plays several important roles in evaluation practice. Such theory and prior
research can be very informative for initial needs assessment and program design. Evaluation
Theory gives effective strategies for dealing with the problems of concern regarding the
evaluation process. Lessons are learned about what does not work which may save program
designers and evaluator’s time and resources (Donaldson, 2001) Evaluation theory assesses
project effectiveness in achieving its goals and in determining the relevance and sustainability
of an ongoing project.
According to McCoy, (2005) evaluation theory compares the project impact with what was set
to be achieved in the project plan. Shapiro (2004) Evaluations are mainly of two types
depending on when they take place. These are formative and summative evaluations.
Formative Evaluation is concerned more with efficient use of resources to produce outputs and
focuses on strengths, weakness, and challenges of the project and whether the continued
project plan will be able to deliver the project objectives or it needs redesigning, Passia
9
(2004). Formative evaluations are sometimes called interim or midterm evaluations. A
summative evaluation is carried out at the end of the project and aims at determining how the
project progressed, what went right and wrong and capture any lessons learned. However, one
of the limitations of evaluation theory is that for any evaluation process for projects to be
successfully done must be done within a supportive institutional framework while being
cognizant of political influence and which is not the case to South Sudan were there lack of
institutions that would be supportive to the evaluation process of projects.
2.3.3 Challenges for Project Monitoring and Evaluation
There are several constraints facing project M&E. Akpobakah and Obioma (2002) identified
some factors that can cause project failure in the public sector to include budget indiscipline,
meaning implementation of projects not included in the plan or the budget while neglecting,
under funding or abandoning those in the plan/budget. Also monitoring and evaluation are not
conducted effectively if there are weak institutional capacity, limited resource and budgetary
allocation for monitoring and evaluation, poor data quality and inconsistencies and inadequate
involvement of stakeholder in monitoring and evaluation activities. Capacity building reduces
the gap between the actual and the expected.
2.4 Empirical review
2.4.1 M & E Planning Process
A study conducted by Mackay & World Bank. (2007) in Washington, indicated that frequent
evaluation of progress is good management practice. It aims to establish causality for the
situations and trends recorded by monitoring. Clearly evaluation should respond when
monitoring identifies either problems or opportunities to enhance achievements. The focus of
this study was on the government projects that are majorly sponsored by World Bank. The
study sought to determine how better governments can be arrived at through monitoring and
evaluation of projects. This study employed the use of descriptive statistics with the findings
being that a majority of the respondents indicated that there was lack of monitoring and
evaluation practices in the various projects which they formed part of.
On the other hand, a study by Muhammad et al (2012) on project performance, with the
variables, Project Planning, Implementation and Controlling Processes in Malaysia College of
Computer Sciences and Information, Aljouf University, noted project management offers an
organization with control tools that advance its capability of planning, implementing, and
controlling its project activities. The study was to identify those project performance
enhancements through planning, implementation and monitoring processes. Variable models
used to identify how each stage is helpful in the process of managing project performance. To
achieve this objective, information relating to different projects and models related to project
10
planning, execution, control, and proposal of project performance explored; the findings
showed project-planning processes contribute to the project performance.
Besides that, a study that was conducted by Singh, Chandurkar, &Dutt, (2017) highlighted that
monitoring and evaluation was the major driving factor in development projects. The objective
of this study was to determine the effect of monitoring and evaluation on development
projects.
However, the recommendation that was given in this study was that the management should
provide full support and should fully engage themselves in the monitoring and evaluation
process as this will help them in coming up with sound and well informed decisions.
2.4.2 Technical Expertise
Human capital, with notable experience is vital for the achievement of M & E results. There is
need for a sound M & E human resource capital in regard to quantity and quality, hence M &
E human resource strategies are needed for the achievement and maintenance of a stable M &
E (World Bank, 2011). Competent employees are a major obstacle in selecting M & E
practices. M & E being a new tool in project management field, it faces challenges in
sustainable results and performances matrices. There is a big gap for skilled M & E
professionals, capacity building of M&E systems and harmonization of project management
courses and technical support by (Gorgens and Kusek, 2009). Human capitals on the project
should have clear job description as well as designation matching their skill. In case they are
insufficient then training assessment needs for the necessary skills should be agreed.
Musomba et al (2013) concludes organizational technical capacity in carrying out evaluations,
reviewing the rate of human capital participation in the process of policymaking and
motivation to challenge management decisions can be big determinants of how the M & E
practices on lessons learnt, communicated and perceived. M & E practices endeavor to be
independent and relevant. Ahsan and Gunawan (2010) in his study stipulate realization of
independence when undertaken by persons free of the control of those appointed for the
strategy and implementation of the project development intervention. This illustrate that
training is an essential aspect geared towards affecting the implementation of M & E in
development projects. Uitto (2010) emphasizes that human capital training needs is paramount
for reliable monitoring and evaluation, stipulating that staff working must have the necessary
technical expertise in M & E for them to guarantee monitoring and evaluation results that are
of high quality. Employing an M & E practice that is effective requires management to
selectively appoint the right skills, enhance the capacities by further developing the skill on a
regular basis. The training needs assessment should be accurate, monitored and executed
diligently by the team responsible for the human capital management. Project research skills in
11
project management encourage the team to have base data for the human capital skill
retention, development and enhancement (Nabris 2002).
M & E practical training is important in capacity building of personnel because it helps with
the interaction and management of the M & E systems. M & E training starts with the
understanding of the M & E theory and ensuring that the team understands the linkages
between the project theory of change and the results framework as well as associated
indicators (Rossi, 2012). Skills are of significant importance to a monitoring and evaluation
practice that is effective; the staffneeds trained on the basics of evaluation (Bailey and Deen,
2012). In the context of project performance evaluations, it is necessary to have devoted and
sufficient numbers of monitoring and evaluation staff, it is critical for these project evaluators
to have the correct M & E skills.
Professionally trained staff and a budget were a key requirement in Malawi when they were
implementing the monitoring and evaluation system (Rossi, 2012). There is noted unbalanced
utilization of monitoring and evaluation personnel where they mainly assign tasks other than
monitoring and evaluation. This create extra burden for them to concentrate on project M & E
related work. The study by Mwangi, et al. (2015) a unit increases in technical competency of
M&E team increases the effectiveness of monitoring and evaluation by 28% and this shows
the importance of human resource capacity.
2.4.3 Stakeholder Involvement
Involving the stakeholders from the beginning in the designing of tools ensures that the project
include all stakeholders needs, and is thus more responsive to their expectations. The
participatory methods also create and encourage stakeholder project ownership (Clarke, 2011).
These are crucial factors contributing to the project performance and sustainability. The
stakeholders especially the beneficiaries are more likely to endorse the project output. In some
instances, the participatory method promote change in the attitudes of individuals and
community culture, and norms, since the development along with the implementation process
necessitates community member’s reflection and analysis of their own culture, attitudes,
beliefs, and behaviors. Participatory method provides insights to the required tools for
monitoring and evaluation, this itself is a capacity-building activity (Clarke, 2011).
Participation by the community groups in designing the M & E tools development determines
what they would like to prepare during the evaluation. They bring out issues along with
indicators that affect the evaluation and help formulate the comprehensive questionnaires.
They are involved in gathering and examining data as well as presenting the end results. When
a project adheres to an approach that is participatory from the initial stages, it is easy to carry
out a participatory evaluation during the closeout stage (Kahilu, 2010). Participatory M & E
12
promotes dialogue at the lowest level and moves the group community from the dormant
beneficiaries to pre-active participants, creates opportunity that helps in influencing the
activities of the project on the basis of their underlined needs as well as their expressions
(Robert, 2010). Additionally, information shared horizontally and vertically among the
implementing entities, shared with the community group, beneficiaries, and donors.
Stakeholders’ engagement in discussions on programs related to M & E usually empowers
them and at the same time promotes participation that is meaningful by various groups of
stakeholders, that avail to the M & E team adequate and appropriate information that is
required for the exercise (Guba and Lincoln, 2011). The stakeholder engagement has to be
rooted at the onset of M & E and should integrate key stakeholders along with other interested
parties in making sure that the applied tool is effective (Wayne, 2010). Pamela, Joe and Nay
(2013) also found that if the right persons are engaged in the whole process, there will be a
great enhancement of the outcome with the recommendations being well perceived and
corrective measures embraced and implemented on time.
According to Mugambi & Kanda (2013) knowing and understanding the partners and all
stakeholders is vital in community based projects. This can touch monitoring and evaluation in
terms of money, requirements and what evidence will be mandatory by each stakeholder. For
effectiveness and efficiency, a proper stakeholder study needs to be showed to guarantee the
strengths, weaknesses, opportunities and fears of each stakeholder recognized. A study
conducted by Mwangi, et al. in 2015 shows that stakeholder participation significantly affects
the effectiveness of monitoring and evaluation. In the study conducted by Sammy & Daniel
(2015) among 50 study participants 57% believe that stakeholder participation is critical for
the successful implementation of M&E. A unit increase in stakeholder participation increases
the effectiveness of monitoring and evaluation by 26% (Mwangi, et al., 2015). 2.13.3.
2.4.4 Management participation in monitoring and evaluation
Management's active participation in monitoring and evaluation has a significant impact on
team perception. Effective communication is the result of collaboration among the various
stakeholders. These include improving communication of early project wins to increase
management support and soliciting those members who are unwilling to participate. Effective
communication, ensuring access to high-quality products and services, meeting beneficiaries'
expectations, and promoting new efforts to achieve the project's overall objectives are all
priorities. The management mobilize more resources that will help in filling the resource gaps,
and ensure operational use of learnt lessons for better decision-making in future (Wattoo, Ali,
Khan and Shahbaz, 2010).
Management involvement provides input to better project insights, enhances the reliability of
13
the evaluation process. Increased level of reliability ensures improved acceptance of the
findings. A strong procedure for results-management aims at engaging relevant stakeholders in
reasoning in a responsive and creative manner as much as possible. The project beneficiaries
figure about what they want to achieve, they are motivated to organize and achieve acceptable
output. The managers structure a monitoring and evaluation process to monitor progress and
utilize the information in improving the performance (Lipsey, 2011). The management is
largely involved in budget allocation. Allocating the project major resources is key for
decision makers. They contribute significantly in deciding the priorities, cut-offs, exceptional
approvals and optimal allocation of the resources. It demands for their commitment to the
implementation of monitoring and evaluation system, through this process, they review the
adequacy of the budget allocations, advice on budget revisions, and revise the project work
plans. The side down of the project management support is that, some managers show
negligible or no importance in the implementing an active system of monitoring and
evaluation (Goyder, 2009).
The managers are required to expedite delivery of expected results to a wider range of
beneficiaries, each with diverse expectations. To satisfy the wide range of stakeholders within
a set of standards of compliance can create a conflict of interest. Each group of management
within the different stakeholders should agree on a common set of rules and process to
improve the project output. The support of top management from the various unit that claim
viable interest is paramount for better project performance The project manager develops a
communication strategy to keep all the mangers from various interest groups appraised. Such
coordination enhances the review and approval of project stages. Mangers contribute and
support the project implementation when adequately provided with key information for
decision-making.
2.4.5 Benefits of Monitoring and Evaluation for Organizations
The Benefits of Monitoring and Evaluation for Organizations Monitoring and evaluating
program performance enables the improved management of the outputs and outcomes while
encouraging the allocation of effort and resources in the direction where it will have the
greatest impact. M&E can play a crucial role in keeping projects on track, create the basis for
reassessing priorities and create an evidence base for projects through the systematic
collection and analysis of information on the implementation of a project (IFC, 2008).
Monitoring and evaluation (M&E) has the capacity to transform government departments and
the organization into a functional system that is participatory and representative. Monitoring
and evaluation is a critical tool for identifying and documenting successful projects and
approaches and tracking their progress.
14
2.5 Summary of Literature Reviewed and Research Gap
The review has established the need of monitoring and evaluation practices and challenge in
projects and programs interventions. It has shown that monitoring and evaluation has
increasingly been recognized as an essential tool for the management of the project. addition,
M & E also offers a provision for accountability in the course of the utilization of the
development resources.
2.5.1 Knowledge Gap
A few researchers have mentioned that few studies have been done on the monitoring and
evaluation. This study will strive to address the knowledge gap to determine the practices and
challenge of monitoring and evaluation, of Ethio-telecom projects in Ethiopia.
Table 2.1 Knowledge Gap Analysis

Author Title Findings Research Gap

Themistocle Project monitoring and The study found out that The study did not
o evaluation: enhancing strength of M & E team, assess the procedural
us and the efficiency and monitoring approach, aspects leading to
Wearne effectiveness of aid political stability and delays in funds
(2010) project implementation lifecycle of the project disbursement
influence the
performance
of projects
Kelly, Report on Assessment planning a In the study the
K.& of Monitoring and monitoring and researcher didn’t
Magong Evaluation - Capacity evaluation outlined the reasons
o, B. (2014). of keeps the entire why organizations do
HIV/AIDS organization not plan for M & E
organization in check. activities.
in Swaziland.
Yibeltal Assessment of The expansions projects No comparison data of
(2020) Monitoring and in Ethio-telecom has no a projects done
Evaluation Practices of well-established M&E
Ethio-Telecom System
Expansion Project

15
2.5.2 Conceptual Framework
According to Svinicki (2010), a conceptual framework is an interconnected set of ideas
(theories) about how a particular phenomenon functions or is related to its parts and serves as
the basis for understanding the causal or correlational patterns of interconnections across
events, ideas, observations, concepts, knowledge, interpretations and other components of
experience.

Planning Process in IT M & E

 Financial Planning
 M & E planning

Management participation in
M&E
 Frequency of meetings
 Senior Management
participation Fixed network Project monitoring
in M & E and evaluation
 Project cost management
Alignment of M & E goals  Project time management
Technical expertise in M & E
to  Project quality management
• Experience in M & E
organizational goals.
• Training needs assessments
• Level of education

Data quality and consistencies

 Conduct consecutively
field visit
 Consistently involve
stakeholders

Figure 2.1: Conceptual Framework

16
 CHAPTER THREE
3 RESEARCH METHODOLOGY
3.1 Research Approach
Research approaches are plans and the procedures for research that span the steps from broad
assumptions to detailed methods of data collection, analysis, and interpretation. The main
approaches that used for researches are quantitative, qualitative and mixed.
In this study Both quantitative & qualitative method of research approach applied as it
provides better opportunities to answer research questions and allow better evaluating the
extent to which the research findings can be trusted and inferences made from them. The study
has employed Questioner to establish an understanding of the problem in practice and
challenge of monitoring and evaluation.
3.2 Research Design
A research design is a model or an action plan upon which the entire study is built; dictates the
manner in which a study is conducted and provides the road map of a study in terms of the
sample, data collection instruments and analysis procedure (Creswell, 2009). In most the
literature research can be divided into three different categories exploratory, descriptive and
explanatory.
The purpose of this research is to identify the challenge and practice of project monitoring and
evaluation on the company which consider describing the characteristics of the company.
Thus, the researcher employed a descriptive design by using both quantitative and qualitative
approaches in order to obtain the desired results and to explore detailed evidence about the
problem.
3.3 Source of data and Instruments of Data Collection
There are two types of data collection method, Primary and secondary data collection. The
primary data are those which are collected a fresh and for the first time, and thus happen to be
original in character and collected through observation, interview method, through
questionnaires while secondary data refer to the data which have already been collected and
analyzed by someone else, it is either be published data or unpublished data. According to
Kothari (2004, p.112), each method of data collection has its uses and none is superior in all
situations, selecting the appropriate method depends on the nature, scope and objective of the
study, the availability of time and fund and precision required for the study. This study mainly
depends on primary source of data and to some extent secondary sources. Primary data is
collected through survey method by using close ended questionnaires. Secondary data sources

17
were also used including Ethio-telecom internal documents, journals, books, and internet.
3.4 Variables, Data Sources and Data Collection Methods
The source of data in the study was both primary and secondary. The primary data were
gathered through personal questionnaire on project employee. The source of secondary data
was collected from records of the organization’s narrative annual reports, evaluation reports,
audit reports, monitoring visit reports, internet through company’s website and proceedings
from the different thematic sectors which helped the researcher to triangulate the findings of
the primary with the secondary data.
3.5 Population and Sampling
The study is focused on assessing the practice and challenge of monitoring and evaluation in
fixed network projects that took place in Ethiopia by Ethio Telecom starting from 2019.This
research employed a Simple random sampling technique whereas people within a research
population were equal chance of being interviewed. The application criterion for this
technique is because the study wished to explain the predicted or generalize results of the
whole research population. The participants of the study include those who directly or
indirectly involved in the project and in the monitoring and evaluation practices in the
company. Special emphases were given employees who are in the M&E team. Thus, the target
populations of the study were those employees of the Ethio telecom working in project related
activities in general and in M&E teams.
In order to get numerous perspectives in the area of the study on the issue of the practice of
M&E in improving Sustainability in fixed network projects has consulted about 36
respondents
To achieve these 36 employees were given Questionnaires which include project directors,
managers, experts and M&E expert of overall project activities in the telecom fixed network
projects centrally.
3.6 Methods of Data Analysis
Data analysis highlighted useful information, conclusion and decision-making. The data which
were collected from population encoded and analyzed using MS Excel recent version
software. Tables, percentages, graphs used to analyze the data. Different descriptive statistics
mean and Pearson correlation of coefficient analysis and various tests were conducted to
assess the relationship of level of engagement with its determinants.
3.7 Validity and reliability
To ensure reliability and validity of the research, the questions are phrased logically and
sequentially in simple language. Before actual data collection, piloting of the questionnaire
had been carried out. The questionnaires were sent out to 7 respondents working under project
18
office. The researcher prepares the questionnaires with the same questions (anonymity) to all
respondents. Also, the analysis has been carefully done, to ensure that the data obtained to be
similar to what had thought and the time to collect data through interview and questionnaires
were be neutral so as to avoid participant error. Using the developed interview guide, 2 M&E
staff of Ethio telecom has been interviewed and some of the questions used to guide the
interview have been modified, the irrelevant once were removed and few additional questions
were added after evaluating the responses received from the interview. Validity of this study
was attained through providing 36 an adequate coverage of the topic together with choosing
the appropriate sample of the universe which is 36 respondents. In addition to that, the study
results were compared or associated with the set of other studies done by various researchers
for the purpose of identifying how many the results matches with other researcher works.
3.8 Research ethics
Ethics are acceptable standards governing research conduct and influence the welfare of
human being. It is about making decision, choosing the right or wrong behavior by an
individual (Bell
and Bryman, 2007). Ethical research should consider the outset of the research. It concerns in
all the stages of the research such as collecting the data, data accessing or analyzing the data.
It associated with the power relationship between the researcher and those who accessed the
data (Saunders, 2007). The researcher will apply ethical cod promoted by the Ethiopian
government and social values. Participants can consent, free from compulsion of outside
pressure and they comprehend the risks and benefits involved.

19
 CHAPTER FOUR
4 Analysis and presentation of data
4.1 Response Rate
A total of 36 questionnaires were distributed for employees of Ethio-telecom from those 34
questionnaires were returned. The response rate of the questionnaire was 94.44percent.
The response rates were considered admissible given the recommendations by Mugenda and
Mugenda (2012) cited in Jacobotachet al. (2018) that a response rate of 50% is adequate for
analysis and reporting a rate of 60% is generally good while a response rate of above 70% is
excellent. Based on this assertion, this implies that the response rate for this study was
adequate and increases confidence for generalization.
4.2 Demographic Data Presentation
The demographic characteristics or profile for this study include gender, age, level of
education, work experience, and marital status of the respondents, this aspect of the analysis
deals with the personal data on 34 respondents of the questionnaires given to them. The table
below shows the details of the background information of the respondents in a cross
tabulation.
Table 4.1 Demographic profiles of respondents
Demographic characteristics Category Frequency Percent
Female 13 38.24%
Gender Male 21 61.76%
Total 34 100.00%
31-40 30 88.24%
Age above 40 4 11.76%
Total 34 100%
Degree 16 47.05%
Master's
Education level
Degree 18 52.95%
Total 34 100%
1-5 years 12 35.29%
6-10 years 14 41.18%
Work Experience
>10 years 8 23.53%
Total 34 100%
Source: Own survey (2022)
As shown in Table 4.2 above, 61.76 percent and 38.24 percent of the staff respondents were
male and female which indicates the majority of the respondents in the M &E department in
Ethio-telecom are male. The majority (88.24 percent) of the respondents participated in the
survey were in the age group of 30-40 years. The remaining 11.76 percent were in the range of
above 40 years. This implies that the age of most the staffs are below 40 years of age.
20
The table above also reveals that the majority of the staff respondents (52.95 percent) hold
master degree and the remaining 47.05 percent of the respondents was first degree holder.
With regard to experience, 35.39 percent, 41.18 percent and 23.53 percent of the respondents
served in the department for 1-5 years, 6-10 years and above 10 years, respectively.
4.3 Monitoring and Evaluation (M&E) Practice in Ethio-telecom
Respondents were asked about how often the Ethio-telecom fixed network projects are
monitored. Accordingly, their response presented in the following tables and discussed based
on the responses.
Table 4.2: Project monitoring time often in the fixed network projects
Project monitoring time Frequency
No Frequency
often (percent)
1 weekly 20 58.82%
2 Monthly 11 32.35%
3 biannually 1 2.94%
4 Annually 1 2.94%
5 quarterly 1 2.94%
TOTAL 34 100.00%
Source: Own survey (2022)
As shown in table above, most of the respondents (58.82 percent) replied that the fixed
projects are monitored weekly. The remaining 32.35, 2.94, 2.94, 2.94 percent of them replied
that the fixed network projects are monitored monthly, biannually, annually, quarterly
respectively. Thus, fixed network projects are monitored at most weekly.
Table 4.3: Tools & techniques used to collect M&E Information
Frequency
No M&E data collection method Frequency
(percent)
1 Interview 9 18.37%
2 Document review 14 28.57%
3 statically data review 13 26.53%
4 Questioner survey 1 2.04%
5 case study 0 0%
6 observation 5 10.20%
7 Check list 6 12.24%
8 other(report) 1 2.04%
49 100%

21
Source: Own survey (2022)
The table above presents the major tools and techniques which are used to collect information
for the M&E. Respondents were free to select one or more information collection tools and
techniques used in the company. Thus, interview (18.37 percent), case study (0 percent),
statistical data review (26.53 percent), document review (28.57 percent) and observation
(10.20 percent), Questioner survey (2.04 percent), checklist (12.24 percent), report (2.04
percent) were selected as tools & techniques used to collect M&E Information in Ethio-
telecom Fixed network project.
Respondents were asked to express their involvement on the various M&E Practices of the
company. Accordingly, their response presented in the following tables
Table 4.4 Stockholder monitoring involvement
Stockholder monitoring Frequency
No Frequency
involvement (percent)
1 Yes 22 64.71%
2 No 12 35.29%
TOTAL 34 100%
Source: Own survey 2022
The table above presents the stockholder involvement in monitoring; most of respondent
(64.71) replied that are involved in monitoring fixed network projects. The remaining 35.29
replied that they are not involved in monitoring fixed network projects. Thus, most
Stockholders are involved in monitoring fixed network projects are monitored.
4.4 Descriptive Statistics
The study performed descriptive analysis of the data gathered on the variables; Project
planning process, stakeholder management practices, project monitoring and evaluation
practice and project monitoring and evaluation challenges in Ethio telecom. The findings are
discussed in the following section.
4.4.1 Project planning process
Staff respondents were asked to indicate their agreement regarding the Company’s M&E
practices. Accordingly, their response presented in the following tables and discussed based on
the responses.
Table 4.5 Staffs response of M&E Planning process of Ethio-telecom
Level of agreement(%) Stan
Overall dard
A. Plaining
Agree Mean devi
process SD D N A SA ment atio
n
22
The project
plans contain
the M and E 3.85% 7.69% 15.38% 46.15% 26.92% 73.08% 5.20 4.44
planning
process
M&E activities
schedule
clearly 0% 11.54% 19.23% 46.15% 23.08% 69.23% 6.50 3.87
presented in
the plan.
At the project
initial stage the
project allocate
3.85% 15.38% 23.08% 34.62% 23.08% 57.69% 5.20 2.95
funds for
monitoring and
evaluation
The planning
process helps
to estimate the
cost of the 3.85% 19.23% 23.08% 30.77% 23.08% 53.85% 5.20 2.59
required
resource for M
and E
The project is
able to develop
a control
mechanism to 0% 11.54% 19.23% 46.15% 23.08% 69.23% 6.50 3.87
keep the
project on
track
The project has
a complete
M&E
document that
guides its 0% 11.54% 38.46% 26.92% 23.08% 50% 6.50 2.89
overall
monitoring &
evaluation
practice.
Average 2% 13% 23% 38% 24% 62% 5.85 3.43
Note: SD- Strongly Disagree, D- Disagree, N-Neutral, A-Agree and SA-Strongly Agree
Source: Own survey (2022)
As shown in the table 4.7 above, the overall agreement level was 73.08percent (46.15 percent
agree 26.92 percent strongly agree) agreed that the project plans contain the M&E planning
process. The minority of the respondents (11.54percent), either disagreed (7.69 percent) or
strongly disagreed (3.85 percent) on this statement. This could indicate that the company may
contain the M&E planning process in the project plans.
The overall agreement level of the staff respondents on "M&E activities schedule clearly
23
presented in the plan" was 69.23 percent (46.15 percent agreed and 23.08 percent strongly
agreed). This could reveal that the M&E activates are scheduled properly in the plan.
Similarly, most of the respondents (57.69 percent) either agreed or strongly agreed that at the
project initial stage the project allocate funds for monitoring and evaluation of the company.
Respondents had similar overall agreement level (53.85 percent) on "The planning process
helps to estimate the cost of the required resource for M and E ". Staff respondents were also
asked to state their agreement level on the statements ‘The project is able to develop a control
mechanism to keep the project on track ' the overall agreement level on these statements was
69.23 percent. Most of the respondents either agreed (50 percent) or disagreed (50 percent) on
the statement that ' The project has a complete M&E document that guides its overall
monitoring & evaluation practice. The average overall agreement level for the 6 attributes the
perception of M&E planning of Ethio-telecom parameter became 62 percent.
4.4.2 Technical expertise in M & E
Table 4.6 Staffs response of M&E Technical expertise of Ethio-telecom
Level of agreement(%) Stan
B. Technical Overall
Mea dard
expertise in M Agreem
SD D N A SA n devia
&E ent
tion
Roles &
responsibilities
of M&E staff
& other
3.85% 11.54% 23.08% 57.69% 3.85% 61.54% 5.20 5.85
concerned
bodies clearly
defined in the
plan.
The project
identifies
skilled
personnel to
4% 12% 28% 32% 24% 56% 5.00 2.92
carry out the
monitoring and
evaluation
functions
Project staff are
trained in order
to equip them
with technical
3.85% 19.23% 26.92% 34.62% 15.38% 50% 5.20 3.03
expertise
necessary to
carry out M
and E

24
Technical skills
are a huge
determinant on
how bets 3.85% 7.69% 19.23% 38.46% 30.77% 69.23% 5.20 3.83
monitoring and
evaluation is
done
Project training
need analysis is
done to ensure
the right skills
3.70% 7.41% 22.22% 48.15% 18.52% 66.67% 5.40 4.72
are acquired to
manage the M
and E
activities.
There is an IT
system to
support M&E 9.09% 13.64% 13.64% 50% 13.64% 63.64% 4.40 3.71
works and
activities
Average 4.72% 11.92% 22.18% 43.49% 17.69% 61.18% 5.07 4.01
Note: SD- Strongly Disagree, D- Disagree, N-Neutral, A-Agree and SA-Strongly Agree
Source: Own survey (2022)
As indicated in table 4.6, out of the total staff respondents, 61.54 percent of them either agreed
(57.69 percent) or strongly agreed (3.85 percent) on statement that Roles & responsibilities of
M&E staff & other concerned bodies clearly defined in the plan. Staff respondents were asked
to state their agreement level on the project identifies skilled personnel to carry out the
monitoring and evaluation function. 56 percent respondents either (32 percent) agreed or (24
percent) strongly agreed. Similarly, 50 percent staff respondents either agreed or strongly
agreed that project staffs are trained in order to equip them with technical expertise necessary
to carry out M and E. The overall agreement level for statements; “Technical skills are a huge
determinant on how bets monitoring and evaluation is done” was found to be 69.23 percent.
On the other hand, 66.67 percent of the respondents agreed that project training need analysis
is done to ensure the right skills are acquired to manage the M and E activities. The overall
agreement level of the staff respondents on the statements “there is an IT system to support
M&E works and activities” was 63.64 percent. The average agreement level of the 6 attributes
which are designed to assess the Technical expertise in M & E in Ethio-telecom was 61.18
percent.
4.4.3 Stakeholder management practices
Table 4.7 Staffs response of M&E Stakeholder practices of Ethio-telecom

C. Stakeholder Level of agreement(%) Overall Standard

Mean
Involvement in SD D N A SA Agreement deviation
25
 M&E
Stakeholder analysis
is done to ensure
relevant
0% 15.38% 23.08% 46.15% 15.38% 61.54% 6.50 3.79
stakeholders are
involved in project
monitoring
Stakeholders
feedback is well
captured and 3.85% 11.54% 30.77% 34.62% 19.23% 53.85% 5.20 3.35
analyzed for
implementation
Communication
strategy is
developed to 3.85% 7.69% 30.77% 34.62% 23.08% 57.69% 5.20 3.56
address the flow of
information
Participation of
stakeholders reflects
the community
needs and stimulate 0% 3.85% 38.46% 34.62% 23.08% 57.69% 6.50 4.04
people's interest in
the implementation
of M & E.
It enables the
stakeholders to
influence the
4% 8% 32% 44% 12% 56% 5.00 4.30
product acceptance
based on their
needs.
Average 2% 9% 31% 39% 19% 57% 5.7 3.8
Note: SD- Strongly Disagree, D- Disagree, N-Neutral, A-Agree and SA-Strongly Agree
Source: Own survey (2022)
The respondents were asked if the Stakeholder analysis is done to ensure relevant stakeholders
are involved in project monitoring. The findings show that 61.54 percent agreed that the
Stakeholder analysis is done to ensure relevant stakeholders are involved in project
monitoring. Respondents had similar overall agreement level (53.83 percent) that
stakeholders’ feedback is well captured and analyzed for implementation in ethio-telecom.
The findings revealed that (57.69 percent) are agreed or strongly agreed that communication
strategy is developed to address the flow of information. Similarly, (57.69 percent) are agreed
or strongly agreed on “Participation of stakeholders reflects the community needs and
stimulate people's interest in the implementation of M & E” in ethio-telecom fixed network
projects. The finding also shows that the overall agreement (56 percent) enables the
stakeholders to influence the product acceptance based on their needs. Accordingly, the

26
average overall agreement level stakeholder involvement in M&E was 57 percent.
4.4.4 Project monitoring and evaluation implementation process
Table 4.8 Staffs response of M&E implementation process of Ethio-telecom
D. Implementation Level of agreement (%) Overall Standard
Mean
process of M&E SD D N A SA Agreement deviation
Standardized M&E
data collection tools
& techniques are 7.69% 11.54% 23.08% 46.15% 11.54% 57.69% 5.20 4.09
clearly applied on the
project.
Current project work
is monitored and
controlled to meet
performance 7.41% 0% 18.52% 51.85% 22.22% 74.07% 6.75 5.12
objectives defined in
the project
management plan.
M&E reporting work
in the implementation 5% 5% 25% 40% 25% 65% 4.00 3.00
and closing project
Average 6.70% 5.51% 22.20% 46.00% 19.59% 65.59% 5.32 4.07
Note: SD- Strongly Disagree, D- Disagree, N-Neutral, A-Agree and SA-Strongly Agree
Source: Own survey (2022)
The respondents were asked if the standardized M&E data collection tools & techniques are
clearly applied on the project, current project work is monitored and controlled to meet
performance objectives defined in the project management plan and M&E reporting work in
the implementation and closing project. The findings show that the overall agreement 57.69
percent, 74.07 percent, 65 percent respectively agree.
4.4.5 Project monitoring and evaluation Effectiveness
Table 4.9 Staffs response of M&E effectiveness of Ethio-telecom
E. Monitoring Level of agreement (%)
and Evaluation Overall Standard
Mean
(M&E) SD D N A SA Agreement deviation
Effectiveness
There is a motivation
scheme for
personnel
participating on the
11.54% 30.77% 26.92% 26.92% 3.85% 30.77% 5.20 3.03
M&E activity to
improve
effectiveness of
M&E
Top management
give high attention 7.69% 15.38% 26.92% 46.15% 3.85% 50% 5.20 4.44
for the effectiveness
27
of project M&E.

Procurement
administration
(managing
procurement
relationship,
monitoring contract
3.85% 19.23% 23.08% 42.31% 11.54% 53.85% 5.20 3.77
performance and
making changes &
corrections as
needed) is monitored
& evaluated
effectively
Stakeholders
effectively perform
7.69% 11.54% 34.62% 30.77% 15.38% 46.15% 5.20 3.11
their responsibility
in the project M&E
The enterprise’s
project M&E
practice has
significant 7.69% 11.54% 19.23% 38.46% 23.08% 61.54% 5.20 3.11
contribution to the
success of Ethio
telecom IT projects
Reporting of M&E
8% 8% 16% 48% 20% 68% 5.00 4.12
results is effective
The overall project
M&E practice of the
8.33% 8.33% 25% 45.83% 12.50% 58.33% 4.80 3.83
enterprise is
effective
Average 7.83% 14.97% 24.54% 39.78% 12.88% 52.66% 5.11 3.63
Note: SD- Strongly Disagree, D- Disagree, N-Neutral, A-Agree and SA-Strongly Agree
Source: Own survey (2022)
The question was posed to the respondents if there is a motivation scheme for personnel
participating on the M&E activity to improve effectiveness of M&E, top management give
high attention for the effectiveness of project M&E, Procurement administration (managing
procurement relationship, monitoring contract performance and making changes & corrections
as needed) is monitored & evaluated effectively, Stakeholders effectively perform their
responsibility in the project M&E, Reporting of M&E results is effective and The overall
project M&E practice of the enterprise is effective. The findings show that the average overall
agreement was 52.66 percent, which implies that M&E are effective some way.
4.4.6 Project monitoring and evaluation challenge
Table 4.10 Staffs response of M&E challenge of Ethio-telecom

28
F. Challeng Level of agreement (%)
e affect
Standar
Monitoring Overall
Mea d
and Agreemen
SD D N A SA n deviatio
evaluation in t
n
fixed network
Project
Lack of having
effective 8.33 41.67 16.67
8.33% 25% 58.33% 4.80 3.35
project in % % %
planning
Lack of
expertise for 7.69 11.54 26.92
50% 3.85% 53.85% 5.20 4.92
monitoring % % %
and evaluation
Lack of
stakeholder
3.85 11.54 26.92
engagement 50% 7.69% 57.69% 5.20 4.92
% % %
on monitoring
and evaluation
Lack of
3.85 15.38 26.92 34.62 19.23
management 53.85% 5.20 3.03
% % % % %
support
Inadequate
financial
4.55 18.18 40.91 27.27
resources for 9.09% 36.36% 4.40 3.21
% % % %
monitoring
and evaluation
Unavailability
of funding for 12% 16% 40% 28% 4% 32% 5.00 3.54
M&E
Inaccuracy in 4.17 16.67 20.83 41.67 16.67
58.33% 4.80 3.27
data collection % % % % %
Failure to
30.43 26.09 30.43 13.04
process and 0% 43.48% 5.75 1.89
% % % %
analyze data
Failure to have
appropriate 16.67 29.17 45.83
0% 8.33% 54.17% 6.00 3.92
evaluation % % %
design
Problems in
37.50 29.17
reporting 0% 25% 8.33% 37.50% 6.00 2.94
% %
M&E results
4.44 16.97 30.03 37.87 10.69
Average 48.56% 5.24 3.50
% % % % %

Note: SD- Strongly Disagree, D- Disagree, N-Neutral, A-Agree and SA-Strongly Agree
Source: Own survey (2022)
The study examined the challenges affect the M&E faced by Ethio-telecom fixed network
projects, the results are as shown in Table 4.12.The overall Agreement were 58.33 percent
29
lack of having effective project in planning, 53.85 percent lack of expertise for monitoring and
evaluation, 57.69 percent lack of stakeholder engagement on monitoring and evaluation, 53.85
percent lack of management support,36.36 percent inadequate financial resources for
monitoring and evaluation,32 percent unavailability of funding for M&E,58.33 percent
inaccuracy in data collection, 43.48 percent failure to process and analyze data,54.17 percent
failure to have appropriate evaluation design,37.50 percent problems in reporting M&E
results.
Figure 4.1: Challenge affects Monitoring and evaluation in fixed network Project
70.00%
60.00%
50.00%
40.00%
30.00%
20.00% Standard deviation
10.00%
Mean
0.00%
Inadequate…
Unavailability of…
Lack of expertise…
Lack of…
Lack of…

Failure to process…
Failure to have…
Inaccuracy in data…

Problems in…

Overall Agreement

Source: Own survey (2022)

CHAPTER FIVE
5 Conclusions and Recommendations
5.1 Summary of finding
The study aimed at studying the practice and challenge of project monitoring and evaluation in
Ethio-telecom fixed network projects in Addis Ababa, Ethiopia. In this study the researcher
adopted the following specific objectives, to review the practice of fixed network project
30
monitoring and evaluation, to assess the main challenges of fixed network project monitoring
and evaluation, to examine the extent of major challenges of the fixed network Project, to
describe the frequency of meetings in M&E of the fixed network project.
The study reviewed various sources of information written and presented by different scholars
about monitoring and evaluation in and out of Ethiopia. Review of related literature such as
textbooks, journals, and internet sources has been done. All these sources provided necessary
background to the study that provided the research gap to the researcher.
The Research methodology concerned about data collection was employed and the study
included 34 respondents whereas sampling techniques and methods of data Collection
(Primary data and secondary data) were employed. Data analysis was done whereby tables
were drawn by using special program known as SPSS. The researcher presented analysis and
discussed the findings of the study.
Summary of the major findings in revision shows the following:
 Most of the respondents were male(61.76percent), in the age group of 31-40 years and
most of them hold Master degree (52.95 percent) and the remaining were degree
holders. With regard to experience, most of the respondents (64.71 percent) served at
least for 5 years in the department.
 The frequency of monitoring the fixed network projects of Ethio-telecom varies from
weekly (58.82 percent) to monthly (32.35 percent) which indicates the Ethio-telecom
fixed network are monitored at most weekly.
 The company uses various information collection tools and techniques such as
interview, statistical data review, document review and observation, Check list.
 Based on program theory, the planned activities for specified target persons represents
the expected social benefits to attribute project outcomes of specific projects or
activities. Also the theory explained the effects of influencing the input and processes
to achieve better output. So to yield good results on the M & E practices the basic
variables are the planning process, technical expertise, stakeholder involvement and
management participation.
 The findings from the study indicated that the fixed network projects in Ethio-telecom
ensure plans contain the M and E in planning process 73.08% of respondents which
indicates the company has a clearly stated M&E reporting procedure in company's
plan. Followed by 69.23%, 57.69%, 53.85% and 69.23 of respondents indicated that
M&E activities schedule clearly presented in the plan, at the project initial stage the
project allocates funds for monitoring and evaluation the planning process helps to
estimate the cost of the required resource for M&E and the project is able to develop a
31
 control mechanism to keep the project on track respectively. Also the project has a
complete M&E document that guides its overall monitoring & evaluation practice as
50 % of respondents indicated. Chandurkar, & Dutt, (2017) in their study highlighted
that monitoring and evaluation was the major driving factor in development projects
and recommend planning monitoring and evaluation will help in coming to make well
informed decisions. So Ethio-telecom from quality point of view, most of the
respondents believed that there is good planning process but reveals still more
attention.
 Most of the respondents (61.54 percent) believe that there is clearly defined in the plan
Roles & responsibilities of M&E staff & other concerned bodies. And most of them
agree on Technical skills are a huge determinant on how bets monitoring and
evaluation is done. Also the study finding indicate most respondent agreed on the
Project training analysis is done to ensure the right skills that acquired to manage the
M and E activities and There is an IT system to support M&E works and activities. As
discussed in the literature the human capitals on the project should designation
matching their skill and in case they are insufficient then training assessment needs for
the necessary skills. The study by Mwangi, et al. (2015) a unit increases in technical
competency of M&E team increases the effectiveness of monitoring and evaluation by
28% and this shows the importance of human resource capacity.
 Respondents were asked about the frequency that stakeholder’s involvement on the
project M&E activities, their response indicated that stakeholders participate on the
project M&E activities of the company at some point of time with Perception average
of 57 Percent. This could indicate the existence some weakness on this factor
 About 7 attributes were used to assess the effectiveness of M&E in Ethio-telecom:
Most of the study respondents agreed that Procurement administration (managing
procurement relationship, monitoring contract performance and making changes &
corrections as needed) is monitored & evaluated effectively, the enterprise’s project
M&E practice has significant contribution to the success of Ethio telecom fixed
network projects, reporting of M&E results is effective and 50% are agreed that top
management give high attention for the effectiveness of project M&E that still need
more attention.
 The findings from the study showed that there are weaknesses in the existing
monitoring and evaluation at ethio-telecom as there is no frequency as they don’t
frequently filed visiting to check the projects and advise the community on the proper
execution of fixed network project. M&E do not provide information to the program
32
 managers/officers to assist in decision-making and planning. Decision-making in
network management requires the delivery of accurate scientific information as
network is one of the most basic human needs and is indispensable to almost all
economic activities. M&E do not provide information to the program
managers/officers to assist in decision-making and planning. Monitoring and
evaluation are not indicator that are clearly linked to the objective of the
program/project at ethio-telcom.
 The response from the respondents indicates the existence of poor motivation scheme
for personnel participating on the M&E activity to improve effectiveness of M&E and
Stakeholders effectively perform their responsibility in the project M&E was less than
50 percent thus, as to the respondents, stakeholders do not properly perform their
responsibility in the project M&E activities of the company. This could show the M&E
projects ineffectiveness in contributing to meet the major project constraint.
 As discussed in study reviewed in 3.5 above the main challenges faced while
conducting M&E in Ethio-telecom Fixed network Projects are also , inaccuracy in data
collection , lack of stakeholder engagement on monitoring and evaluation In addition
explained in the literature 3.5 the finding indicates that lack of having effective project
in planning, lack of expertise for monitoring and evaluation, lack of management
support, unavailability of funding for M&E, failure to process and analyze data,
percent failure to have appropriate evaluation design.
5.2 Conclusion
Based on research objectives it was concluded that, fixed network projects in Ethio-telecom
had a good practice in M&E planning, clear activities schedule, developing a control
mechanism to keep the project on track, have adequate skilled man power. Although has its
own limitation in, planning process to help the estimate cost of the required resource for M&E
a complete document that guides the overall M&E practice in the planning Stage of the
project.
The effectiveness of fixed network project M&E practices of the company was affected by
poor motivation scheme for personnel participating, stakeholders do not properly perform their
responsibility. The company has a gap in having trained project staff in order to equip them
with technical expertise, captured and analyzed Stakeholders feedback well for
implementation, the existence of poor top management attention to proper support to the M&E
practice. The M&E data collection tools & techniques are not clearly applied on the project in
the implementation process.

33
The project M&E practice of the company is not that much effective as expected regardless of
its significant contribution in enhancing the success of fixed network project.
In the overall conclusion of the assessment the challenges affect the M&E of the company are
lack of having effective project in planning, lack of expertise for monitoring and evaluation,
lack of stakeholder engagement on monitoring and evaluation, lack of management support,
unavailability of funding for M&E, inaccuracy in data collection, failure to process and
analyze data, percent failure to have appropriate evaluation design.
5.3 Recommendation
Based on the finding of the study the researcher recommends as follows:

 This study found Ethio-telecom can improve its project monitoring and evaluation
through conducting training needs assessments on employees regarding their
knowledge and skills, their motivation to fulfill their responsibilities and the
organizational environment within which they operate and again provide consecutive
training on M&E related topics like the types of information/data needed, how
collected, how analyzed& used, and also how the final report be structured,
documented, presented in an informative way and how disseminate the
information/findings in order to overcome some skill gaps of the employee’s
 Conducive environment should be providing to enhance the stakeholders‟ engagement
in the M&E practices.
 The top management should increase its commitment to fixed network project M&E
related issues. This is important to have a common understanding across the
stakeholders since in a project different stakeholders involve too and further help to
conduct effective project M&E.
 Also to improve M&E of the project Ethio-telecom should arrange an organization
through adequate staff, required & sufficient quantity and quality of skills and
resources, clearly define the organization’s responsibility who collect/captured the
data, who analyses the information and who disseminate the information.
5.4 Suggestions for Further Studies
The study focused on an assessment on the practice and challenges of fixed network project
monitoring and evaluation; since the researcher could not assess all issues regarding
monitoring and evaluation through its vastness in nature and behavior. So issues that have not
been discussed here can be encouraged in future studies. And study can also be extended in
other sectors.

34
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Mwangu, A.W. &Iravo, M.A. 2015, „How Monitoring and Evaluation Affects the
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37
APPENDIX
QUESTIONNAIRES
ST. MARY’S UNIVERSITY
MA IN PROJECT MANAGEMENT
QUESTIONNAIRE FOR STAFF MEMBERS OF ETHIOTELE FIXED NETWORK
PROJECT
Questionnaire to assess the practice and challenge of project monitoring & evaluation on
Ethio-telecom fixed network projects.

First I would like to thank you for your time. My name is Azeb Dessalgn. I am currently doing
my MA Degree in Project Management at St.Mary’s University; I am a graduate student at
Arbaminch University College of Information technology. I am conducting this study for the
completion of my Master’s Degree in Project management. The purpose of the study is to
assess of the practices and challenges of project monitoring and evaluation in Ethio-telecom
Fixed network projects. Your kind cooperation will help me to find reliable data and will be
used only for this study. Thank you in advance for taking your precious time to fill this
questionnaire.

Please try to answer all the questions openly, as your answers will have an influence on the
outcome of the research. Your 30 minutes or less will greatly contribute to the growth and
advancement of knowledge in the project monitoring and evaluation.

Please mark your response with “√”, If you have any question please contact me through
[email protected]

Part one: Demographic information of respondents.

1. What is your Sex? A, Female ☐ B, Male ☐
2. Age __________ Years.
3. What is the level of your education?

A, Diploma ☐ B, Degree☐ C, Master’s degree ☐

D, if other, please specify_________________________________.
4. What is your position in fixed network project?

A, Monitoring & Evaluation Manager☐ B, Monitoring and evaluation Officer ☐ C,

Program manager ☐ D, Project Officer ☐ E, Field officer ☐ F, Team

leader ☐ G, Project manager ☐

H, if other, please specify____________________________.

38
 5. How often Ethio-telecom fixed network projects monitored?

A, Weekly ☐ B, Biannually ☐
C, Monthly ☐ D, Annually ☐ E, Quarterly ☐
6. Have you been involved in conducting monitoring and evaluation of any project at
ethio-Telecom?

A, Yes ☐ B, No ☐
7. Which of the following tools & techniques are used to collect M&E Information?

(You can give more than one answer)

A, Interview ☐ B, Statistical data review ☐C, Observation ☐D,

Document review ☐ E, Case study ☐ F, Checklist ☐

G, Questioner survey ☐ H, if other, please
specify_________________________.
8. How long have you been an employee of the Ethio-telecom fixed network project?
A, 1-5 year☐ B,6-10 years ☐ C,>10 years ☐
Part two: Practices and challenges of Fixed network Projects
In your experience of your organization, please indicate the practices and challenges occur
on the IT project planning by taking the boxes and specify the appropriate.

The following statements are issues related to IT projects planning. Please Mark the
Appropriate Answer by (√), Using numbers indicates (SD= Strongly disagree, D =
Disagree, N = Neutral, A = Agree, SA = Strongly agree)

Statement Strongly Agree Neural Disag Strongly

agree ree disagree
A. Plaining process SA A N D SD
The project plans contain the M and E
planning process
M&E activities schedule clearly
presented in the plan.
At the project initial stage the project
allocate funds for monitoring and
evaluation

39
The planning process helps to estimate
the cost of the required resource for M
and E
The project is able to develop a control
mechanism to keep the project on track

The project has a complete M&E

document that guides its overall
monitoring & evaluation practice.
B. Technical expertise in M & E SA A N D SD
Roles & responsibilities of M&E staff
& other concerned bodies clearly
defined in the plan.
The project identifies skilled personnel
to carry out the monitoring and
evaluation functions
Project staff are trained in order to
equip them with technical expertise
necessary to carry out M and E
Technical skills are a huge determinant
on how bets monitoring and evaluation
is done
Project training need analysis is done to
ensure the right skills are acquired to
manage the M and E activities.
There is an IT system to support M&E
works and activities
C. Stakeholder Involvement in SA A N D SD
M&E
Stakeholder analysis is done to ensure
relevant stakeholders are involved in
project monitoring
Stakeholders feedback is well captured
and analyzed for implementation

40
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.
D. Implementation process of SA A N D SD
M&E
Standardized M&E data collection
tools & techniques are clearly applied
on the project.
Current project work is monitored and
controlled to meet performance
objectives defined in the project
management plan.
M&E reporting work in the
implementation and closing project
E. Monitoring and Evaluation SA A N D SD
(M&E) Effectiveness
There is a motivation scheme for
personnel participating on the M&E
activity to improve effectiveness of
M&E
Top management give high attention
for the effectiveness of project M&E.
Procurement administration (managing
procurement relationship, monitoring
contract performance and making
changes & corrections as needed) is
monitored & evaluated effectively

41
Stakeholders effectively perform their
responsibility in the project M&E
The enterprise’s project M&E practice
has significant contribution to the
success of Ethio telecom fixed network
projects
Reporting of M&E results is effective
The overall project M&E practice of
the enterprise is effective
F. Challenge affect Monitoring SA A N D SD
and evaluation in IT Project
Lack of having effective project in
planning
Lack of expertise for monitoring and
evaluation
Lack of stakeholder engagement on
monitoring and evaluation
Lack of management support
Inadequate financial resources for
monitoring and evaluation
Unavailability of funding for M&E
Inaccuracy in data collection
Failure to process and analyze data
Failure to have appropriate evaluation
design
Problems in reporting M&E results

1. Please mention any other challenges in monitoring and evaluation of any project in the
organization.
____________________________________________________________________________
____________________________________________________________________________
_________________________________________________________________________
2. Please mention any other monitoring and evaluation issues that might not have been
covered above. Additional issue
____________________________________________________________________________
42
____________________________________________________________________________
_________________________________________________________________________
3. What do you suggest to enhance the monitoring and evaluation practice of the
organization?
____________________________________________________________________________
____________________________________________________________________________
_________________________________________________________________________
Thank you!!

43