BULE HORA UNIVERSITY

COLLEGE OF BUSINESS & ECONOMICS

DEPARTMENT OF MANAGEMENT
M.A. Program in Project Management (Weekend)

Course: Advanced Business Research Methods (ABRM)

Research Proposal
The Effect of Project Monitoring Practice on Project Success: A Case of West Guji
Zone Construction Office

A Research Proposal Submitted To the Department of Management in Partial

Fulfillment of the Requirement for Master of Art Degree in Project Management.

BY:
PHAULOS TAMIRU

ADVISOR: DAWIT U. (PhD)

June, 2024

Bule Hora, Ethiopia

 Table of Contents
I. LIST OF TABLE ……………………………………………………………………………………i
II. LIST OF FIGURE ……………………………………………………………………………….ii
CHAPTER ONE ………………………………………………………………………………………...1
INTRODUCTION ………………………………………………………………………………………1
1.1. Background of the Study ............................................................................................................ 1
1.2. Statement of the Problem ........................................................................................................... 2
1.3. Research Questions..................................................................................................................... 3
1.4. Objectives of the Study............................................................................................................... 3
1.4.1. General Objective ................................................................................................................ 3
1.4.2. Specific Objectives .............................................................................................................. 3
1.5. Significance of the study ............................................................................................................ 3
1.6. Scope of the study....................................................................................................................... 4
1.7. Organization of the study ........................................................................................................... 4
CHAPTER TWO ………………………………………………………………………………………..5
REVIEW OF LITERATURE …………………………………………………………………………...5
2.1. Concepts of Project Management Process.................................................................................. 5
2.2. Project Monitoring Processes ..................................................................................................... 6
2.2.1. Project Performance Tracking ............................................................................................. 7
2.2.2. Project Status Reporting ...................................................................................................... 8
2.2.3. Project Change Control ....................................................................................................... 9
2.2.4. Project Documentation ........................................................................................................ 9
2.3. Effects of Project Monitoring Process on Its Success .............................................................. 10
2.4. Project Success and Its criteria ................................................................................................. 11
2.5. Research Gaps .......................................................................................................................... 13
2.6. Conceptual Framework of the Study ........................................................................................ 14
CHAPTER THREE …………………………………………………………………………………….15
RESEARCH METHODOLOGY ………………………………………………………………………15
3.1. Introduction .............................................................................................................................. 15
3.2. Research Approach ................................................................................................................... 15
3.3. Research Design ....................................................................................................................... 16
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 3.4. Target Population ..................................................................................................................... 16
3.5. Sampling Techniques and Sample Size..................................................................................... 17
3.5.1. Sampling Techniques ......................................................................................................... 17
3.5.2. Sample Size ....................................................................................................................... 17
3.6. Types and Source of Data ......................................................................................................... 18
3.7. Method of Data Collection/Instrument ..................................................................................... 18
3.7.1. Questionnaire Method ....................................................................................................... 18
3.7.2. Document Review Method................................................................................................ 18
3.8. Method of Data Analysis .......................................................................................................... 19
3.9. Model Specification .................................................................................................................. 19
3.10. Consideration of Ethics ......................................................................................................... 20
CHAPTER FOUR ……………………………………………………………………………………...21
WORK PLAN AND BUDGET BREAKDOWN ………………………………………………………21
4.1. Work Plan of the Study ............................................................................................................ 21
4.2. Estimated Study Budget ........................................................................................................... 21
REFERENCE …………………………………………………………………………………………..22

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I. LIST OF TABLE
Table 4.1: Work plan of the study ........................................................................................................... 21
Table 4.2: Estimated Study Budget ......................................................................................................... 21

i
II. LIST OF FIGURE
Figure 2.1: Conceptual framework of the study ...................................................................................... 14

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 CHAPTER ONE
INTRODUCTION
1.1. Background of the Study
Project management has become essential for achieving organizational goals and delivering successful
projects across various sectors. Project management is an organized approach that utilizes appropriate
client involvement to meet sponsor needs and deliver expected business value (Wysocki, 2014). The
project management process consists of five process groups, including project monitoring and
controlling (PMI, 2013). Effective project monitoring practices are critical for ensuring projects are
completed on time, within budget, and to the required quality standards (De Marco, 2018).

In the construction industry, where projects are often complex and involve multiple stakeholders,
rigorous monitoring practices can significantly influence project outcomes (Bekele, 2019). Project
success is measured by completing on time, within the estimated cost, and to the required quality
(Tadewos et al., 2018). However, without a shared understanding of success factors, it is difficult to
effectively monitor and control project success (Yu et al., 2011).

Construction is an integral part of a nation's infrastructure and industrial growth (Beyer et al., 2021). In
Ethiopia, the construction industry has been a major development sector, with the country's vision to
become a middle-income country by 2025 (Okereke et al., 2019; African Development Bank Group,
2011). Effective project management, including monitoring, is required for construction projects to
meet their goals and plans (Menhas et al., 2019).

The West Guji Zone Construction Office, located in a region characterized by rapid development and
infrastructural expansion, provides a case for examining the impact of project monitoring on project
success. Monitoring involves the routine, methodical gathering and evaluation of data to determine
progress towards goals and targets (Budeli, 2020; Taghipour et al., 2020). Effective project monitoring
helps mitigate risks and enhance efficiency, which is crucial given the challenges faced by the
construction sector in Ethiopia, such as resource constraints, logistical issues, and regulatory hurdles
(Irfan et al., 2021).

Previous studies have highlighted the importance of project monitoring in improving project outcomes,
yet there is a lack of comprehensive research focusing on regional construction offices in Ethiopia. By
investigating the specific practices and outcomes within the West Guji Zone Construction Office, this

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study seeks to fill this gap in the literature, providing insights into the effectiveness of current
monitoring practices and offering recommendations for enhancing project success in similar contexts.

1.2. Statement of the Problem

Project management studies usually stress the significance of monitoring for a project success. Even
though there are various factors that plays a greater role in project achievement, monitoring plays a
major part (Wu et al., 2019). However, in many projects there is variation in cost, scope, schedule and
quality in the outcome of the project from the planning process. This means that the success of a
project can be dependent on the practices in every organization, with the construction industry not
being an exception to such development. Moreover, monitoring practices are given less recognition in
the project execution processes (Pellerin et al., 2019). Project management is the implementation of
knowledge skills, tools and techniques to project activities.

Projects generally be unsuccessful because of poor planning, constant changes in the scope and
consequently deadline and budget, as well as the lack of monitoring practice (Josiah, 2019). Managing
successful construction projects will become a significant factor for project success and investment in
project management becoming integral to that success. However, many organizations still struggle to
achieve success with established plan. Numerous construction projects are not completed on schedule,
budget, and within scope, which is resulting in cost overruns and delays (Irfan et al., 2019). According
to Westerveld, (2003), nine out of ten-infrastructure projects will face cost overrun. Therefore,
monitoring process has in the recent become a necessary requirement for projects success.

Successful construction projects required to have optimum supervision and monitoring practice
(Mashele, 2019). According to Ethiopian Country Program Evaluation (ECPE) (2010), in Ethiopia,
most of the government organizations do not use effective project monitoring system in appropriate
manner for their projects in addition there are no tangible research conducted on the project monitoring
practice on construction projects. Now there is many construction, expansion and renovations projects
handled by West Guji zone construction group infrastructure planning and development office to meet
the organization strategic plan (school Architects & water shed partners’ architects, (2015). However, it
is evaluated that vast of the projects do not meet set plans.

Various problems contribute to variate the outcome of the projects from the planning process in
projects one of the factor being controlling and monitoring. Here after, this proposal will be assist in

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having a comprehensive effect on the monitoring practice of the project success and the relation of
project progress tracking practice, project progress reporting practice, project change control practice
and project documentation or lesson learned practice with project success.

1.3. Research Questions

1) What are the current project monitoring practices used by the West Guji Zone Construction
Office?
2) How do these monitoring practices affect the success of construction projects in the West Guji
Zone?
3) What challenges and limitations are associated with project monitoring in the West Guji Zone?
4) What strategies can be implemented to improve project monitoring practices and enhance
project success?

1.4. Objectives of the Study

1.4.1. General Objective
The main objective of this study is to identify monitoring practices and to assess the effect of project
monitoring practice on the project’s successes of West Guji Zone construction office.

1.4.2. Specific Objectives

Specifically, the study focuses on the following objectives:
 To assess the current project monitoring practices employed by the West Guji Zone Construction
Office.
 To evaluate the impact of these monitoring practices on the success of construction projects in
the areas of the zone.
 To identify the key challenges and limitations associated with project monitoring in the West
Guji Zone.
 To propose recommendations for improving project monitoring practices to enhance project
success.

1.5. Significance of the study

This study addresses a critical aspect of project management that directly influences the success of
construction projects in the West Guji Zone. By providing a detailed analysis of current monitoring
practices and their impact, the research will contribute to the existing body of knowledge in project

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management, specifically within the context of regional construction offices in Ethiopia. The findings
will be valuable for policymakers, project managers, and stakeholders involved in construction
projects, enabling them to make informed decisions and adopt best practices.

Furthermore, the study’s recommendations will offer practical solutions for improving project
monitoring processes, potentially leading to better project outcomes, reduced costs, and timely
completion of construction projects. This can have a positive ripple effect on the overall development
and economic growth of the West Guji Zone. Additionally, the research will serve as a reference for
future studies, paving the way for further exploration into project management practices in similar
regional settings.

1.6. Scope of the study

This study assesses the project monitoring practices of the West Guji Zone Construction Office,
focusing on infrastructure planning and development projects. It analyzes monitoring tools and
techniques from project management processing groups and their impact on project outcomes.
Specifically, it examines project progress tracking, progress reporting, change control practices, and
project documentation or lessons learned. Although many factors affect project outcomes, this study is
limited to these monitoring practices due to time constraints. The scope is confined to construction
projects managed by the West Guji Zone Construction Office, evaluating the current monitoring
practices and their impact on project success. Factors such as resource allocation, stakeholder
communication, and adherence to timelines will be analyzed. While the primary focus is on the West
Guji Zone, the findings may also be applicable to other regions with similar contexts.

1.7. Organization of the study

This study is organized into five main chapters. The first chapter introduces the research topic,
providing an overview of the background, problem statement, objectives, research questions,
significance, and scope of the study. The second chapter reviews relevant literature on project
monitoring practices and their impact on project success, drawing on both theoretical and empirical
sources. The third chapter outlines the research methodology, including the research design, data
collection methods, and analytical techniques used in the study. The fourth chapter presents the
findings and analysis, discussing the current monitoring practices in the West Guji Zone Construction
Office and their effect on project outcomes. The final chapter concludes the study, offering
recommendations for improving project monitoring practices and suggesting areas for future research.
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 CHAPTER TWO
REVIEW OF LITERATURE
2.1. Concepts of Project Management Process
While a project is a sequence, of non-repetitive activities that has specific and unique goal, which is
achieved according to the specification and by committing specific time and budget, Project
management is the use of knowledge, skills, tools, and techniques to project activities to meet the
project requirements. This application of knowledge, skill, tool, and technique requires the effective
management of the project management processes. A process is a collection of interrelated actions and
activities performed to create a pre-specified product or service. Each process is characterized by its
inputs, the tools and techniques that can be applied, and the resulting outputs (Castañé et al., 2022). The
project processes are mainly performed by the project team members and may involve stakeholders.
Generally, project process falls into one of two major categories. While the project management
process ensures the effective flow of the project throughout its life cycle using tools and techniques to
apply skills and capabilities described in the knowledge areas; Product oriented process specify and
create the project’s product.

Nowadays, project management processes apply globally and across all business groups. Good practice
does not mean that the knowledge, skills, and processes described should always be applied uniformly
on all projects instead Good practice means there is general agreement that the application of project
management processes can enhance the chances of project success. For any project, the project
manager, in collaboration with the project team, is always responsible for determining which processes
are appropriate, and the appropriate degree of rigor for each process (Zakrzewska et al., 2022).

Project management process groups are the building blocks of every project management life cycle
(Zid et al., 2020). They are simply groupings of processes by project phases so all of the project
management life cycles (PMLC) are constructed from the five Process Groups known as Project
Management Process Groups defined by the Project Management Institute (PMI) as follows:
 Initiating Process Group: This group holds the process of defining a new project or a new
phase of an existing project by obtaining authorization from the concerning party to start the
project or phase.

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  Planning Process Group: This group holds the process of establishing the scope of the project,
refine the objectives, and define the course of action required to attain the objectives of the
project.
 Executing Process Group: This group holds the process of executing and completing the work
defined in the project management plan to satisfy the project specifications and meet its goal.
 Monitoring Process Group: This group is a collection of process that track, review and record
the project progress and performance; identify areas which needs change and initiate the
corresponding changes.
 Closing Process Group: Processes in this group are performed to finalize all activities across all
Process Groups to formally close the project or phase.

Even if the project management processes are presented as discrete elements with well-defined
interfaces they overlap and interact in practice. The use of the project management processes is
iterative, and many processes are repeated during the project. These five process groups have clear
dependencies, typically performed in each project, and highly interact with one another. The nature of
these interactions varies from project to project and may or may not be performed in a particular order.
The project management processes are linked by specific inputs and outputs where the result or
outcome of one process becomes the input to another process (Zid et al., 2020). The monitoring process
groups have the longest duration in terms of process interaction in a project. The main reason of this is
monitoring processes check all other process groups whether the project is healthy and will meet its
objectives (Shamim, 2022).

2.2. Project Monitoring Processes

The monitoring process group are the collection of process that track, review and record the project
progress and performance; identify areas which needs change; initiate the corresponding changes. The
major benefits of this Process Group are that project performance is quantified and analyzed at
customary intervals and any variances from the project management plan are identified so that
correction action can made (Shamim, 2022).

Beside this, the monitoring process group control changes and recommend corrective or preventive
action in anticipation of possible problems, Monitor the ongoing project activities against the project
management plan and the project performance measurement baseline, and Influence the factors that
could circumvent integrated change control or configuration management so only approved changes are
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implemented. Continuous project monitoring help the project team to have insight on the health of the
project and identifies any areas requiring additional attention.

The Monitoring Process Group monitors the entire project effort rather than monitoring and controlling
only the work being done within a process group. Project monitoring activities take place in parallel
with project execution process group activities so that, while the project work is being executed, the
project is being monitored by implementing the appropriate level of oversight and corrective action.
The project is observed and measured regularly against the project plan to ensure that the project is
within acceptable variances of cost, schedule and scope, and that risk and issues are continually
monitored and corrected as needed. No amount of time and effort expended on planning, scheduling
and resource assessment will compensate for a lack of effective monitoring and a sound control system.
The purpose of this system is to ensure that the teams always have the information to make an accurate
assessment of what has happened and compare this with what should have happened according to the
plan.

Monitoring is a checking activity, talking to the team members and finding out directly how things are
going. While the project teams are physically constructing each deliverable, the project manager
undertakes a series of management processes to monitor and control the activities being undertaken.
Due to the inherently risky nature of software projects, constant monitoring is required to rectify any
event that may jeopardize the project. To monitor effectively, the project manager needs measurement
data.

The measurement data come from measuring processes and product. So, first project processes should
be planned such that their measurement can be taken, and secondly, it should be ensured that proper
measurements are taken. Only then effective project monitoring is possible. As stated on (Shamim,
2022), the monitoring process group are monitor project work, perform integrated work control, control
scope, control schedule, control schedule, control cost, control communication, control quality, control
stakeholder engagement, control risk, control procurement. From those processes, the main processes
of monitoring process group are: project performance tracking, project status reporting, change control
and documentation.

2.2.1. Project Performance Tracking

The best monitoring system have the simplest and effective data collection procedure to collect project
performance data. The first thing considered in monitoring is knowing what to monitor, how the
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executing activities will be monitored and how progress will be reported. Usually project team
members expected to maintain up to date timesheets and records of the activities they are involved with
and the team leaders collect the data from the team members and pass it to the project managers. while
in this process project teams approach to give information about the project must be honest, objective,
accurate, up to date and timely .since the quality of the performance data is absolutely critical to the
success of the project, care must be taken while choosing the appropriate mechanism and while
deciding when and the frequency to conduct progress tracking, progress monitoring should be
conducted regularly and continuously through different methods such as; participatory review, progress
review meeting and millstone review.
Project progress tracking usually focus on:
 Compare actual completion time against expected completion time (Schedule tracking)
 Measure wither the project is within assigned budget or not (Cost tracking)
 Consistently check quality or customer expectation (Quality tracking)
 Measure and track number of change request (Change tracking)
 Track the status of work being performed
 Measure volume of work completed

2.2.2. Project Status Reporting

Project status reporting is the key method to keeping project stakeholders informed about project
progress and performance. Status reports contain data collected from the project team used as input to
evaluate and compare actual result against planned result in order to make corrective action that will
keep the project on schedule and budget where there is variance between actual and planned
measurements. This document also used as lesson learned for future works. Reporting mechanism is
time sensitive and should enable the project manager to take appropriate action as and when deviation
occurs. If the reporting mechanism is slow, it will not help to monitor the project, instead it will be
historical account of how out of monitor it will.

According to Zid et al., (2020), there are different types of status report. Those are:
Current period reports cover only the most recently completed period. They report Advance on
activities that were open or planned for work amid the period.

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 Cumulative reports contain the history of the project from the starting to the conclusion of the
current report period. They are more instructive than the current period since they appear
patterns in project progress.
Exception reports indicate variances from the plan. These reports are ordinarily outlined for
senior administration to perused and translate quickly.
Stoplight reports are a variation that can be utilized on any of the past report sorts.
Variance Reports as their name suggests, they report differences between what was planned and
what actually happened in a tabular form.

2.2.3. Project Change Control

As well as monitoring activities against the plan, monitoring process group also includes controlling
changes by influencing factor that will cause change and recommending preventive action in
anticipation of potential problems. Even if there is effective planning in the project change may
happened due to both external influences as well as internal influence (problems that arise within the
project environment) (Kerzner, 2017). . The four main sources of change are:
 Environmental: resulting from changes in legislation, government policy, or business strategy.
 Organizational: High-level business decisions may change the basic terms of reference of the
project.
 End-User: resulting from changes in customer requirements.
 Technical: New technology may offer a better solution to that originally planned.
The process of controlling those changes and their potential effect on the project is called change
control. The change control process should ensure that the proposed changes are interpreted after
checking their potential effect on project timescales, costs, benefits and quality. In addition, it should
always analyze the change, assess its impact, prioritize it, plan the necessary work, and finally control
its implementation.

2.2.4. Project Documentation

While project documentation is the process of documenting information and data related to project
work throughout the project life, Project document includes project status report, change request,
updated plan and all project progress and performance information as lesson learned placed in the
repository. The lessons learned will address any issues or problems encountered in the quality of the
project and the associated resolutions, which enables to prevent future project work from becoming too

9
detached from plan (Kerzner, 2017). The project manager is responsible to produce and distribute all
the project documentation necessary to reflect any changes to the project plans and/or schedule.

2.3. Effects of Project Monitoring Process on Its Success

Project monitoring is the systematic and regular collection and analysis of data over a period of time to
identify and measure changes. Monitoring involves the collection of data prior to and during project
implementation (Young et al., 2020). The primary purpose of monitoring is to document the
implementation process, facilitate decision making, and provide feedback for plan review and lessons
learnt. According to (PRINCE2, 2017), project monitor is project management function that comprises
of monitoring, evaluating and comparing actual versus planned results (Tereso et al., 2019).

It tracks the project progress towards achieving the stated objectives within project constraints;
identifies deviations; evaluates alternative courses of action and takes remedial actions (Rashed et al.,
2021). Project monitoring have gradually become key functions of project management as projects
grow bigger and more complex. It tracks, analyzes and reports progress with respect to objectives. With
this task stakeholders can understand the current state of the project, activities undertaken, and the
budget, schedule and scope forecasts.

According to Trzeciak et al., (2021), monitoring cycle comprises: plan making; plan implementing;
actual output monitoring and recording; actual output reporting, and finally; take corrective action on
the variations. This phase of the project enables to understand the project’s progress so that appropriate
corrective action can be taken when the project’s performance deviates significantly from the plan.
While project monitoring identifies deviation and put things back on track in traditional project
management, it identifies changes in the business environment and adjusts the plans accordingly in the
adaptive project management approach.

Project monitoring activities are carried out throughout the life of the project by taking measurements
that help the project team understand progress. This stage has an impact on the business objectives and
acceptance of the eventual project outcome in terms of quality. Since Monitoring process is
continuously performed through the life of the project; it oversees all the task and metrics necessary to
ensure that the approved and authorized project is within scope, on time and on budget, the project
proceeds with minimum risk to fail (Iriarte et al., 2020).

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A continues monitor of key factor of a project helps the project team to have insight in to a project’s
potential success or failure as well It helps project manager to make important decision with verified
data and with evidence which can make the corrective action efficient to prevent the project from
failure, which means the project, become successful.

Project monitoring play a vital part in project management as well as the project manager’s decision-
making process, furthermore it helps the project managers and their team to foreseen potential risks and
obstacles that could spoil the project if it left unaddressed. Monitoring keep the management aware of
the problems, which crop up during the implementation of the project, by providing continuous and
regular reports about the project progress. Besides it supports and motivates the management to
complete the project within the budget, time and quality. The effective of monitoring enable the project
manager and project teams to identify the potential problems encountered during the course of the
project so that they can make Suitable corrective action to ensure the project is back on track and
eventually lead to project success.

2.4. Project Success and Its criteria

Since Projects vary in their size, uniqueness and complexity, thus the criteria for measuring project
success differ from project to project. The successes of a project as well as the factors that affect this
success are considered in a various way by different project management scholars. There is no unified
treatment and definitions of these concepts. According to (Mir et al., 2014) a criterion for measuring
the success of a project varies and a general definition of project success and ways to assess it, is
therefore unlikely (Westerveld, 2003). In an extensive review of literature on project success (Müller et
al., 2012) concludes that no clear definition exists and stresses the need for measurable constructs of
project success.

There is no unique definition of project success so every project manager must develop their own
critical success factor (Calleam, 2020). Defining and agreeing upon project success criteria to make
project success measurable is a way to overcome the subjective interpretation of project success
(Müller et al., 2007) also Project success can be determined with achieving the success criteria defined
by the project team, end users, customers and stakeholders.

According to (Rodolfo, 2018), project success is gained when the project meets its objectives under the
pre-planned budget and schedule. Even if this evaluation criterion is common in many industries to

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measure project success, it is different for the development projects because, in the development
projects success is more than achieving schedule and budget goals, it includes meeting stakeholder
expectation and benefit. Measuring these criteria of project success is more difficult and some can only
be evaluated years after project completion. So, for many organizations, these types of evaluations are
unachievable due to lack of funding.

A difference must be made between project success and project management success before assessing
success. Project success is defined as achieving effectiveness (project deliverables achieved its
objective and meet stakeholder satisfaction), while project management success is defined as achieving
efficiency (how the project manages its resource to achieve its goal). According to (Bilir, 2022), Over
90% of studies, including studies like chaos report and scientific publication, project success and
failure considered the triple constraints (iron triangle) base. according to this criterion to be successful,
project must be on time, within budget and in specification. In addition, according to (Wang et al.,
2022), project is successful if it its completion is within the constraints of time, cost, and performance.

In project management, all projects builds upon a foundation called critical success factor (CSF) which
is a criterion a project needs to satisfy. They used as the definition of project success defined as cost,
schedule, scope, quality, and satisfaction. As stated by (Scott, 2013) the main pointer of success of the
project is encompassed of on time finishing of work, finish the work under predicted budget, and most
significantly meet the exact desire of customers. They are considered highly relevant and frequently
used in practice for assessing project success.

As (Shamim, 2022) defined the success factors of a project, there are three factors that determine the
success of a project: Quality, costs and time, also called the iron triangle. Since they can be easily
measured statistically, they are specific standards for measuring project success. This means Project
has to be completed within the predefined time schedule and budget, respectively measured by quality,
delivery time and costs. If one or more of these criteria are not met, project success is expected to be
lower (Willumsen et al., 2019).

These three project constraints were defined as follow by (Shamim, 2022; Iriarte et al., 2020):-
 Quality: Projects are formed to meet some predefined technical specification. Thus, measuring
success consider determining to what extent the project fulfills the predefined specification.
 Time: Projects are obliged to a time outline amid which they are to be completed. No projects
are planning to proceed until the end of time. Hence, one of the fundamental necessities that
12
 control project management and determine its success is whether it is completed on the pre-
planned schedule or not.
 Cost: Projects are obliged to a restricted budget; no company has boundless assets to spend on
projects. Projects moreover compete for assets between each other. In arrange to utilize
resources effectively projects must follow to confirmed budget. Hence, the second requirement
that control project management and determine its success is whether it is completed within pre-
planned budget or not.

2.5. Research Gaps

While project monitoring is crucial for successful project implementation, there is a notable lack of in-
depth research examining the specific monitoring practices and their impacts within regional
construction offices in Ethiopia, particularly in the West Guji Zone. Existing studies tend to focus on
broader aspects of project management without delving into the nuances of monitoring practices at the
regional level. This gap in the research leaves an important area unexplored - how the unique
challenges and contextual factors in regions like West Guji affect the effectiveness of project
monitoring and the resulting project outcomes.

The West Guji Zone, characterized by rapid development and infrastructural expansion, presents
distinct challenges such as resource constraints, logistical issues, and regulatory hurdles. However,
there is a scarcity of research examining how these specific challenges impact the implementation and
success of project monitoring practices. Understanding these localized issues is crucial for developing
tailored strategies that can enhance project success in such regions.

Previous research often lacks a detailed evaluation of the specific tools and techniques used in project
monitoring within the construction sector. There is a need for studies that analyze the practical
application and effectiveness of various monitoring tools, such as progress tracking, reporting, change
control, and documentation. By focusing on the West Guji Zone Construction Office, this study can fill
the gap by providing insights into which monitoring practices are most effective in the regional context
and identifying areas where improvements are needed. This targeted research will not only contribute
to the academic field but also offer practical recommendations for enhancing project monitoring and
success in similar settings.

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2.6. Conceptual Framework of the Study
The conceptual framework for the study illustrates the relationship between key project monitoring
practices and project success. This study identifies four independent variables: project progress
tracking, project progress reporting, project change control, and project documentation, each with
specific definitions, components, and hypotheses regarding their impact on project success. Project
progress tracking involves systematic recording and analysis against planned milestones, enhancing
success through timely corrective actions. Project progress reporting ensures stakeholder awareness and
informed decision-making via detailed reports and performance dashboards. Project change control
manages changes in scope, schedule, and budget to mitigate risks like scope creep and budget overruns.
Project documentation systematically records project information and lessons learned, facilitating
knowledge transfer and future planning. The dependent variable, project success, is defined by
achieving objectives within time, cost, and quality constraints, measured through metrics like
completion time, cost variance, and stakeholder satisfaction. Figure 2.1 reveals the conceptual
framework of this study, which correlate effective monitoring practices lead to successful project
outcomes by ensuring early issue detection, transparency, controlled changes, and comprehensive
documentation, specifically within the West Guji Zone Construction Office, offering insights to
improve project management practices.

Variable
Independent Independent

Project progressing practice Project progressing reporting

Project Success

Project change control Project documentation

Dependent

Figure 2.1: Conceptual framework of the study

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 CHAPTER THREE
RESEARCH METHODOLOGY
3.1. Introduction
This chapter outlines the research methodology employed to investigate the study, detailing the
strategies, procedures, and techniques used to identify, select, handle, and analyze information on the
topic of interest. Specifically, this section addresses the following key questions: what approach is used
to conduct the study, where the study is conducted (design), who constitutes the target population,
which sampling technique is employed, how data is collected or generated, and how data is analyzed.
Answering these questions enables the reader to critically evaluate the study's overall validity and
reliability.

3.2. Research Approach

As discussed by Kothari, (2004), research methodologies generally fall into two basic approaches:
quantitative and qualitative. Quantitative research focuses on quantifying phenomena and is suitable for
topics that can be measured in terms of quantity. On the other hand, qualitative research deals with
subjective phenomena, emphasizing qualities, meanings, and interpretations. In this proposal, the
research approach is a blend of both methodologies, leveraging their respective strengths to mitigate
weaknesses. According to Dahlan (2009) and Saunders et al. (2009), combining qualitative and
quantitative methods enhances the ability to address research questions comprehensively and increases
the trustworthiness of research findings.

The use of mixed methods in this study allows for a comprehensive exploration of project monitoring
practices (Kothari, 2004). Quantitative designs will be utilized to quantify aspects of project success
and monitor process efficiency, while qualitative methods provide deeper insights into the subjective
aspects of project monitoring practices in software development projects. This integrated approach will
aims to describe the current state of project monitoring in a nuanced manner, capturing both numerical
data and qualitative observations. By employing both quantitative and qualitative approaches, this
study will seeks to provide a holistic understanding of project monitoring practices and their impact on
project success within the context of software development projects.

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3.3. Research Design
A research design is a systematic approach that researchers use to conduct scientific studies. To ensure
reliable and accurate findings, the research design must align with the chosen type of research
methodology. Generally, research can be categorized into three main types of designs. According to
Shiu (2009) and Saunders (2003), these are exploratory, descriptive, and explanatory. Exploratory
research design is employed to investigate a topic or issue in order to gain a better understanding of it.
Descriptive research, on the other hand, provides a detailed portrayal of specific aspects of a situation,
social context, or relationship. Its primary objective is to outline the characteristics of a population or
phenomenon. Explanatory research extends beyond exploratory and descriptive phases to uncover the
reasons behind observed phenomena, aiming to identify causes and factors (Kothari, 2004).

In this study, the researcher aims to examine the current project monitoring practices within the agency
and their impact on project success. Therefore, the study employs a combination of descriptive and
explanatory research designs. The descriptive aspect focuses on detailing the existing practices of
project monitoring, providing a comprehensive overview of how projects are currently monitored
within the agency. Meanwhile, the explanatory component seeks to delve deeper into understanding
why certain monitoring practices contribute to or hinder project success. By utilizing both descriptive
and explanatory research designs, this study aims to provide a thorough analysis of project monitoring
processes and their implications for project outcomes within the specified context.

3.4. Target Population

The target population in research denotes the group to which study findings are intended to apply
broadly (Schutt, 2011). In this study, the target population will encompasses current employees of the
West Guji Construction Office, situated in Bule Hora town, Ethiopia. This office plays a crucial role in
overseeing infrastructure projects within the West Guji Zone. As primary stakeholders responsible for
project monitoring practices, these employees provide firsthand insights into the implementation and
challenges of monitoring construction projects in this regional context.

Focusing on the staff of the West Guji Construction Office allows the research to delve into the
intricacies of project monitoring within the specific socio-economic and infrastructural landscape of the
West Guji Zone. By examining their experiences and perspectives, the study will aims to gain a
comprehensive understanding of how project monitoring practices influence project outcomes in
regional construction settings. Insights gathered from this targeted investigation will inform broader
16
conclusions and recommendations applicable not only to the West Guji Zone but also to similar
regional construction offices across Ethiopia, enhancing project management practices and outcomes in
the sector.

3.5. Sampling Techniques and Sample Size

3.5.1. Sampling Techniques
In this study, both probability and non-probability sampling techniques will be utilized. Among the
probability sampling methods, stratified random sampling is considered particularly advantageous
when dealing with heterogeneous populations. This approach involves dividing the entire
heterogeneous population into distinct, homogeneous groups known as strata, with each group
internally consistent. Units are then randomly selected from each stratum. For this research, the target
population will be categorized into four strata based on organizational departments assumed to be
directly involved in project monitoring practices. Samples will be selected from each stratum in
proportion to their representation within the total population, ensuring that the study adequately
represents all relevant departments. By employing stratified sampling, the study will aims to achieve a
balanced representation across different organizational units involved in project monitoring at the West
Guji Construction Office.

3.5.2. Sample Size

The study will employ a basic proportional sampling method to select its sample. This approach is
chosen for its simplicity in assembling a representative sample that avoids subjective biases, allowing
for valid generalizations to be drawn about the population under study. The selection of an appropriate
sample size is crucial, influenced by the specific requirements of the research. To get target participant
(respondent) for this findings, the researcher will be opted to use Yamane's (1967) formula to
determine the sample size. This formula is:-
𝑁
𝑛= …………… (3.1)
1+𝑁×(𝑒)2
Where, 𝑛 -The required sample size
𝑁 - The population size of the case company
𝑒 - the acceptable sampling precision
This formula provides a straightforward calculation based on a desired confidence level of 95% and a
precision level of 5%, ensuring the study's findings are statistically reliable within these parameters.

17
3.6. Types and Source of Data
The proposed study will employ a dual approach by utilizing both primary and secondary data sources.
Secondary data will play a crucial role in establishing a comprehensive background in the field of
project monitoring practices. Through a review of academic literature and industry reports, researchers
will contextualize their study within existing knowledge, identifying gaps and areas necessitating
further investigation. This secondary data will provide a broad understanding of historical
developments and current practices in project monitoring.

Concurrently, primary data collection from employees at the West Guji Construction Office will be
central to achieving the study's specific objectives. This firsthand data will offer detailed insights into
the implementation of project monitoring practices within the regional context. Integrating secondary
and primary data through a mixed-methods approach will enhance the study's validity and applicability.
It will enable researchers to develop nuanced insights into project monitoring within the West Guji
Construction Office, thereby facilitating meaningful recommendations for improving project outcomes
in similar regional settings.

3.7. Method of Data Collection/Instrument

For this study development, two techniques of data collection will be utilized.

3.7.1. Questionnaire method

The primary data collection method chosen for this study is the close-ended Likert-type questionnaire,
which is well-suited to the research objectives due to its ability to systematically collect and analyze
data from the target population. This structured approach allows for efficient administration to multiple
respondents simultaneously, accommodating the dispersed nature of employees within the West Guji
Construction Office. Its cost-effectiveness and time efficiency make it a practical choice for gathering
quantitative insights into project monitoring practices and their effects on project success.

3.7.2. Document review method

The document review will focus on analyzing relevant organizational records, reports, and archival
materials from the West Guji Construction Office. This may include project progress reports,
monitoring and evaluation documents, budgetary records, and any other internal documents that can
offer insights into the project monitoring practices and their outcomes within this regional office.
Furtherly, this document review will provide historical context and allow the researchers to analyze

18
trends and patterns in project monitoring and success over time within the West Guji Construction
Office.

3.8. Method of Data Analysis

The study will employs a methodological framework that integrates descriptive statistics and multiple
regression analysis to thoroughly analyze the collected data. Initially, demographic variables will be
examined through frequency distributions and percentage calculations, providing insights into the
composition of the sample and allowing for potential subgroup comparisons. Subsequently, descriptive
statistics will be applied to assess data concerning project monitoring practices and their impact on
project success, offering insights into the general perceptions, attitudes, and experiences of
respondents.

To explore the relationship between project monitoring practices and project success more deeply,
correlation coefficients will be calculated. Additionally, multiple regression analysis will be employed
to model how various aspects of project monitoring influence overall project success, identifying the
relative importance of each monitoring practice in explaining variations in project outcomes.
Ultimately, by integrating descriptive statistics and multiple regression analysis, this study aims to
provide practical insights and recommendations for enhancing project management practices within the
West Guji Construction Office and similar regional settings.

3.9. Model Specification

Ordinary least square (OLS) regression will be used to analyze the output. The goal of this regression
will be to determine how much the independent variable explained the dependent variable.
Respondents' opinions will be measured for both financial and market performance as part of
regression between new products (independent variable) and Project Success (dependent variable). The
regression analysis yielded the following results.
𝑌 = 𝛽0 + 𝛽1𝑋1 + 𝛽2 𝑋2 + 𝛽3 𝑋3 + 𝛽4 𝑋4 + 𝜀𝑖 ..................…..… (3.1)
Where Y is the dependent variable which is explained variables X1 to X4 and εi is an error term
specifically, the model for this study can be expressed as follows:
𝑂𝑃 = 𝛽0 + 𝛽1𝑆𝑆𝑃 + 𝛽2𝐶𝑅 + 𝛽3𝐼𝑄 + 𝛽4𝑅 + 𝜀𝑖 ……………… (3.2)

19
3.10. Consideration of Ethics
As noted by Kimmel (1998), researchers bear the responsibility of upholding ethical standards
throughout their studies. To ensure the protection of participants' rights and welfare in this study,
several measures will be implemented during both its preparation and execution. The researcher will
maintain transparency and honesty with all respondents, ensuring no deception occurs.

20
 CHAPTER FOUR
WORK PLAN AND BUDGET BREAKDOWN
4.1. Work Plan of the Study
Table 4.1: Work plan of the study
Time Distribution in month of 2024 year
No Details/Task Components
Apr May June July Aug Sep Oct Nov
1. Reviewing the related literature
2. Clarifying title and problem of the
study
3. Preparing the research proposal
4. Data collection and Analysis
5. Discussions and summarizing the
findings
6. Final paper submission and
defense

4.2. Estimated Study Budget

Table 4.2: Estimated Study Budget

No Study activity budget Price/Units Cost( ETB)

Photocopy and Paper 950/packet
1. Items from Stationary Pen and writing item birr/item 5540
CD & Flash Disc-2 400
West Guji Zone (550 + 300)ETB
Data collection per office plus other office
2. 2250
Logistics expenses Site of (450 + 650)ETB
construction
3. Transportation cost 2,000
4. Internet and Mobile card expense Package/Birr 1,300
5. Miscellaneous expense Birr 5,700
Total cost 16,790

21
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