Summary
This chapter presented the results and discussion of the two-round Delphi study. Also presented are the demographic characteristics of the experts. Ninety-eight attributes categorized into seven main factors achieved consensus at the end of the second round of the Delphi study. These main and sub-attributes would influence the modification of the holistic conceptual 1M&E model for the Ghanaian construction industry. It was, however, indicative that the Ghanaian construction industry lacks a policy framework for project delivery and, as such, there is an urgent need for an M&E policy framework for the Ghanaian construction industry. It is also confirmed from the study that M&E practice in the Ghanaian construction industry is influenced by the involvement of key stakeholders, the M&E budget allocation, technical capacity, communication and the leadership role. Consensus was achieved on some challenges outlined amongst the 11 experts empanelled. Regarding the relationship between M&E and project success, experts largely agreed that there is a significant relationship suggesting effective M&E will lead to project success.
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Page numbers in italics refer to figures and those in bold refer to tables.
Abdul-Rahman, H. 8
Abrahams, M. A. 144, 182
Abu Bakar, A. H. 88-89, 101
Act 581 of 2000 161
activity monitoring 14, 15; see also process monitoring
Adair,]. 116
Adinyira, E. 157
Adriaanse, A. 24
Africa, monitoring and evaluation in
136-137
African Evaluation Association (AfrEA) 137
Agapitova, N. 76
Ahadzie, D. K. 157, 160
Aigbavboa, C. 26, 90, 159, 166-169
Ajam, T. 144
Akintona, R. 100
Alibakhshi, D. 110
Al-Jibouri, S. H. 22
Alkin, M. C. 55-58, 61
Allen-lle, C. 13
Amanchukwu, R. N. 108-109
Amankwah, O. 157
Amaratunga, D. 4
Ametepey, O. 159
Ametepey, S. O. 159
Ameyaw, C. 158
Amoah, P. 157, 159
Amoah, R. O. 159
Amos, D. 157
Anaman, K. A. 156
Ansah, K. 159
Anumba, C. J. 169
Anvuur, A. 155, 158
Arain, F. 3
Archer, M. M. 117
Architectural and Engineering Services Limited (AESL) 161, 164
Arditi, D. 23
Arevalo, M. 167
Aristotle 94; model of communication 94, 94
Asamoah, R. O. 159
Ashiboe-Mensah, N. A. 157
Assah-Kissiedu, M. 159
Ataie, S. 110
Athos, A. G. 116
Auma, E. 138
Auriacombe, C. 27
Australia: philosophical basis and policy for M&E in 130-132; public service in 129
Australian construction industry: output, size and share of GDP 131; overview of 129-130
autocratic/authoritative leadership style 109 Avolio, B. J. 107, 109
awareness creation, as function of communication in M&E 96
Ayarkwa, J. 157
Ayman, R. 114
Badom, L. N. 26, 47
Badu, E. 159
Baiden, B. K. 159
Balance Scorecard (BSC) 4
Ballan, S. 97
Bamberger, M. 13, 27
Bank of Ghana 157
Barasa, R. M. 21
barriers: to effective construction project M&E implementation in Ghana 168-169; to effective monitoring and evaluation leadership 116-118; to monitoring and evaluation communication 99-100
Basheka, B. C. 137
Bass, B. M. 107, 108-109, 116
Batool, B. F. 119
Behrens, J. 76
beneficiary monitoring 15
Bennis 107
Berio, David 94-95,95
Bernard 107
Bhatti, N. 108
Bikitsha, L. 117
Bohn, J. S. 98
Bourne, L. 167
Bowen, P. 143
Briceno, G. 40
British Gas (OFGAS) 130-131
British Telecommunications (OFTEL) 131
Brown, M. 37
Bryant, D. 24
Bryce, P. 34, 70
building information modelling (B1M)
3,6-7, 23
bureaucratic leadership style 110-111
Burns 107
Byamugisha, A. 137
Cameron, J. 19, 26
Campbell, Donald 58
Carden, F. 56-57, 61
Carillo, P. M. 169
case study 177-190; Delphi-specific objectives 179-190; demographic characteristics of experts 179
Cattell, K. 143
Cavana, R. Y. 73
Centre for Scientific and Industrial
Research (CSIR) 148
challenges: in construction project M&E in Kenya 140-141; in construction project M&E in South
Africa 147-148
Chaplowe, S. G. 27,40
charismatic leadership style 111
Chartered Institute of Building (CIOB) 116-117
Chemers, M. M. 107
Chen,J.-C. 23
Chen, Z. 23
Cheng, M.-Y. 23
Chileshe, N. 157
Chipato, N. 13
Christie, C. A. 55-56, 58
CIA Fact Book 152
Clark, H. 38, 59, 77
cluster or sector evaluation 18
Cock, Thomas 58 Colby, D. C. 38, 77 Coleman, J. W. 8 Collins, E. 38, 77 communication: Aristotle’s model of 94, 94; David Berio’s S-M-C-R model of 94-95, 95; defined 88-89; functions of 95-97; group 91; interpersonal 90-91; intrapersonal 90; Lasswell's model of 92-93, 93; mass 91; in monitoring and evaluation 87-102; Osgood-Schramm’s model of 93,93-94; overview 87-88; Shannon and Weaver’s model of 92, 92; as a twin process 89; types of 89-91; understanding monitoring and evaluation 88-95 communication models 91-95;
Aristotle’s model of communication 94, 94; David Berio’s S-M-C-R model of communication 94-95, 95; Lasswell’s model of communication, 1948 92-93, 93; Osgood-Schramm’s model of communication 93, 93-94; Shannon and Weaver’s model of communication, 1948 92, 92 compliance monitoring 15 computer-aided design (CAD) 23 conceptual 1ME model: for construction project delivery 69-81; latent variables and measuring constructs of 79-80
conceptual or narrative framework 37-38
Constantin, D. 108-109 construction industry: outlook of Kenya 137-138; outlook of South Africa 142-143; professional ethics in 7-8 Construction Industry Development Board (CIDB) 142,145, 147
Construction Industry Indicators (CII) 147 Construction Products Association (CPA) 129
construction project delivery: conceptual IME model for 69-81; integrated M&E conceptual model for 78
construction project M&E: in Kenya 140; practice in Ghana 159-163; use of information communication technology (ICT) in 97-98 context, input, process and product (CIPP) model 58, 65-66
context (situation) monitoring 15 continuous professional development (CPD) 7
Cook, T. 58
County Integrated Monitoring and Evaluation System (CIMES) 139
Cracknell, B. E. 128-129,132-133 Crawford, L. 26 Crawford, P. 34, 70
criteria for assessing quality of a M&E system 42-43
critical path method (CPM) 22-23
Dadzie, J. 159
Dahiya, R. 118, 188
Dainty, A. 88,90, 94, 99-100
Danso, H. 159
Dansoh, A. 157
Darko, E. 155
Darun, M. R. 108 Davenport, T. 169 David Berio’s S-M-C-R model of communication 94-95,95
Decardi-Nelson, 1. 159
Delphi study: critical challenging factors influencing M&E in GO 188-189; GO and its relationship with M&E determinants in other countries 182-188; impact of M&E determinants on project delivery in GO 189-190; main factors and sub-attributes determining M&E in GO 182-188; need for and relevance of M&E in GO 180-182 democratic leadership style 109-110 Department for Planning, Monitoring and Evaluation (DPME) 144, 148 developed countries 127-134;
Australian construction industry 129-130; findings and lessons learnt 134; monitoring and evaluation in public sector 132-133; monitoring and evaluation policy challenges in 133; overview 127-129; philosophical basis and policy for M&E in United Kingdom and Australia 130-132; United Kingdom construction industry 129
developing countries: Kenya 137-141; monitoring and evaluation in Africa 136-137; overview 136; South Africa 141-149
Dewalkar, S. 160
DewuIf, G. P. 99
Diallo, A. 27
Djokoto, S. D. 159
Driskell, J. E. 76
drones 3, 6
Dukerich, J. M. 115
Dunn, M. 24
education and training, as function of communication in M&E 96-97
Edwards, P. 143
effective monitoring and evaluation leadership 118-119
Ehrlich, S. B. 115
Elazouni, A. 22
Electricity Company of Ghana (ECG) 73 Elias, A. A. 73
emerging trends in project monitoring and evaluation 5-7
Emmitt, S. 89-90, 166
Engela, R. 144
Ephson, B. 157
Eresia-Eke, C. 13
ethics 7-8
ethnographic evaluation model 67-68
EuropeanUnion (EU) 129
evaluation 14-18; approaches for the 21st Century 65; need for 18; types of 17—18
evaluation models: classification of 64-68; context, input, process and product (CIPP) model 65-66; evaluation approaches for the 21st Century 65; Evert Vedung’s classification 64-65; Cuba’s ethnographic evaluation model 67-68; Patton’s utilization-focused evaluation model 67; Scriven’s goal-free evaluation model 66-67; Stake’s responsive evaluation model 67; Stufflebeam’s classification 65
Evaluation Roots: An International Perspective 57
evaluation theory 55-59; evaluation theory tree 53, 55-57, 56; method perspective 57-58; use perspective 58-59; value perspective 58
evaluation theory tree (ETT) 53, 55-57, 56
evolution tree of leadership theory 112
Eyiah-Botwe, E. 162
FAO 45
Fetter, R. 108
Fewings, P. 4
Fiedler, F. E. 107
Field, R. H. G. 116
Financial Management Initiative (FM1) 129
financial monitoring 15 five-factor conceptualized 1ME model 69-81; IME model justification 78-80; key determinants of effective monitoring and evaluation 71-76; overview 69-71; proposed IME conceptual model 76-77; structural components and specification of 77-78; theoretical underpinning of 77
France, S. H. Ill
Frankel, N. 38,47, 76
Freeman, R. E. 61, 73 French, J. R. 113 Fugar, F. D. K. 157,159
Gabriel, K. 65
Gadzekpo, A. 157 Gage, A. 24, 38, 76 Gardner, J. 107 Gastil, J. 109
geographical information systems (GIS) 3,6, 7, 23
“GETFund Review and Outlook (2000-2009)" report 162
Ghana: Act 581 of 2000 161; Architectural Engineering Service Limited (AESL) 154; barriers to effective construction project M&E implementation in 168-169; construction project M&E practice in 159-163; Ghana Education Trust Fund (GETFund) 47,160-162, 164, 168; Local Government Act, 1993 (Act 462) 158, 162; Local Government Service 164; map of 153; M&E regulatory policy in 163-165; metropolitan, municipal and district assemblies (MMDAs) 162-163; Ministry of Finance and Economic Planning (MoFEP) 161; Ministry of Transport (MoT) 153; Ministry of Water Resources Works and Housing (MWRWH) 153, 161; National Development Planning Act, 1994 (Act 479) 163; National Development Planning (System) Act, 1994 (Act 480) 163; National Development Planning Commission (NDPC) 152, 158; project management consultants (PMCs) 160; Public Procurement Act 663 of 2003 154; Public Works Department (PWD) 161; Regional Coordinating Council (RCC) 158; relative share of the construction sector to GDP 155; State Construction Corporation (SCC) 154; trend outlook of cement production in 156
Ghana Education Trust Fund (GETFund) 47,160-162, 164,168
Ghana Highway Authority (GHA) 154 Ghanaian construction industry (GO) 153; barriers to project M&E implementation in Ghana 168-169; challenges of 156-159; construction project M&E practice in Ghana 159-163; critical challenging factors influencing M&E in 188-189; economic challenges 157; impact of M&E determinants on success of project delivery in 189-190; implementation of M&E systems in 165-167; industry challenges 156-157; knowledge management in M&E of projects 169; M&E regulatory policy in Ghana 163-165; need for and relevance of M&E in 180-182; overview 152-159; and practice of M&E 152-170; progress reporting 166-167; project management and implementation challenges 157-159; significance of 154-156; site meetings 166; site visit and inspection (supervision) 165-166; stakeholders involved in M&E in 167-168
Ghana Institute of Architects (GIA) 178-179
Ghana Institution of Engineers (GhIE) 178-179
Ghana Institution of Surveyors (GhIS) 178 Ghana M&E Forum (GMEF) 137 Ghana Poverty Reduction Strategy
(GPRS 11) 163
Ghana Statistical Service 152
Ghana Water Company Limited (GWCL) 73
global positioning system (GPS) 23,89,98 goal-free evaluation model 66-67
Goh, H. 102
Goh, K. 102
Goh Yuan Sheng, V. 108
Gorgens, M. 43, 45
Gorse, C. A. 166
Goudarzi, M. M. 110
“the Great Society" 54
group communication 91; see also team communication
Guba 67-68
Gudda, P. 13,17, 24
Guijt, 1. 40,44, 167
Gunnarsson, H. G. 23
Gyadu-Asiedu, W. 159
Hall-Taylor, B. 117
Hammond, A. 24
Hardlife, Z. 39, 70
Harris, F. 22
Hashmi, M. A. 108
Hegab, M. Y. 23
Hewitt, E. 13
Hoezen, M. E. L. 99
Hogan, R. L. 65-66
Hovland 88
Hudson, A. M. 65
Human Settlements Vision 2030 143
Hummelbrunner, R. 128
Husain, Z. 99
Hwang, B. G. 4, 74, 187
Idoro, G. 1. 160
Igbokwe-Ibeto, C. J. 5
lie, 1. U. 13, 23-24, 33,45
implementation-focused M&E system 41
implementation monitoring 14
Independent Evaluation Group (1EG) 36-37,45
information communication technology (ICT) 97-98
information sharing, as function of communication in M&E 96 Interim Poverty Reduction Strategy Paper
(I-PRSP) 139
International Construction Market Survey 137
International Federation of Red Cross and
Red Crescent Societies (1FRC) 13-14, 17-18
International Fund for Agricultural
Development (IFAD) 42-43
International Monetary Fund (IMF) 139
interpersonal communication 90-91
intrapersonal communication 90
Iqbal, N. 119
Iravo, M. A. 19, 140
Jacob,U. 97
Janis 88
Jermier, J. M. 115
Johnson, D. G. 8
joint evaluation 17
Just-in-Time (JIT) model 4
Kamau, C. G. 54, 69, 181
Kanda, E. 71, 100
Kant, S. 76
Katz, 1. 57
Kelley 88
Kemp, J. 108
Kenya 136, 137-141; Central Project Planning and Monitoring Units 139; challenges in construction project M&E in 140-141; construction industry outlook of 137-138; construction project M&E in 140; County Integrated Development Plans (ClDPs) 139; findings and lessons learnt from 141; map of 138; MED 139; Medium-Term Plans (MTP) 139; M&E regulatory policy in 139-140
Kenya National Highways Authority 140 Kenyan Vision 2030 139
Kerr, S. 113, 115
Key Performance Indicators (KPI) 4 Khalaf, B. 114
Khumalo, J. 143
Kiarie, A. W. 140
Kibebe, L. W. 54 Kirnweli, J. M. 70 King, A.S. 115 Klynveld Peat Marwick Goerdele (KPMG) 166
knowledge management (KM): effective M&E 170; in monitoring and evaluation of projects 169
Kolzow, D. R. 118
Kong, S. C. W. 23
Kontoghiorghes, C. 76
Korabik, K. 114
Koulivand, A. 110
Kpentey, B. 155
Kuhnert, K. W. 109
Kumaraswamy, M. M. 22, 155
Kusek, J. Z. 14, 19-20, 24, 38,41, 43-44, 45
laissez-faire leadership style 110
Laryea, S. 158
Lasswell’s model of communication, 1948 92-93, 93
leadership: achieving effective monitoring and evaluation 118-119; attributes 186; catalogue of leadership definitions 107; competencies 106; defined 107; styles 108-111
Leadership and Performance Beyond Expectations (Bass) 116
leadership styles: autocratic/authoritative leadership style 109; bureaucratic leadership style 110-111; charismatic leadership style 111; democratic or participatory leadership style 109-110; laissez-faire leadership style 110; transactional leadership style 109; transformational leadership style 108-109; types of 108-111 leadership theories: an evolution tree approach 111-116; anti-leadership era 115; behavior era 113; contingency era 114; culture era 115-116; evolution tree of 112; influence era 113; personality era 111-112; situation era 114; transactional era 115; transformational era 116
Lewis, P. 109
Li, X. 23
Liguyani, P. 139
Lim, E. S. J. 4, 74, 187
Lipsey, M. W. 61
Local Government Act, 1993 (Act 462), Ghana 158, 162
Local Government Service, Ghana 164 logical framework 34-36 low- and middle-income countries (LMIC) 56-57, 61; summarized evaluation approaches in 57
Lowe, A. 155
Luthra, A. 118, 188
MacKenzie, S. B. 108
Mafini, C. 142-143 Maitlo, G. M. 108 Male, S. 155 Mamafha, K. 117 Margoluis, R. 37 “Market Testing" initiative 131 Mashiane, J. 143
mass communication 91
Mathews, J. M. 65 Mavimbele, B. 166 Mazhar, N. 3
McCall, M. W. 114
McCoy, K. L. 55
McGregor, D. 113
MeindlJ.R. 115
Mensah, S. 158
meta-evaluation 18
metropolitan, municipal and district assemblies (MMDAs) 154, 160, 162-163
Miner, J. B. 115
Ministry of water resources works and housing (MWRWH), Ghana 153, 160-161, 164
Mohamed, H. B. 54, 69, 181
monitoring 12-14; common types of 15;
types of 13-14; see also specific types monitoring and evaluation (M&E)
18-20; in Africa 136-137;
approach, methods, tools and techniques of 20-23; approach to M&E attributes 185; aspects of communication in 87-102;
availability, need for and relevance of 181; benefits of effective 25-26;
budgetary allocation and logistics attributes 183; challenges to 26-28, 28; challenges to effective M&E attributes 189; complementary roles of 20; components of 46; determinants of effective 71, 72; differences between 21; effective communication attributes 186;
effective M&E factors 182; flow chart of 42; functions of communication in 95-97; indicators 24-25; key determinants of effective 71-76; leadership attributes 186; as performance management tool 4-5; political influence attributes 184; process and linking to project strategy and operations 44; project success indicators 190; in public sector 132-133; stakeholders’ involvement attributes 183;
steps in designing, building and sustaining a results-based 43; steps in developing framework 38-39; technical capacity and training attributes 185
monitoring and evaluation challenges: organizational-level challenges 26-27, 28; project-based challenges 27, 28; technical-based challenges 27, 28
monitoring and evaluation communication: achieving effective 100-102; barriers to 99-100; benefits of 98-99; communication models 91-95; education and training 96-97; functions of 95-97; ICT in construction project monitoring and evaluation 97-98; information sharing and awareness creation 96; persuasion 97; types of communication 89-91; understanding 88-95 monitoring and evaluation indicators 23-24; types of 24-25
monitoring and evaluation leadership: achieving effective 118-119; barriers to effective 116-118; leadership theories 111-116; overview 106-107; perspectives in 106-119; types of leadership styles 108-111
monitoring and evaluation (M&E) models: classification of 64-68; overview 64
monitoring and evaluation plan 47-48 monitoring and evaluation regulatory policy: in Ghana 163-165; in Kenya 139-140; in South Africa 143-144
monitoring and evaluation system and framework 39, 39-41; category one 45-46; category three 47; category two 47; components of 45-47; conceptual or narrative framework 37-38; criteria for assessing quality of 42-43; implementation-focused 41; logical framework 34-36; monitoring and evaluation plan 47-48; overview 33-34; results-based 41-42; results framework 36-37; steps in developing 38-39, 43-44; types of a monitoring and evaluation system 41-42
monitoring and evaluation theory 53-61; defined 54; evaluation theory 55-59; monitoring and evaluation theory defined 54; overview 53-54; program theory 60-61; review of 54-59; theory of change (ToC) 59-60
Moorman, R. H. 108 Moronge, M. 76,140-141 Motingoe, R. S. 43 Mtshali, Z. 45
Mugambi, F. 71, 100 Mugo, P. M. 70, 141
Muiga, M. I. J. 71
Mulama, K. 139-140
Mulandi, N. M. 71, 187
municipal, metropolitan and district assemblies (MMDAs) 73, 152, 154,158, 160,162-165, 168-169, 178-179
municipal infrastructure project implementation in South Africa 145
Muriithi, N. 26
Murray, M. 101
Musiega, D. 139
Musomba, K. S. 69
Mwangi, J. K. 70,140
Mwangu, A. W. 19, 140
Mwirigi, P. W. 54
My rick, D. 128
Nanjundeswaraswamy, T. S. 108
Nasaruddin, N. A. N. 117
Nassar, K. M. 23
National Development Planning Act, 1994 (Act 479) 163
National Development Planning (System) Act, 1994 (Act 480) 163
National Development Planning
Commission (NDPC), Ghana 152, 158,162-164
National Integrated Monitoring and
Evaluation System (NIMES) 139 need for and relevance of M&E in the
Ghanaian construction industry 180-182
Newton, B. J. 57
“Next Steps” initiative 131
Ngomane, N. 117
NORAD 35
Norouzi, N. 101
Odediran, S. 100
Ofori, G. 117,155-157
Ofori-Kuragu, J. K. 157,159
Ogolla, F. 76, 140-141
Ohemeng-Ababio, E. 159
Oke, A. 166
Oleche, M. O. 70,141
Ololube, N. P. 108
Olomolaiye, P. 160
Oloo, D. O. 71
Omonyo, A. B. 25,33,47, 58, 64
Onjure, C. O. 140
organizational-level challenges 26-27, 28
organizational monitoring 15
Osei, V. 155
Osei-Amponsah, C. 156
Osei-Tutu, E. 158
Osgood-Schramm’s model of communication 93, 93-94
Otieno, F. A. O. 13, 21, 96
Otoo, S. 76
Otter, A. 89-90
Owusu-Manu, D. G. 157
Papke-Shields, K. E. 25
Paris Declaration on Aid Effectiveness 76
Parliamentary Act 38 145
participatory leadership style 109-110 Pascale, R. T. 116
PATH 37
Patton, M. Q. 27, 59,67,68
Peansupap, V. 97
Peniel Ang, S. 102
performance management tool: monitoring and evaluation as 4-5 perspectives in monitoring and evaluation leadership 106-119
persuasion, as function of communication in M&E 97
Perumal, V. R. 88-89, 101
Phaniraj, K. 22
Pietroforte, R. 89
Pillay, P. 142-143
Pinto, J. K. 5
Podsakoff, P. M. 108
Poku, S. E. 23
Pramod, M. 22
Prennushi, G. 24
process monitoring 14; see also activity monitoring
process (activity) monitoring 15 professional ethics in construction
industry 7-8
professionalism 7-8 program theory 60-61 progress monitoring system (PMS) 23 progress reporting 166-167 project-based challenges 27, 28 project management 3-9; defined 4;
emerging trends in project monitoring and evaluation 5-7; M&E as a performance management tool 4-5; overview 3-4; professional ethics in construction industry 7-8; project performance management 4
Project Management Body of Knowledge (PMBOK) 20
project management consultants (PMCs) 160
Project Management Institute (PMI) 4, 20, 73
project monitoring and evaluation: Building Information Modelling (B1M) 6-7; drone and unmanned aerial vehicles (UAVs) 6; emerging trends in 5-7; geographic information system (GIS) 3, 6, 7, 23 project monitoring and evaluation research 12-29; approach, methods, tools and techniques of M&E 20-23; benefits of effective monitoring and evaluation 25-26; challenges to monitoring and evaluation 26-28; evaluation 14-18; monitoring and evaluation 18-20; monitoring and evaluation indicators 23-24; overview 12-14; types of monitoring and evaluation indicators 24-25
project performance management 4 Proverbs, D. G. 160 Prusak, L. 169
Public Procurement Act 663 of 2003, Ghana 154
public sector: monitoring and evaluation in 132-133; origin of M&E and 54; in the UK 132-133
Punia, B. 76
PwC6
Rahman, 1. A. 117
Rao, V. 27
Rasli, A. 114
Raven, M. 57
Ray, 1. A. 110
Ray, S. 110
real-time evaluation 18
responsive evaluation model 67 results-based M&E system 41-42 results-based monitoring 14 results framework 36-37 results monitoring 15
Reymen, 1. 99
Rist, R. C. 14, 19-20, 24, 38,41,43-44
Roberts, S. 143
Robinson, H. S. 169
Rodenburg, E. 24
Rogers, P. 55, 59,128
Romans, Michael 117
Rosenthal, R. 7
Rosnow, R. L. 7 Rossi, Peter 58, 61 Rouzbahani, M. T. 110 Rubio, G. 24
Sacks, R. 23
Saladores, K. 167
Salafsky, N. 37
Salem, O. A. 22
Sarda, A. 160
Schein, E. H. 116
Schiavo-Campo, S. 24 Schriesheim, S. 113 Scriven, Micheál 58, 66-67, 68 Seasons, M. 27, 70 Senior, B. A. 98 Shadish, W. R. 55,57 Shaikh, F. M. 108 Shaikh, N. 108 Shannon, Claude 92 Shannon and Weaver’s model of commu-nication, 1948 92,92
Shapiro, J. 55
Shinkfield, A. J. 14, 16, 18
Shona, B. 57
site meetings 166
site visit and inspection (supervision) 165-166
Six-Sigma 4
Skitmore, M. 8
Skype 91
Slevin, D. P. 5
small-scale building contractors (SSBCs) 158
Soutar, G. N. 108
South Africa 136, 141-149; challenges in construction project M&E in 147-148; C1DB 145-147; comprehensive infrastructure delivery implementation framework 146; Construction Industry Development Board (C1DB) 142; construction industry outlook of 142-143; Department for Planning, Monitoring and Evaluation (DPME) 144; Department of Provincial and Local Government (DPLG) 145; Department of Public Works 145; Department of Transport (DoT) 145; findings and lessons learnt from 148-149;
Government-Wide Monitoring and Evaluation System (GWM&ES) 144; Human Settlements Vision 2030 143; map of 142; M&E regulatory policy in 143-144; municipal infrastructure project implementation and M&E in 145; National Treasury 145; Public Service Commission (PSC) 144
South African Construction 142
South African Construction Industry Development Board (SACIDB) 136, 145-147, 148
South African Council for Scientific and Industrial Research (CS1R) 147
South African Monitoring and Evaluation Association (SAMEA) 144
South African Public Works Department (PWD) 147
Srinivasan, V. 22
Stake, Robert 58, 67-68
Stanford Research Institute (SFI) 73
Stanley, G. J. 108
Statistics South Africa 142
Stein, D. 60
Stem, C. 37
Stufflebeam, Daniel 14, 16, 18, 64-66, 68
Subbarao, K. 24
substitute period 115
Suchman, Edward 58
Sultana, U. S. 108
Sunjka, B. P. 97
sustainable development goals (SDGs) 41
Sutton, J. 155
Swamy, D. R. 108
Swanberg-Mee, A. 98
Tache, F. 13, 16-17, 19
Talal Ratyan, A. 114
Taplin, D. H. 38,59,60, 77,80
team communication 91; see also group communication
technical-based challenges 27, 28 Teizer, J. 98
Tengan, C. 26,90, 167-169
Thatcher, Margaret 129
theorist 56
theory-based evaluations 61 theory of change (ToC) 59-60;
schematic depiction of 60
Thuillier, D. 27
Titrek, O. 117
Toh, S. 102
Toor, S. R. 117
Total Quality Management (TQM) 4 transactional leadership style 109 transformational leadership style 108-109
Tuuli, B. 159
Uitto, J. 61
Umhlaba Development Services 40
UNAIDS 45
UNDP 34, 38
United Kingdom (UK) 129; philosophical basis and policy for M&E in 130-132; public-sector investment in 128
United Kingdom construction industry: composition of 130; overview of 129
United Nations 136
United Nations Development Programme (UNDP) 39, 75-76
United Nations Population Fund (UNPF) 45
unmanned aerial vehicles (UAVs) 3, 6
USAID 35, 36
utilization-focused evaluation model 67
Vai, C. 108
Valters, C. 60
Van Seters, D. A. 115
Vedung, Evert 64-65, 68
Vee, C. 8
Vroom, V. H. 107
Walker, D. H. 97
Wanjira, J. 141
Wanyoike, D. 140
Wanyoike, D. M. 140
“war on poverty” 54
Weaver, Warren 92
Weiss, C. H. 59
Wilbur, Schramm 93
Windapo, A. O. 100, 143
Woodhill, J. 40, 44
Woodward, R. 24
Woolcock, M. 27
World Bank 13,35, 36,139,142,153,167
World Health Organization (WHO) 118
Worthen, B. R. 64, 65,68
Yao, L. 108
Yeh, A. G. 23
Yirenkyi-Fianko, A. B. 157
Yong, L. 23
Yuki, G. 107
Zhou, G. 39, 70
