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