MONITORING AND EVALUATION SYSTEM AND PROJECT

SUCCESS

A CASE STUDY OF UNFPA RWANDA

Lucie MASUDI

MBA/0320/12

A Research Project Submitted in Partial Fulfillment for the Award of a

Degree in Master of Business Administration (Project Management Option) of
Mount Kenya University

APRIL, 2015
 DECLARATION

This research study is my original work and has been presented to any other institution.
No part of this research should be reproduced without the author’s consent or that of
Mt Kenya University.

Student name: MASUDI YOHARI LUCIE

Sign……………………………………Date…………………….

Declaration by the supervisor(s)

This research has been submitted with my approval as the Mt. Kenya University
Supervisor.

Name: Dr Alfred OTARA

Sign………………………………............Date……………………

i
 DEDICATION

To my Lord Jesus Christ, my husband, children, parents, brothers, sisters and friends for
their moral and financial support during the tiring moment of the study.

ii
 ACKNOWLEDGEMENTS

First of all, I give glory to the almighty God who redeems my life from pit and crown me
with steadfast, grace/mercy and make all things possible.

I am deeply indebted to my supervisor, Dr Alfred OTARA for his intellectual guidance

and research skills that enable me to finish my research work. Thanks a lot.

Special thanks go to Mount Kenya University, Kigali Campus and all their lectures for
equipping me with the knowledge that enable me to succeed this thesis.

My sincere gratitude and appreciation go to UNFPA Rwanda which allowed me working

with their staff during research.

Finally I owe my deepest sense of gratitude to my fellow classmates for their assistance
and encouragement during the two years of studies.

My heartfelt thanks go to my mother, all my sisters and brothers, more especially my

husband for his encouragement and assistance and my children for their patience during
this endeavor. Thanks a lot.

iii
 ABSTRACT

The purpose of this research was to assess how the monitoring and evaluation lead to
project success. The studylooked also at how M&E system was being implemented and
the research findings showed more light on how M&E relationship with project goals
achievement, especially at UNFPA Rwanda. The study used a descriptive survey design
where quantitative and qualitative approaches to data collection were used based on a
target sample population from UNFPA Rwanda. The findings of this study were
important to UNFPA Rwanda which integrated M&E system to lead to project success.
The total number of population was 15 and the sample size was 15 where we had 10
respondents from staff of UNFPA and 5 for project staff. The method used to find the
sample size was census method. The study was carried out from July 2013 to October
2014. The content validity was assured through expert judgment, this where the copies of
questionnaire were given to staff and project staff of UNFPA to determine the validity of
these questionnaires. The researcher critically assessed the consistency of the responses
on the questionnaire in order to make a judgment on their reliability. We have three
variables in the conceptual framework, the dependent, independent and moderating
variables. Primary and secondary data were used, primary data was collected with the use
of questionnaire that was closed ended and open ended questions from the field and
secondary data was collected from journals, books and others researchers’ work on
related topics. The data collected was analyzed using excel software and the researcher
drawn conclusion basing on the facts from the data collected. Recommendations from the
findings on the M&E system and project success that the researcher need improvement
was highlighted and finally suggestions were made for future researchers to carry on and
improvement on this work.

iv
 TABLES OF CONTENTS

DECLARATION..................................................................................................................i

DEDICATION.....................................................................................................................ii

ACKNOWLEDGEMENTS................................................................................................iii

ABSTRACT........................................................................................................................iv

TABLES OF CONTENTS...................................................................................................v

LIST OF TABLES..............................................................................................................ix

LIST OF FIGURES..............................................................................................................x

ACRONYMNS AND ABBREVIATIONS........................................................................xi

OPERATIONAL DEFINITION OF KEY TERMS..........................................................xii

CHAPTER ONE: INTRODUCTION..................................................................................1

1.0. Introduction...................................................................................................................1

1.1. Background of the Study...............................................................................................1

1.2. Statement of the Problem..............................................................................................3

1.3. Objectives of the Study.................................................................................................5

1.3.1. General objective........................................................................................................5

1.3.2. Specific Objectives.....................................................................................................5

1.4. Research Questions.......................................................................................................5

1.5. Significance of the Study..............................................................................................5

1.6. Limitation of the Study.................................................................................................6

1.7. Scope of the Study.........................................................................................................7

1.7.1 Concept Scope.............................................................................................................7

v
1.7.2 Content Scope.............................................................................................................7

1.7.3 Geographical Scope.....................................................................................................7

1.7.4 Time Scope..................................................................................................................8

1.8. Organization of the study..............................................................................................8

CHAPTER TWO: LITERATURE REVIEW.....................................................................8

2.0. Introduction...................................................................................................................8

2.1. Theoretical Literature Review.......................................................................................9

2.1.1. Tools and procedures used by UNFPA......................................................................9

2.1.2. Process of M&E System and Project Success..........................................................10

2.1.2.1. Monitoring.............................................................................................................10

2.1.2.2. Evaluation..............................................................................................................11

2.1.2.3. Definition of Monitoring and Evaluation..............................................................12

2.1.2.7. Leadership.............................................................................................................14

2.1.2.9. Principles and Guideline for monitoring...............................................................15

2.1.2.10. Guidelines for Project Evaluation.......................................................................15

2.1.2.11. Monitoring and Evaluation Plan.........................................................................16

2.1.2.12. Monitoring and Evaluation in Development Programs.......................................18

2.1.2.13. M&E Systems for Complex Organizations.........................................................19

2.1.2.14. Project Success....................................................................................................20

2.1.3. Relation between M&E and project success............................................................21

2.3. Critical Review and Research Gap.............................................................................25

2.4. Conceptual framework................................................................................................27

vi
2.5. Summary.....................................................................................................................28

CHAPTER THREE: RESEARCH DESIGN AND METHODOLOGY...........................30

3.0. Introduction.................................................................................................................30

3.1. Design of the study......................................................................................................30

3. 2.Target population........................................................................................................31

3.3 Sample Size and Sampling Procedures........................................................................31

3.4. Data Collection Procedures/ Instruments....................................................................32

3.4.1. Questionnaire...........................................................................................................32

3.4.2. Validity.....................................................................................................................33

3.4.3. Reliability.................................................................................................................33

3.5. Data Processing...........................................................................................................34

3.6. Data Analysis..............................................................................................................34

CHAPTER FOUR: DATA ANALYSIS, PRESENTATION AND INTERPRETATION35

4.0. Introduction.................................................................................................................35

4.1. Presentation of Findings..............................................................................................35

4.1.2. Project Staff..............................................................................................................36

4.2. Suggestions of project staff and UNFPA staff to improve the M&E system of

UNFPA Rwanda.........................................................................................................43

4.3. Summary of Data Analysis.........................................................................................44

CHAPTER FIVE: SUMMARY OF FINDINGS, CONCLUSION AND

RECOMMENDATIONS............................................................................................46

5.1. Introduction.................................................................................................................46

vii
5.2. Summary of the findings.............................................................................................46

5.2.1. Analyze M&E tools and procedures used by UNFPA.............................................46

5.2.2. Assess how the process of M&E system affects the Project Success at UNFPA

Rwanda.......................................................................................................................47

5.2.3. Establish the relationship between Monitoring and Evaluation system and project

success at UNFPA Rwanda........................................................................................48

5.3. Conclusion...................................................................................................................48

5.4. Recommendations.......................................................................................................50

5.5. Suggestions for further study......................................................................................51

REFERENCES...................................................................................................................52

APPENDICES....................................................................................................................56

viii
 LIST OF TABLES
Table 3.1: Target Population..............................................................................................31

Table 3.2: Sample Size.......................................................................................................32

Table 4.3: Experience of UNFPA staff..............................................................................36

Table 4.4. Distribution of the respondents by their education level.................................37

Table 4.5: Experience of project staff................................................................................37

Table 4.6: Financial and Narrative report..........................................................................38

Table 4.7: M&E Procedures and implementing of Partners..............................................39

Table 4.8: Resources available to complete the project on time........................................40

Table 4.9: M&E System information relevant to objectives..............................................40

Table 4.10: M&E System leads to project success............................................................41

Table 4.11:Relationship between M&E system and Project success.................................42

ix
 LIST OF FIGURES

Figure 2.1: Conceptual framework.....................................................................................27

x
 ACRONYMNS AND ABBREVIATIONS

UNDAP: United Nations Development Assistant Plan

UNDP: United Nations Development Program

UNFPA: United Nations Population Fund

RBM: Result Based Management

M&E: Monitoring and evaluation

EDPRS: Economic Development and Poverty Reduction

Strategy ICPD: International Conference for Population and

Development GoR: The Government of Rwanda

MDGs: Millennium Development Goals

NGOs: Non-Governmental Organization

UN: United Nations

USAID: United Sates Agency for International Development

DFID: Department for International Development/UK

MKU: Mount Kenya University

FAO: Food and Agriculture Organization

DANIDA: Danish International Development Agency

SIDA: Swedish International Development Authority

NORAD: Norwegian Agency for International Development

PM&E: Participatory Monitoring and Evaluation

xi
 OPERATIONAL DEFINITION OF KEY TERMS

Project: A project is a unique endeavour to produce a set of deliverables within clearly

specified time, cost and quality constraints.

Monitoring: is a continuing function that uses the systematic collection of data on

specified indicators to inform management and main stakeholders of an on-going

operation of the extent of progress and achievement of results in the use of allocated

funds and activities. Evaluation: is the systematic and objective assessment of an on-

going or completed operation, programme or policy, its design, implementation and

results. The aim is to determine the relevance and fulfilment of objectives, as well as

efficiency, effectiveness, impact and sustainability.

M&E System: This is a set of planning, information gathering, reporting processes along

with the necessary supporting conditions and capacities required for the output of M&E

to make valuable contribution to decision making.

Project Success: This is when the project reaches its set of objectives and contributes to

the improvement of life of targeted population within limited budget efficiently and

effectively.

xii
 CHAPTER ONE: INTRODUCTION

1.0. Introduction

In chapter one the researcher discussed the study based on the following sub-headings,

background of the study, statement of the problem, research objectives, research

questions, significance of the study, scope of the study and its limitation, and operational

definitions of terms.

1.1. Background of the Study

Since the mid-2000s, monitoring and evaluation has taken on a far greater role in

international development. The aid effectiveness agenda has brought about a major

change in development agencies’ motivation to focus on results and impact, and to

provide evidence of their effectiveness. In order to respond to this move, monitoring and

evaluation has been given much more prominence in many organizations. This in turn has

led to a greater understanding of the challenges faced when attempting to collect and

access the right data that improves the work outputs, at the same time as demonstrating

accountability to both donors and beneficiaries. (Catherine, 2006)

Monitoring and evaluation system of developments projects provides managers, policy

makers, donors with better means for learning from past experience, improving actual

implementation and re-allocates resources if needed to better achieve the target

population. Though monitoring and evaluation tends to be used as the same thing,

monitoring and evaluation are two distinct sets of activities related but not identical.

Monitoring can be defined as a continuing function that aims primarily to provide the

management and main stakeholders of ongoing intervention with early indications of

progress, or lack thereof, in the achievement of results. (Simister, 2009)

1
Evaluation is a selective exercise that attempts to systematically and objectively assess

the progress towards and the achievement of an outcome. All evaluations even project

evaluations that assess relevance, performance and other criteria, need to be linked to

outcomes as opposed to only implementation or immediate outputs. Did the project reach

the target population or beneficiaries, the monitoring and evaluation system in place to

follow up the progress of the implementation of activities contribute to the project success

or failure. Mainly at the end of a project the beneficiaries were not touched, monitoring

and evaluation function has been in place and data collected but practically there were not

contributing to the success of the project and though the beneficiaries were not touched, it

is on this background that the researcher wants if an effective monitoring and evaluation

system in development project can contribute to the project success. (Simister, 2009)

After the 1994 Genocide in which an estimated 800,000 people were killed, Rwanda

has received considerable international attention. Since then the country has undergone

a remarkable recovery and it is now considered as a model for Africa and other

developing countries. In 2009 a CNN report labeled Rwanda as Africa's biggest

success story, having achieved stability, economic growth (average income has tripled

in the past ten years) and international integration. The Government of Rwanda has put

the attainment of the Millennium Development Goals (MDGs) at the center of its

policy framework.

In order to move to more sustainable economic growth, the Government aspires to

become a middle-income country by 2020 as detailed in its Vision 2020 document.

The Vision 2020 is based on six pillars; (i) ensuring good governance; (ii) creating a

knowledge-based economy through human resource development; (iii) enhancing a

private sector-led economy; (iv) infrastructural improvements; (v) modernization of

the agricultural sector; and (vi) achievement of regional and international economic

2
integration. As part of the Vision 2020 implementation efforts, the Government

3
formulated the Economic Development and Poverty Reduction Strategy (EDPRS

2008- 2012), which is a five-year strategy with clear and comprehensive priorities

(UNFPA, 2010).

Since the 1990s, the development paradigm has been reoriented to be more operational

and people-oriented. In this respect, several international conferences have been held,

particularly the International Conference for Population and Development (ICPD,

1994), the Millennium Summit (2000), and Paris Declaration for Aid Effectiveness

(2005). A new aid environment has been defined on the basis on five principals:

national ownership, alignment, harmonization, managing for results and mutual

accountability. (IFAD, 2001)The Government of Rwanda (GoR) formulated its

Economic and Development Poverty Reduction Strategy. The UN Country Team

formulated an UNDAF, as a response to the country priorities, focusing on

five (5) sectors: Governance, Health, Education, Environment and Social Protection.

UNFPA has been fully involved in the process and is implementing its cooperation

program 2008-2012. In order to ensure effective implementation of the program, it’s of

paramount importance to set up monitoring and evaluation and resource mobilization

mechanisms. A monitoring and evaluation system is used for assessing program

implementation and progress towards results. As the evaluation of the previous program

pointed out weaknesses in the M&E system, it has been identified as a key priority for the

current program. (UNFPA, 2010)

1.2. Statement of the Problem

There is a growing realization of the need of Monitoring and Evaluation Systems (M&Es)

across the globe. Cognizant of the capacities of such systems in governments and public

organizations, a number of countries are working towards installing the systems. This

4
emerging consensus arises from widespread displeasure with the performance of

development programs in many countries today, especially in the wake of worsening

poverty levels, malnutrition, low living standards, ill health, among other challenges.

Scenarios suggest that the expected delivery of various development projects and

programs has not been forthcoming. Even those programs with the right technologies and

enough funds seem to perform poorly. Literature review generally attributes these

scenarios to neglect of the management function, especially failure to appreciate the

complementarities among technology, capital and management. The management

problem has festered over the years, and is still negatively affecting the performance of

development policies, programs and projects provide the indicators of poor performance

of projects. (Sivagnanasothy, 2007)

For UNFPA, Monitoring and Evaluation are important results-based management

functions that help the organization to enhance the effectiveness of its Project Success.

The intent of these guidelines is to assist country offices in effectively monitoring and

evaluating UNFPA-funded program activities. The establishmentof a monitoring and

evaluation systemaxisresultsis essential forthe achievement of

resultsdiscountstheseprograms. It is recognised that monitoring of results remains a

challenge for UNFPA Rwanda: where management is not able to regularly assess the

linkages and effects between activities, outputs, and outcomes and assess the level of

achievements with reference to indicator targets.

The present study analyse the systemofmonitoring and evaluationofUNFPAand how

M&E contribute to project success, to enable UNFPA for betterachieving its outcomes

and measureimpactsof the programon the population ofRwanda.

5
1.3. Objectives of the Study

1.3.1. General objective

The general objective of this studywas to assess the Monitoring and Evaluation System

and Project Success the case of UNFPA Rwanda.

1.3.2. Specific Objectives

This study aimed to:

i. Analyze M&E tools and procedures used by UNFPA.

ii. Assess how the process of M&E system affects the Project Success at UNFPA Rwanda.

iii. Establish the relationship between Monitoring and Evaluation system and project

success at UNFPA Rwanda.

1.4. Research Questions

To achieve the above research objectives, the key following research questions was

answered:

i. What are the M&E tools and procedures used by UNFPA Rwanda?

ii. How the processes of M&E affect the Project Success at UNFPA Rwanda?

iii. Is there any relationship between M&E and project success at UNFPA Rwanda?

1.5. Significance of the Study

This study helped to acquire knowledge about overall monitoring and evaluation system

and particularly UNFPA Rwanda monitoring and Evaluation system. The research

showed clearly if there is a link between effective monitoring and evaluation and projects

goals success or failure and the remedy where necessary to identify monitoring and

evaluation weaknesses and recommendations given out leads to alternatives solutions.

6
The research showed if there was any relationship between effective monitoring and

evaluation and success or failure of development projects goals achievement.

The study showed practically how monitoring and evaluation system is being

implemented and the research findings showed more light on how effective monitoring

and evaluation relationship with projects goals achievement.

After the successful completion of the research, one copy of this research will be

available at MKU library to serve for future reference in the field of monitoring and

evaluation. This study contributed to additional wide range of knowledge.

The study added to existing knowledge in the area of monitoring and evaluation. UNFPA

Rwanda management will get a copy of the research and use the research findings to

improve its monitoring and evaluation system to better achieve its projects goals.

The research will be helpful to other researchers in the monitoring and evaluation field.

The findings of this research will serve them as secondary data.

The beneficiaries were more informed about the key factors contributing to UNFPA

projects success and take corrective actions where necessary.

The findings helped development organization to understand the M&E system in

development projects: Effectiveness and Weakness and allocate their limited resources in

the possible best way to achieve recurring successes.

1.6. Limitation of the Study

Even though different efforts have been made, the researcher faced some challenges while

conducting this research. Lack of previous many studies on the subject as it still a new

concept in the literature. Furthermore it is obvious that the time allocated to this research

is too limited. The research expects to meet with uncooperative respondents. The

7
respondentshad a tight agenda so they don’t have time or if they have it the questionnaire

delays for them to be responded, others were in holidays or official mission that make the

researcher to wait till they were back. Although the researcher met different challenges

when conducting this research, the researcher assessed how the monitoring and

Evaluation lead to project success.

1.7. Scope of the Study

1.7.1 Concept Scope

This study was based on the concept of Freeman (2003), Effective M&E system.

An effective M&E system is more than a statistical task or an external obligation. Thus, it

must be planned, managed, and provided with adequate resources. Managing research

projects for impact implies that the M&E system must be linked overall project operations, as

well as with outputs, outcomes, and impact normally summarized in the project Logframe.

The instruments necessary to build up a good M&E are (1) the use of a logical framework, (2)

the set of monitorable indicators, (3) effective training and the (4) data analysis and

processing.

1.7.2 Content Scope

The research analyzed monitoring and evaluation system (Independent variable)and

project success (dependent variable),of UNFPA Rwanda. This study aimed to gathering

information about monitoring and evaluation system effectiveness or weaknesses and its

relationship with projects success of UNFPA Rwanda.

1.7.3 Geographical Scope

The study was conducted in Kigali City the UNFPA Rwanda country office. The study

was carried in Kigali city only because the information needed for this study should be

found from the country office which is located at Kigali city.

8
1.7.4 Time Scope

The study covered a period of five years; from 2007 to 2012.

1.8. Organization of the study

The research work is divided into five main chapters namely the general introduction that

tackles the background of the study, problem statement, and objectives of the study,

research questions, and significance of the study, limitation of the Study, scope of the

study and organization of the study. Chapter two involves the literature review,

introduction, theoretical literature review, critical review and research gap, conceptual

framework and summary.Chapter three concerns with the research design and

methodology that was used to carry out this study, introduction, and research design,

target population, data collection procedures and data analysis methods.Chapter four it is

focusing on data analysis, presentation and interpretation, introduction, presentation of

findings and summary of data analysis.Chapter fivedeals with the summary of findings,

conclusions, recommendations and suggestions for further study.

CHAPTER TWO: LITERATURE REVIEW

2.0. Introduction

This chapter highlights what others have already done in the related field of study. This

allows the researcher to know the areas that have been covered and the gap where to bring

the contribution by this study.

9
2.1. Theoretical Literature Review

2.1.1. Tools and procedures used by UNFPA

Information supplied by Monitoring and Evaluation Systems is used as a crucial

management tool in achieving results and meeting specific targets. Such information,

which reveals the level of progress, performance and problems, is crucial to managers

striving to achieve results.

Abdullah et al. (2010), argue that these systems are actually one of the “techniques” for

managing program / project implementation, especially because they provide an early

warning to project management about potential or actual problems. Subsequently, when

problems are identified, this may raise questions about assumptions and strategy behind a

given program or project.

A work plan is one the two M&E tools used by UNFPA Rwanda on an annual or multi-

year summary of tasks, timeframes and responsibilities. It is used as a monitoring tool

to ensure the production of outputs and progress towards outcomes. Work plans describe

the activities to be conducted as well as the expected outputs and outcomes. The overall

process of work planning is a comprehensive tool that helps people translates information

or ideas into operational terms on an annual basis.

The narrative and financial report is the second tool used by UNFPA Rwanda on

quarterly basis to measure the progress towards outputs which measures project success.

Monitoring and evaluation are integral parts of a country office’s overall work plan,

which encompasses many additional areas. UNDP (2013)

Results-Based Monitoring and Evaluation Systems are tools for managing and tracking

progress in programmes and projects. Contrary to Implementation-Focused Monitoring,

1
Hyväri (2006)argue that Results-Based Monitoring and Evaluation Systems capture

information on the success or failure of development program in achieving desired

outcomes, and there is a systematic reporting on the progress towards outcomes. Results

Monitoring Systems are designed to help answer questions such as: What are the goals of

the organization? Are they being achieved? How can achievement be proven? Results-

Based Monitoring and Evaluation Systems differ from Implementation-Focused

Monitoring and Evaluation Systems in that they move beyond an emphasis on inputs and

outputs to a greater focus on outcomes and impacts. So, preference for the Results-Based

Monitoring and Evaluation Systems is justifiable on the basis of their capacity to “tell”

the success or failure as well as impacts and outcomes of programs and projects. By doing

so, they have successfully patched the holes in the former approach.

There are various reasons that make the monitoring activities important and the progress

report necessary. The monitoring is a crucial part of the project management as it is

carried out to observe the progress of the project implementation in order to ensure if

inputs, activities, outputs and project assumptions are proceeding according to the

plan and if they are progressing forwards achieving the project objective. Monitoring is

also a tool to identify problems that may occur during the project implementation,

therefore the corrective measures could be taken before the project is affected

adversely. Moreover, as a result of the monitoring, the progress reports provide a major

information input to the project reviews. (Chinnanon, 2002).

2.1.2. Process of M&E System and Project Success

2.1.2.1. Monitoring

Monitoring is a routine, ongoing, internal activity which is used to collect information on

a program activities, outputs, and outcomes to track its performance. As a process,

1
monitoring systematically collects data against specified indicators at each stage of the

project cycle. Hence there is evidence-based reporting on project progress at every stage,

relative to respective targets and outcomes. And it can be distilled from the foregoing that

monitoring is a detective tool, continuously generating information that enables project

managers to make adjustments during the implementation phase of a project. So, it

follows then, that for the tool to provide accurate, valid and consistent information usable

to project managers, it must be well-designed and functioning smoothly. Poorly designed

or weak monitoring systems will automatically be poor detectors of project performance

status. Problem areas will go unnoticed, and subsequently, appropriate adjustments will

not be made where they should. In a way, such a system will not be of any good use to

any organization, because ideally a good monitoring system should produce continuous

streams of current, valid and timeous data to project management, aiding their day-to-day

decision processes on project. (Kusek, 2004)

2.1.2.2. Evaluation

There are many definitions of evaluation proposed in development literature and M&E

guides. It usually refers to infrequent in-depth studies that seek to understand

changes in a certain situation as a result of a development effort, primarily in order to

assess overall merit.

In addition to this judgment-oriented evaluation, Utilization-Focused Evaluation also

promotes improvement-oriented and knowledge creation-oriented evaluation, which is

gaining more interest in the development sector as it encompasses a focus on

learning

– practical learning for improvement and theoretical learning to add knowledge.

(Gemunden et al, 2005)

1
Evaluation relates to longer-term objectives and aims to establish a summary of activities

that have taken place, whether these activities have achieved their desired objectives, and

the extent to which they have had an impact on the lives of the intended beneficiaries.

Some people argue that evaluations should be undertaken by external actors so as to

ensure objectivity and credibility of results, while others promote the idea of engaging the

intended beneficiaries in participatory evaluation or the project implementers in self-

evaluation. (Estrella and Gaventa, 1997).

Evaluation involves the application of rigorous methods to assess the extent to which a

sustainable investment project has achieved its defined impact objectives . Evaluation

is being regarded as a set of activities aimed to determine as systematically and

objectively as possible, the relevance, effectiveness, efficiency and impact (both

intentional and unintentional) of a project in the context of its stated objectives. Just

as monitoring, the evaluation process can be divided into three types of evaluation: ex-

ante evaluation; mid-term evaluation and ex-post evaluation. Each of these types shows

that evaluation is a continuous process, as well as monitoring. According to the classical

approach, monitoring and evaluation are clearly defined as distinct activities while the

modern approach deals with the two activities as inseparable components of the same

system. (Thomas and Fernandez, 2008)

2.1.2.3. Definition of Monitoring and Evaluation

Monitoring and evaluation is the process of collecting and analyzing information

about the project that tells you whether you are on track to reach your objectives, and

whether or not the project achieved or contributed to the desired impact.

In order to know whether or not you are on track to achieving your project’s objectives,

you must monitor the project during implementation as well as evaluate its impact at the

1
end of the project. Monitoring the progress of the project allows you to adapt the project

as needed to ensure that you attain your objectives. It is necessary to plan for monitoring

and evaluation when you design your project; this will help you both to design an

effective project and ensure that you plan (and budget) for appropriate monitoring and

evaluation activities. (Starling, 2010)

The body of social science known as evaluative research is the systematic collection of

information on the design, implementation and effect of projects on targeted populations.

(Rossi et al 2004). Ideally, the process is divided into an ongoing monitoring system and

periodic evaluations with some special studies designed to answer specific questions

about the project. Monitoring and evaluation are distinct, though related efforts, with

different overall objectives, and, therefore, require differently designed systems.

2.1.2.4. Resources Availability

Ashrafi and Hartman (2002) " stated that one of the most important factors in project success

is the availability of resources, including material and human resources, to ensure that there

are sufficient resources for a project and that the resource allocation can be effectively

applied to the project. Project Budget & Time – project budget and time are absolute

requirement to be met in the process of ERP implementation. Inadequate budget and time will

cause a failure of implementation in this system.

2.1.2.5. Project Scope

According to project management body of knowledge PMBOK (2004) “The preparation

of a detailed project scope statement is critical to project success”. Scope, as a measurable

concept, has been considered as either a criterion or 15 factors.

In fact, a project scope with clearly defined goals and objectives has been verified as a

dimension for project success by (Rose, 2005).

1
2.1.2.6. Project Control

Time, cost and quality are usually grouped together and known as the "Project Control

Mechanism." This is because they allow a project manager or project team to monitor and

control the project, leading it to success. In fact, “Project control”, which is introduced by

some researchers as a project success factor . (Lester, 2007) directly controls and monitors

some key project success criteria such as the Project‟s Time, Cost, Quality, Change and

especially Scope.

2.1.2.7. Leadership

In all projects almost all activities are dependent on human resources. In other words, it is

fast becoming accepted wisdom that it is people who deliver projects and indeed

people, who are directly involved in a project, facilitate achieving project goals and

consequently "Project Success". A project team and its members are a key part of the

human resource list of a project. Nguyen and Lan (2004) have introduced some project

success factors, which are all related to having a competent project team.

2.1.2.8. Projects Skills

The skills and capacities needed for monitoring and evaluation are the same as those

expected for other key office functions - principally strategic planning, teamwork,

analytical abilities, learning and advisory skills and good formulation skills.

The new framework, does, however, require a change in mindset and behaviors of staff

and partners. One consequence is less focus on inputs and implementation tasks and

greater focus on results (outcomes and outputs).

Offices that find it necessary to continue to monitor inputs and detailed implementation

should ensure that this is not done to the detriment of addressing the results.

1
2.1.2.9. Principles and Guideline for monitoring

As part of the project management, monitoring of inputs, activities and outputs should be

implemented for the whole duration of the project. Assumptions that were made

within the project logical framework should be monitored to ascertain their effect on

the achievement of the stated outputs and objectives. The work plan indicates which

activities are ongoing and should be monitored for the project progress. The monitoring

plan should set measurable indicators of inputs, the activities and outputs to be used

as milestones or performance standard for monitoring. (Fortune, 2006).

2.1.2.10. Guidelines for Project Evaluation

As evaluation is concerned with the effects or the immediate objectives and goals, it is not

taken so regularly or frequently as monitoring. Obviously, one of the objectives to be

evaluated is the achievement of higher productivity. In this case of farmers, after some

of the farmers have received training and delivery of production inputs such as good

seed, fertilizer and pesticide. In this case, there is a need to evaluate the effects of that

output such as to what extent does the productivity of those farmers increase? Is the

increase in productivity as much as expected? If not why? Can corrective actions be

identified? And can adjustments be made to project implementation? Once the above -

mentioned information are available and the expectation of evaluator are not being

achieved, then it is needed to investigate the reasons for it, whether any external

conditions constraints the effect. The purpose of on-going evaluation such as inception

and interim is to identify any problems, which constrain the effects and try to solve

them. The project management itself conducts this type of on-going evaluation. The

midterm evaluation is more systematic and is conducted by the external evaluator. This

also permits the project

1
management to make mid-course corrections in the way the project implemented.

(Chinnanon, 2002).

2.1.2.11. Monitoring and Evaluation Plan

M&E planning should begin during or immediately after the project design stage. Early

planning will inform the project design and allow for sufficient time to arrange for

resources and personnel prior to project implementation. M&E planning should also

involve those using the M&E system. Involvement of project staff and key stakeholders

ensures feasibility, understanding, and ownership of the M&E system. The plan should

also discuss the purpose of data collection and analysis in terms of specific monitoring

and evaluation functions. Some key functions of monitoring include compliance, process,

results, context, beneficiary, and organizational monitoring. Typically, a project will use a

combination of these monitoring functions and design data collection and analysis

accordingly. For project assessments, the discussion should identify not only the methods

used, but the timing of the assessment event (i.e., baseline studies, annual reviews,

midterm and final evaluations), and the rationale for selecting evaluators with specific

skill sets and independence (i.e., internal versus external evaluators).(Caldwell, 2002)

It is probably fair to say that planning systems are generally further developed than M&E

systems in most complex organizations. Planning is often considered integral to M&E,

which is why many organizations talk about PME (planning, monitoring and evaluation)

systems. But whilst good planning may be essential for good M&E, planning is also

undertaken for a range of other purposes that have little to do with M&E. This is

sometimes a problem for system designers, who may find it difficult to make desired

changes to planning systems in order to facilitate good M&E. However, the development

of consistent

1
planning processes at different levels of an organization is one of the most common ways

in which an organization’s M&E system can be tied together.

Indeed, it is relatively common for a complex organization’s M&E system to be focused

around the planning and reporting stages. The definition, collection, analysis and use of

data (the monitoring and evaluation itself) then becomes a ‘black box’ with staff at

different levels completely free to develop their own practices and procedures provided

that sufficient information is generated to report against plans.( Belassi and Tukel,

1996).The Monitoring and Evaluation plan (M&E plan) is a document used by the project

team to help plan and manage all Monitoring and Evaluation activities throughout a

particular project cycle. It also should be shared and utilized between all stakeholders and

sent to donors. It keeps track of what you should monitor, when you should monitor, who

should monitor, and why you should monitor. The M&E plan should have a rigid

flexibility; rigid enough that it is well thought out and planned but also flexible to account

for changes that can improve or identify better monitoring and evaluation practices. This

is especially important in the ever-changing and fast-moving conflict environment.

(Belassi and Tukel, 1996).

In short, the M&E Plan is used for the purposes of management and good practice. It is a

critical tool for planning, managing and documenting data collection. The M&E Plan

keeps track of the progress we are making, monitors the indicators being used as well as

their results. In this way it contributes to the effectiveness of the monitoring and

evaluation system by assuring that data will be collected and on schedule. Additionally, it

works to build ownership and of the M&E system by the project team, creating additional

responsibility and accountability for the success of the M&E activities. (Belassi and

Tukel, 1996).

1
2.1.2.12. Monitoring and Evaluation in Development Programs

Monitoring and evaluation, or M&E, is a sometimes maligned and frequently

misunderstood field or discipline that has grown up on the fringes of international

development work. M&E

systems support development by generating relevant, accurate, and timely information

that is used to improve program design and decision-making and thus enhance impact.

M&E in the field of development supports making evidence-based decisions in the

implementation of development interventions, or programs (projects), through rigorous

but cost-effective approaches to collecting and using quality data on program

performance, results, and impact. In conflict or post-conflict situations, or when

supporting conflict resolution or related development efforts, the very volatility defining

the peace-precarious environment requires interventions and related M&E activities to be

carefully planned around avoiding unintended, undesired, and/or counterproductive side-

effects. Given challenges that exist to the implementation of strong M&E systems even

under normal development circumstances, consideration of special peace-precarious

challenges broadens our understanding and adds to the potential to improve practices

across the spectrum.(Catherine, 2006)

Monitoring and evaluation (M&E) has become a crucial aspect within the management

processes of international development programs. Donors provide funds based on

program proposals (planning) and require regular monitoring of progress and evaluation

of development results and impacts. Most development programs apply a project cycle

management approach – a cyclical process of identification/design, planning,

implementation, monitoring and evaluation. Due to growing emphasis on M&E, it has

1
become a separate field of expertise, and many international NGOs appoint specialists

for the coordination of M&E processes and systems.

Although a substantive amount of knowledge and expertise on M&E for development

has been built up during recent decades, mainstream M&E practices are contested and

critically analyzed by development practitioners and researchers. (Hunter , 2009)

The processes of monitoring and evaluation (M&E) are essential in the management

of development programs and have become a separate field of expertise within the

development sector. Quite a substantial amount of the annual budget (two to fifteen

percent) of a development program is typically spent on M&E related activities such as

writing proposals, designing programs, developing program frameworks, compiling

action plans, collecting data, writing reports, developing and maintaining information

systems and carrying out evaluation studies. Although a vast body of M&E knowledge

and expertise has been developed and institutionalized during recent decades, mainstream

M&E practices continue to be critically analyzed by development practitioners and

researchers. New methods and approaches, alternative practices and changing

paradigms are emerging from frustrations with certain M&E models, from M&E

systems that no longer seem relevant or effective, from new insights and perspectives

on social change and development processes, or as a result of innovations by those who

like to experiment with new approaches . (Hunter , 2009)

2.1.2.13. M&E Systems for Complex Organizations

According to Jones (2011) a sustainable investment project may be described as a discrete

investment activity, with a specific starting point and a specific ending point,

intended to accomplish specific economic, social and environmental objectives

simultaneously.

2
It comprises a well-defined sequence of investments, which are expected to result in a

stream of specific benefits over time.

Almost all development organizations are expected to have systems that enable them to

collect, analyzes, summarize and use information. However, whilst there is a large and

growing range of resources covering monitoring and evaluation (M&E), there is little

guidance or support for those wishing to design M&E systems. The guidance that is

available tends to focus on systems at project level, rather than at country, regional or

international levels. The methodologies used to design an M&E system within a complex

organization are: planning system, indicators, baseline information, participation.

(Simister, 2009)

2.1.2.14. Project Success

Project success is measured as the ability to complete the project according to desired

specifications, and within the specified budget and the promised time schedule, while

keeping the customer and stakeholders happy. For proper project completion both

planning and execution need to be properly implemented. Control is used as the

monitoring mechanism to ensure that each of the two phases is properly implemented,

corrective actions being introduced where there are undesired discrepancies between the

project’s plan and its execution.(Zwikael, 2002)

Project success depends on many factors both within and outside the control of the project

team. One of the aspects that is within the control of the project team is the monitoring

and evaluation.

Almost everything we do in life requires a close monitoring. We take many of our daily

routines for granted but all require follow up for their completion. Projects are no

different, just the scale and complexity of the undertaking. Projects may be

millions/billions of
2
dollars in cost, years in development/construction and need a monitoring system of how

they are being executed. There are many reasons why projects fail to meet their

objectives.

Some external events may render a project unneeded. Internal events may cause a project

to be delayed or cost more than expected. Almost all events that bear on project success

can be anticipated and monitored up accordingly. Projects do not succeed only because of

a project monitoring and evaluation system is in place but their potential success is

ensured if there is an appropriate working M&E system effectively utilized. (Kerzner,

1989)

According to Cooke-Davies (2002), performance predicts success and success factors

affect performance. In order to identify the ‘real’ success factors of construction projects,

Cooke-Davies highlighted the importance of the stakeholders in relation to the

construction project performance. This corroborates Slevin and Pinto (1986)

argumentthata project is only successful to the extent that it satisfies the needs of its

intended user. They identify the fact that the element of success in a project refers to

efficiency and effectiveness measures. Efficiency measures correspond to the strong

management and internal organizational structures (adhere to schedule, budget and

specification) and effectiveness measures refer to user satisfaction and the use of the

project. In addition, efficiency would only be achieved through having standard,systems

and methodology.

2.1.3. Relation between M&E and project success

The monitoring and Evaluation systems can be assessed against the three criteria’s for it

to become successful; for example high utilization, good quality M&E system and

sustainability. As note M&E information was used intensively in budget analysis and

decision making.
2
It was also used intensively to impose program improvements on ministries and agencies.

Last but not least, it was also used in reporting government performance to the congress

and civil society (Mackay, 2007).

The concepts of monitoring and evaluation are usually approached together, as a function

of project management, which provides a real perspective upon the stage of the financed

project, in order to make all the adjustments necessary in the project implementation

process. Monitoring and evaluation are regarded as core tools for enhancing the quality of

project management, taking into account that in short and medium run managing

complex projects will involve corresponding strategies from the financial point of view,

which are supposed to respect the criteria of effectiveness, sustainability and durability.

Monitoring activity supports both project managers and staff in the process of

understanding whether the projects are progressing on schedule or meet their objectives,

inputs, activities and deadlines. (Crawford and Bryce, 2003)

Monitoring and evaluation are regarded as core tools for enhancing the quality of project

management, taking into account that in short and medium run managing complex

projects will involve corresponding strategies from the financial point of view, which are

supposed to respect the criteria of effectiveness, sustainability and durability (Lim and

Mohamed

,1999). Monitoring activity supports both project managers and staff in the process of

understanding whether the projects are progressing on schedule or meet their objectives,

inputs, activities and deadlines (Solomon and Young, 2007). Therefore, monitoring

provides the background for reducing schedule and cost overruns (Crawford and Bryce,

2003), while ensuring that required quality standards are achieved in project

implementation. At the same time, evaluation can be perceived as an instrument for

helping planners and project developers to assess to what extent the projects have

2
achieved the objectives set forth in the project documents (Belout, 1998).

2
The monitoring and evaluation flow focuses on human resources as key factors for

implementing, monitoring and evaluating a sustainable investment project; as a

consequence, the flow states the assumption that the process of defining monitoring

procedures,as well as the process of delegating monitoring responsibilities(which are

corresponding to a participatory management approach completed with a human

resources evaluation) lead to a consensus among the main stakeholders of a project on the

specific indicators to be used for monitoring and evaluation purposes; the monitoring and

evaluation flow involves, before entering the Project Implementation Stage, an

informational audit, in order to effective redesign the information flows taking into

account the types and sources of data needed and the methods of data collection and

analysis required based on the indicators; afterwards, the Pre-Project Stage ends up with

the Gantt Chart and the Logical Framework Matrix, which are still the most useful

instruments for performing an impact monitoring and a mid-term evaluation (Pollack,

2007).

The main difficulties in obtaining better results when using the monitoring and evaluation

flow refer to: the lack of experience in applying most of the project management tools ,

the insufficient budget for monitoring and evaluation activities, the mentality of most

project managers regarding the fact that monitoring and evaluation are bureaucratic

activities, which claim lot of time and are useless, being performed as such;

the inappropriate mix of methods and techniques, which are being used by project

managers, without taking into account the three stages of monitoring and evaluation

related to the project life cycle; using impact monitoring in pre-project stage is useless,

while using it during post-project stage is irrelevant and using compliance monitoring in

pre-project stage is impossible, while using it during implementation stage is irrelevant;

the lack of clearness in stating measurable objectives for the project and its components,

which leads to the impossibility of defining performance indicators; the lack of a

2
structured set of

2
indicators, covering the economic, social and environmental outputs generated by the

project and their impact on beneficiaries; the lack of a coherent methodology for

collecting data and managing project record, so that the data processed are compatible

with previous statistics and are available at reasonable costs; the lack of concern of the

project managers to use in their baseline monitoring processes information gathered from

other similar project’s compliance monitoring processes. (Pinto and Slevin, 1988)

Participatory monitoring and Evaluation (PM&E) is a part a wider historical process

which has emerged over the last 20 years of using participatory research in development.

PM&E draws from various participatory research traditions, While PM&E offers many

potential benefits in terms of project or program success, if it is carried out poorly or

inappropriately, time and resources may go to waste and problems may very well go

unnoticed, subsequently hindering project performance and community building. In order

to guard against these inherent dangers, there also seems to be broad agreement in the

literature regarding the need for systematic and participatory procedures to monitor and

evaluate the PM&E process itself. (Chan et al., 2002)

The active participation of service users in planning, monitoring and evaluation processes

has now become part of development orthodoxy. As a result, most complex organizations

at least encourage staff at different levels, and the partners with which they work, to

involve service users in M&E wherever possible. Service user participation is considered

beneficial for two reasons: firstly, because it helps generate better M&E data and analysis,

and secondly, under a rights-based perspective, because it is considered that service users

have the right to be involved in all areas of work that have an influence over their lives.

(Simister, 2009).

2
2.3. Critical Review and Research Gap

The international community agrees that monitoring and evaluation has a strategic role to

play in project success. The aim is to improve relevance, efficiency and effectiveness of

project success. (IFAD, 2001). Given this international community aim, why then is

monitoring and evaluation not playing its role to lead a project success? What are the

factors, in addition to the evidence, influencing the Project success when monitoring and

evaluating it. The research gap of this study is to assess the monitoring and evaluation

system and projects success the case of UNFPA Rwanda.

(Zwikael,2002) said that Project success is measured as the ability to complete the project

according to desired specifications, and within the specified budget and the promised time

schedule, while keeping the customer and stakeholders happy but he didn’t mention when

M&E System leads to project success.

(Belassi and Tukel, 1996) said that the Monitoring and Evaluation plan (M&E plan) is a

document used by the project team to help plan and manage all Monitoring and

Evaluation activities throughout a particular project cycle. It also should be shared and

utilized between all stakeholders and sent to donors. It keeps track of what you should

monitor, when you should monitor, who should monitor, and why you should monitor.

The M&E plan should have a rigid flexibility; rigid enough that it is well thought out and

planned but also flexible to account for changes that can improve or identify better

monitoring and evaluation practices. This is especially important in the ever-changing

and fast-moving conflict environment.

He didn’t mention how M&E System can be designed contribute directly to project

success. There are six steps involved in designing M&E system:

2
(1)Establishing the purpose and scope of the M&E system- why do we need M&E and

how comprehensive should M&E system be?(2)Identifying performance questions,

information needs and indicators- what do we need to know in order to monitor and

evaluate the project so that it can be managed effectively? (3)Planning information

gathering and organizing – How will the required information be gathered and organized?

(4)Planning critical reflection process and events – How will we make sense of the

outcome of the information gathered and how will it be used to make improvements in

project implementation (5) Planning for quality communication and reporting – How and

to whom do we want to communicate project results? What project activities and

processes do we need to communicate?(6)Planning for the necessary conditions and

capacities – What resources and capacity do we need to ensure that our M&E system

works effectively? These steps help to ensure that M&E is a relevant guide for project

intervention strategy for all key stakeholders. This way, the M&E can contribute directly

to project success. Fail to have a strategic M&E system leads to fail of projects.

2
2.4. Conceptual framework

Figure 2.1: Conceptual framework

Independent Variable Dependent Variable

M&E SYSTEM PROJECT SUCCESS

Resources Availability Completion date

Management tools Satisfaction of stakeholders
Strong leadership Meeting target cost
Scope Financial and technical success
Control
Skills

Moderating Variable Policies of stakeholders and their participation in M&E

Environmental impact

Source: Researcher (2013)

The conceptual framework contains the key factors, the variables and presumed

relationships amongst them. This conceptual framework reviews literature relating to the

theory and practice of monitoring and evaluation. It discusses the definitions of key terms

and dominant thinking on the subject. Case experiences from and development project are

reviewed to single out factors for success and factors for failure in the setting up and

management of Monitoring and Evaluation Systems. Impliedly, this means the

identification of success cases, challenged cases, as well as cases of poor practice.

3
For the study, this ultimately assists in the mapping of the general terrain for Monitoring

and Evaluation Systems at a global scale. Understanding of Monitoring and Evaluation

Systems presupposes appreciation of monitoring and evaluation.

As its conceptual building blocks. The terms monitoring and evaluation are distinct, yet

complementary (Kusek , 2004). Both are intended to measure and assess performance of

projects, and to review progress.

The theory that forms the basis of this study was “M&E system” . According to (Freeman

et al 2003) for the authors, M&E system is more than a statistical task or an external

obligation. Thus, it must be planned, managed, and provided, with adequate resources.

Managing research projects for impact implies that the M&E system must be linked

overall project operations, as well as with outputs, outcomes, and impact normally

summarized in the project Log frame. The instruments necessary to build up a good M&E

are: (1) the use of a logical framework, (2) the set of monitor able indicators, (3) effective

training and the

(4) data analysis and processing.

2.5. Summary

The literature review of this research is summarized by saying that M&E system lead to

project success when the three indicators are verified, the project is completed on time,

providing good quality and stakeholders are satisfied with the project.

Monitoring provides the background for reducing schedule and cost overruns, while

ensuring that required quality standards are achieved in project implementation and, on

the other hand, the evaluation can be perceived as an instrument for helping planners and

project developers to assess to what extent the projects have achieved the objectives set

forth in the project documents, we could identify a close connections between these two
3
processes, which should be approached as functions of project management. Monitoring

and evaluation functions of a project are encompassing many processes, which present

clear interdependencies which require them to be performed in essentially the same order.

The research states this close relationship between the monitoring and evaluation

processes within project management, as well as the intimate connection between these

processes and the project life cycle.

3
 CHAPTER THREE: RESEARCH DESIGN AND METHODOLOGY

3.0. Introduction

This chapter has described the research methodology of the study. It began with, the

introduction, the design of the study, target population, sample design, sampling design,

data collection, validity, reliability and data Analysis techniques. This chapter showed

also how information was obtained from the respondents, analyzed and interpreted to

allow the researcher to draw up conclusion on the research.

3.1. Design of the study

The study used a descriptive survey design. Donald and Delno (2006) assert that

descriptive research design is used to describe the state of affairs as it exists. The design

was proper since the study involved facts findings and inquiries of methods used by the

UNFPA Rwanda when Monitoring and Evaluating strengths and weaknesses of Projects.

According to Orodho (2009), he observed that the descriptive survey design was one to

design information concerning the current phenomena and where possible to draw general

conclusion from facts. It allows researcher to gather information for the purpose of

clarification. The study found out the strategies to deal with M&E system in development

Project.

A study design is a specific plan or protocol for conducting the study, which allows the

investigator to translate the conceptual hypothesis into an operational one. According to

(Cooper, 2008) research design is the road map according to which the researcher

intended to achieve the research goals and objectives. It is the strategy for finding out

something as it helps to specify clearly what the researcher wanted to find out and the

ways as it helps to

3
specify clearly what the researcher wants to find out and the way to do it. It serves to

ensure that the study used economical procedures and ensure that the study was relevant.

3. 2.Target population

In research, target population is the entire set of units for which the survey data is to be

used to make inferences. It can also be defined as the eligible population that is included

in research work. The population is the theoretical specified aggregation of the elements

in the study; the element is therefore the unit which information collected and that

provides the basis of analysis Cooper (2008).

A population can therefore be regarded as including all people or items with the

characteristics one wishes to understand. With respect to the researcher project, the study

was found in Rwanda. Then the sample was found in UNFPA Kigali Office. That was the

target population of the study was the staff and projects staffs of UNFPA. This implied

that the entire population under this research was 15 composed of 10 UNFPA staff and 5

projects Staff.

Table 3.1: Target Population

Strata Target Population

Staff of UNFPA 10
Project Staff 5
Total 15
Source: UNFPA Rwanda Country Office (2014)

3.3 Sample Size and Sampling Procedures

There are two different ways to select a sample: probability sampling which means

that the units are selected randomly and non-probability sampling which means that all

the units do not have the same chance to be selected. Meredith (1996).

3
In this research study the sample size was a census method which eliminated sampling

error and provides data on all the individuals in the population. In this study the focus

respondents was the Staff of UNFPA and the projects Staff of UNFPA Rwanda.

Table 3.2: Sample Size

Strata Number of respondents Sample Size Sampling Procedures

Staff of UNFPA 10 10 Census

Project Staff 5 5 Census
Total 15 100

3.4. Data Collection Procedures/ Instruments

Both primary and secondary sources were used for data collection. Primary qualitative

and quantitative data were collected by the use of semi-structured questionnaires and

structured observation administered to the target population. For secondary data,

reviewing the existing literature on the subject helped answer the questions of the study.

3.4.1. Questionnaire

Meredith (1996), defines questionnaire as a list of questions generally mailed or handed

to the respondents and filled in by her with no help to the interviewer. The questionnaire

was contained both open and closed ended questions which was been addressed to the

respondents. With open-ended questions was kept to the minimum so as to enable the

respondents to focus on aspect of the research. With open-ended questions, the

respondents were given personal responses or opinions in their own words whereas with

close-ended questions, respondents were given different alternatives to choose from.

This tool was developed by the researcher with the help of the supervisor. The researcher

preferred this tool because it makes use of large samples over a short time.

3
This questionnaire had a set of questions in form of open and closed to be respondent by

a group of people who was asked to provide necessary information on M&E and Project

Success a case study of UNFPA Rwanda (See Appendices).

3.4.2. Validity

Orodho (2009) defines Validity of a test as a measure of how well a test measures what is

supposed to measure. Validity is the degree to which results obtained from Analysis of

the data actually represent the phenomenon under investigation. For a study to be real

meaning it ought to apply valid and reliable instrument. Before actual research will be

carried out, the researcher made sure that the instrument is checked for validity and pre-

tested to determine its reliability.

To ensure the validity of the instrument, researcher advisors and experts checked the

questionnaire for the consistency of the items, conciseness, intelligibility and clarity.

Their input helped to make necessary adjustments so that the instrument measured

adequately what it was intended to measure.

3.4.3. Reliability

The reliability of a measurement instrument is the extent to which the measure produces

the same results when used repeatedly to measure the same thing Rossi et al.(2004).The

more reliable a measure is, the greater its statistical power and the more credible its

findings. This means when questionnaires administered to different respondents at

different intervals of period and get the same results. You again test if you can still get the

same information that was similar to the first one obtained from same strata.

The researcher reset the questions, re-administer the questionnaire to another group of

respondents at different intervals and found out the same results was generated, with that

3
the researcher was be able to tell if the measurement was reliable after many trials and get

the same results.

3.5. Data Processing

The research examined errors and omission in collecting data and making necessary

corrections. The raw data was collected from primary data for analysis. This was done by

entering the responses from questionnaires partial or value answer.

3.6. Data Analysis

After the data have been collected, the researcher turns to the task of analyzing them. The

analysis of data requires a number of closely related operations such as establishment of

categories, the application of these categories to raw data through coding, tabulation. The

data was analyzed using Excel software, which helped to generate the tables and

frequencies for analysis. The qualitative data was managed in a manner which ensured

that the data was broken into discernable units to show patterns and trends and the use of

excel allowed for this data to be quantified, in terms of comparing cohort. At the end the

researcher analyzed and summarized the findings in accordance with the objectives of the

study and research questions.

3
 CHAPTER FOUR: DATA ANALYSIS, PRESENTATION AND

INTERPRETATION

4.0. Introduction

This chapter presents the analysis of the data collected and findings of the study. It also

presents the interpretation and implications of the findings. This study investigates the

Monitoring and Evaluation System and Project success. Tables are classified under

different themes to enable easy presentation and interpretation of data. Frequencies and

percentages have been used as means of statistical Analysis in data presentation.

4.1. Presentation of Findings

This study proceed with data collection, now in this particular point the researcher

present what was found in the collected data about monitoring and evaluation system and

project success.

4.1.1. Analysis of M&E tools and procedures used by UNFPA.

The research indicates that 100% of UNFPA staff agreed that they are satisfied with the

M&E system of UNFPA Rwandaand the Project evaluation is done at mid evaluation and

End year Evaluation. All UNFPA staff of Rwanda (100%) agreed that resources are

available to complete the project on time and the financial progress report and narrative

progress report are done on time. They also agreed that the M&E system leads to project

success. AllUNFPA staff of Rwanda (100%) agreed that implementing partners policies

contribute positively to the effectiveness of M&E activities. They also agreed that the

M&E tools are friendly user and facilitate timely reporting on project activities.

3
Table 4.3: Experience of UNFPA staff

Working Experience(years) Frequency Percentage

Less than a year 1 10
1-3 years 1 10
4- 7 years 3 30
Over 7 years 5 50
Total 10 100
Source: Primary data.

Table number 4.3 shows that 50 % had working experience of over 7 years , 30 %

between 4 to 7 years and 10 % between 1 to 3 years and less than a year. This show that

UNFPA Rwanda employees are experienced and are fresh minded with reasonable

experience as far as project success concern all employees. The working experience

influences the success of the project, with many years of working we have more skills

that allow us to perform very well our duties.

4.1.2. Project Staff

The research indicates that 100% of project staff agreed that they are satisfied with the

M&E system of UNFPA Rwanda. They also agreed that the M&E tools are friendly user

and facilitate timely reporting on project activities. All project staff of UNFPA Rwanda

(100%) agreed that implementing partners policies contribute positively to the

effectiveness of M&E activities. All project staff responded that the evaluation is done at

the end of Year. The mid -year evaluation of the project suggest mid-course adjustment.

Demographic characteristics of respondents

The characteristics include the level of education and working experience.

3
Identification of respondents according to the level of Education

Education influences the behavior of people, the skills, understanding and interpretations

of social phenomena are developed during the process of M&E .There is no doubt that

M&E system and project success depend on the level of Education of project staff of

UNFPA Rwanda as illustrated in the table below:

Table 4.4. Distribution of the respondents by their education level

Level of Education Frequency Percentage

Masters 2 40
Bachelor Degree 3 60
Total 5 100
Source: Primary data.

Table 4.4 shows that 40% of respondents had masters degree and 60 % had bachelors’

degree. This study reveled that education is a strong factor that influences the project

success. The more we have the higher educated level the higher the M&E system will be

well done and will lead to a project success. The above rate is also responded by the

UNFPA staff.

Table 4.5: Experience of project staff

Working Experience(years) Frequency Percentage

1-3 years 1 20
4- 7 years 3 60
Over 7 years 1 20
Total 5 100
Source: Primary data.

Majority of respondents 60 % had working experience between 4 to 7 years ,20 %

between 1 to 3 years and 20 % over 7 years. This show that UNFPA Rwanda

4
employees are

4
experienced and are fresh minded with reasonable experience as far as project success

concern all employees. The working experience influences the success of the project, with

many years of working we have more skills that allow us to perform very well our duties.

Table 4.6: Financial and Narrative report

Financial and Narrative report Frequency Percentage

done on time
Yes (Financial report) 3 60
No (Narrative report) 2 40
TOTAL 5 100
Source: Primary data..

Reporting is closely related to M&E work, since data are needed to support the major

findings and conclusions presented in a project report. All project staff 100 % responded

that the financial progress is done on time while 60 % said thatthe narrative. Report is

also done on time but 40% of project staff responded that the narrativereport is not done

on time. A Narrative report should be also done at 100% because a narrative report

justifies each line item that can help guard against arbitrary budget cuts. It is necessary

because it clarifies and justifies also expenses such as wage rates.

According to Chinnanon (2002).Monitoring is a crucial part of the project

management as it is carried out to observe the progress of the project implementation in

order to ensure if inputs, activities, outputs and project assumptions are proceeding

according to the plan and if they are progressing forwards achieving the project objective.

Monitoring is also a tool to identify problems that may occur during the project

implementation, therefore the corrective measures could be taken before the project

is affected adversely. Moreover, as a result of the monitoring, the progress reports provide

a major information input to the project reviews.

4
4.1.2. Assessment of the process of M&E system to the Project Success at UNFPA

Rwanda.

Table 4.7: M&E Procedures and implementing of Partners

M&E Procedures and Implementing of Partners Frequency Percentage

Agree 2 40
Strongly Agree 2 40
Disagree 1 20
Total 5 100
Source: Primary data.

Table 4.7 show us that 40% Strongly Agree that the M&E system of UNFPA is well

documented and known by its staff and implementing partners, 40% Agree and 20%

disagree. For the M&E System to lead to effectively project success the M&E system

must be known and implemented by all project staff. Operational monitoring and

evaluation will build on theexisting systems of the Partner Agencies with the

harmonizationof monitoring, evaluation, and disseminationpractices and outputs to meet

UNFPA goal requirements.

A well-functioning M&E system manages to integrate the more formal, data-oriented side

commonly associated with the task of M&E together with informal monitoring and

communication. Seeing M&E as an integrated support to those involved in project

implementation it requires: creating M&E processes that lead to clear and regular learning

for all those involved in project strategy and operations,understanding the links between

M&E and management functions, using existing processes of learning, communication

and decision-making among stakeholders as the basis for project-oriented M&E.

4
Table 4.8: Resources available to complete the project on time

Resources available to complete the project on time Frequency Percentage

Yes 1 20
No 4 80
TOTAL 5 100
Source: Primary data.

Table 4.8 shows us that 80% of respondents said that resources are not available to

complete the project on time. This implies that even if the project can be completed but

not on time it is already a problem. Project is not completed on time because of resources

that are not available on time. Resources are required to carry out the projecttasks. They

can be people, equipment, facilities, funding, technology… required for the completion of

a project activity. The lack of a resource will therefore be a constraint on the completion

of the project activity. Resource scheduling, availability and optimization are considered

key to successful project management. For a project to succeed we have to provide the

resources on time.When resources are available it facilitate the control of the ongoing of

the project that lead to project success. Resources are more likely to be used to implement

activities and achieve the intended results and objectives.

Table 4.9:M&E System information relevant to objectives

M&E System information relevant to objectives Frequency Percentage

Yes 4 80
No 1 20
TOTAL 5 100
Source: Primary data.

Table 4.9 says that 80% of respondents accepted that the collect of M&E system

information is relevant to objectives while 20% said it is not. M&E system information is

4
a time bound exercise that attempts to assess the relevance, performance and success of

current or completed projects, systematically and objectively. Information determines to

what extent the intervention can be necessary. As 20% of respondents said that

informations are not relevant to objectives so it is very difficult for the project to succeed,

because a project success when information are relevant to objectives.

Table 4.10: M&E System leads to project success

M&E System leads to project success Frequency Percentage

Yes 3 60
No 2 40
TOTAL 5 100

Source: Primary data.

Table 4.10 show thatthe M&E system leads to project success when all projects with

long implementation periods (e.g., over 5 or 6 years) are encouraged to conduct mid-term

evaluations. In addition to providing the first review of implementation progress, The

Project Implementation Review is a monitoringtool to assess implementation progress

and the likelihood of attaining the projects’ objectives. The review isbased on project

objectives and performance indicators identified as time and cost.

The M&E system leads to project success when it meets the following three criteria time,

cost and quality. Focusing on each of the triple constraints (time, cost and quality), the

project manager has to reflect and make project decisions based on the achievement of the

corresponding project outcome. Cost and time focus has to optimize project benefits.

Scope has to mirror end-user adoption, and overall quality has to be balanced with

stakeholder/customer satisfaction. There must be a balance between scope and schedule

in parallel with budget and success or budget and scope in parallel with schedule and

4
success.

4
Success may include a combination of project objectives; stakeholder satisfaction and

other criteria.

Zwikael, (2002) said that Project success is measured as the ability to complete the

project according to desired specifications, and within the specified budget and the

promised time schedule, while keeping the customer and stakeholders happy. For proper

project completion both planning and execution need to be properly implemented.

Control is used as the monitoring mechanism to ensure that each of the two phases is

properly implemented, corrective actions being introduced where there are undesired

discrepancies between the project’s plan and its execution.

4.1.3. Relationship between Monitoring and Evaluation system and project

success at UNFPA Rwanda.

Table 4.11: Relationship between M&E system and Project success

Relationship between M&E system and Project Frequency Percentage

success
Agree 2 40
Strongly Agree 3 60
Total 5 100
Source:Primarydata.

Table 4.11 shows us that 40% agree and 60% strongly agree that there is a relationship

between M&E system and Project success.

When there is a set of planning, information gathering, reporting processes along with the

necessary supporting conditions and capacities required for the output of M&E to make

valuable contribution to decision making, this lead the project to reaches its set of

objectives and contributes to the improvement of life of targeted population within

limited budget efficiently and effectively, there is a relationship between the M&E system

4
and the project

4
success. When planning it is better to decide in advance what a project will achieve, to

determine the steps for its execution, to assign people and other resources to those steps,

to identify when the step must start and stop.

Activities subsumed under planning are goals, assessing risks, estimationand budgeting,

allocating resources, defining tasks and building schedules. For the relationship to occur

between M&E system and project success the project management and the M&E staff

need to be clear on how to identify, agree upon and follow up on project improvements. If

this process for guiding change is not in place, even a very good M&E system will not

lead to the project success.

According to Mackay, (2007), monitoring and Evaluation systems can be assessed against

the three criteria’s for it to become successful; for example high utilization, good quality

M&E system and sustainability. As note M&E information was used intensively in

budget analysis and decision making. It was also used intensively to impose program

improvements on ministries and agencies. Last but not least, it was also used in reporting

government performance to the congress and civil society.

4.2. Suggestions of project staff and UNFPA staff to improve the M&E system

of UNFPA Rwanda.

Some of the project staff of UNFPA suggests that in order to improve the M&E system of

UNFPA Rwanda in partnership with the ministry of health in Rwanda it is important to

strengthen communication and coordination between the authorities of the two parts. The

national program officers of UNFPA should work closely with the implementing partners,

so that activities can be implemented on time and if there are problems, solutions can be

provided as soon as possible. They also suggested that the M&E system of UNFPA

activities will lead to project success when there is mobilization of enough funds and if

4
the

5
advance is given at least for a period of six months but also transfer the advance for the

account of the ministry of health in the best period in order to facilitate the

implementation.

The improvement of UNFPA M&E system require reinforcement of collaboration at level

of the managers. The annual work plan of UNFPA is realized or implemented with

difficulties because of lack of funds and the available funds are not transferred to the

implementing partners on time. They also suggest explaining to others staff member and

stakeholders the beginning of the implementing program not to inform when reporting

and evaluating. The M&E system must comply with UNFPA financial Budget

expenditure (Delay it fund disbursement).

4.3. Summary of Data Analysis

The analysis of findings was based on the specifics objectives of the topic under study

that is : Monitoring and Evaluation and Project success. All questions asked about those

objectives were answered in assessing how the process of M&E system affects the Project

Success at UNFPA Rwanda. The majority of respondents answered that resources are not

available to complete the project on time. This implies that where resources are available

on time, its goals are attained and lead to satisfaction of stakeholders, which is one of the

indicator of project success. On the contrary where resources delay the consequences are

that its goals are not achieved.

From the above table it is shown that there is no relationship between M&E system and

project success at UNFPA Rwanda. In explaining that resources are not available at

UNFPA Rwanda to complete the project on time. For a project to succeed we must have

resources that will be managed and lead to completion of duties on time, we must have

also the budget and our stakeholders must be satisfied.

5
What the researcher analyzed was that the majority of respondents accepted that there is a

relationship between M&E and Project success and they responded that resources are not

available to complete the project on time, so there is no relationship between them. The

project success does not only dependent on time, cost and quality, it depends also on a set

of skills and experiences, a set of tools, communication between stakeholders, a series of

process to monitor and control time, cost, quality and scope of project

5
 CHAPTER FIVE: SUMMARY OF FINDINGS, CONCLUSION AND

RECOMMENDATIONS

5.1. Introduction

This chapter presents a summary and conclusion of the results presented in the previous

chapter, followed by the recommendations arising out of the findings from the study. The

presentation of the summary follows the order in which the objectives of the study were

stated (see chapter one).

5.2. Summary of the findings

The researcher issued two questionnaires to two categories of people namely, project

staff of UNFPA Rwanda and UNFPA staff.

5.2.1. Analyze M&E tools and procedures used by UNFPA.

The tools used by UNFPA Rwanda are the Financial and Narrative report that are done

on time, when those report are done on time they facilitate to control the project and

come up with correction whether necessary. A progress analysis during project

implementation through monitoring serves to validate the initial assessment of relevance,

effectiveness and efficiency or to fill the gaps. It may also detect early signs of the

project’s success or failure. They are using also the mid year and End year evaluation

that is the time bound exercise that attempts to assess the relevance, performance and

success of current or completed projects, systematically and objectively. Evaluations

determine to what extend the intervention has been successful in terms of its impact,

effectiveness, sustainability of results and contribution to capacity development.

When carried out after project completion, evaluation can contribute to extracting

lessons to be applied in other projects.

5
 The mid-year evaluation help in amendments and improvement while the End year

evaluation helps us to generate lesson learned. The M&E tools of UNFPA Rwanda are

friendly user and facilitate the timely reporting on project activities. The tools need to be

more friendly user to facilitate reporting on time from project staff and disbursement of

funds more flexible, as this affect the project delays to be completed on time. Finally

UNFPA Rwanda collects information relevant to objectives of the projects.

5.2.2. Assess how the process of M&E system affects the Project Success at

UNFPA Rwanda.

The findings show that the response of project staff on resources availability to complete

the project on time is very high. That unavailability of resources affects the project

success. The mid- year and end year evaluation affect also the project success. Majority

of project staff responded that the project evaluation is done at the End of the year only

that single evaluation can make the project to do not succeed very well because no way to

come up with improvement. The Mid- year evaluation is omitted which lead to project

failure.

The findings show that there is a tendency for M&E system to focus on the realization of

objectives (results) and ignore the process by which such objectives can be achieved.

Manager need to know how many of what different types of activities are happening and

where. The insights about the implementation and stakeholder engagement processes, can

they also help to spot and address problems. Processes precede results. The clarifications

about what constitutes a good process and putting in place ways of assuring the quality of

such processes affect the project success. The process of M&E system affect the project

success when project manager and stakeholder identify the resources, the material, the

people with competent skills, the budget, the technology.

5
The process of M&E system affects the project success by identifying and allocating the

tasks, knowing how to measure the progress of a project, to be able to handle the change

and to use the management skills.

5.2.3. Establish the relationship between Monitoring and Evaluation system and

project success at UNFPA Rwanda.

According to the response of Project staff of UNFPA Rwanda this study found that there

was a relationship between M&E system and project success at UNFPA Rwanda but

which need to be strengthen in sense that resources are not available to complete the

project on time and the evaluation of the project is done at the end of the year. Resource

availability is one of the most important factors in project success; it includes materials,

finance, technology and human resources. After monitoring come the mid course

evaluation where we have to identify what is going wrong within project, amend it and

then improve it. When we do only the End year evaluation we can’t amend and improve

it. According to UNFPA staff of Rwanda there is a big relationship between M&E system

and project success at UNFPA Rwanda. The researcher concludes that there is

relationship between the two variables when there is link between activities and

objectives. In order word when the project is completed on time within allocated budget

and good quality that make all stakeholders satisfied.

5.3. Conclusion

This study was designed to assess the relationship between M&E system and project

success. The research did show relationship; however the relationship were not all to

project technical success. Some relations were found to be with project schedule, quality

and budget success, as well as some relations with overall project success.

5
In addition, some M&E system of UNFPA Rwanda did not show a positive, but rather a

negative relation.

The M&E system leads to project success when by identifying information needs to guide

the project strategy, ensure effective operations and meet external reporting requirements

.Then decide how to gather and analyze this information and document a plan for the

M&E system. The process of working out how to monitor and evaluate a project

inevitably raises questions about the project strategy itself, which can help improve the

initial design. Setting up the M&E system with a participatory approach builds

stakeholders understanding about the project and starts creating a learning environment.

Information comes from tracking which outputs, outcomes and impacts are being

achieved and checking project operations (e.g., activity completion, financial

management and resource use). After information gathering and management starts,

problems can be solved problems and new ideas can be obtained for improving the initial

M&E plan. Once information has been collected it needs to be analyzed and discussed by

project stakeholders. In these reflections and discussions, you will probably notice

information gaps. These can trigger adjustments to the M&E plan to ensure the necessary

information is being collected.The results of M&E need to be communicated to the

people who need to use it.

M&E system will be said successful when it includes reporting to funding agencies but is

much broader. Project progress and problems must be shared with project participants to

identify solutions together. Reports to funding agencies need to balance successes and

mistakes and, above all, be analytical and action-oriented. Some of those who are to use

the information may have been involved in collecting data and/or analyzing part of it.

However, plan how to inform those who were not involved. Results from M&E both the

communication processes and the information will improve the project strategy and
5
operations that will lead to project success.Senior management is responsible for seeing

to this with the support of M&E staff. Sometimes improvements can be immediate.

According to the Analysis done of findings, it was found that M&E system at UNFPA

Rwanda remains a challenge where management is not able to regularly assess the

linkages and effects between activities, output and outcomes and assess the level of

achievements with reference to indicator targets. Measuring project success is not a

simple task, Project success is measured as the ability to complete the project according

to desired specifications, and within the specified budget and the promised time schedule,

while keeping the customer and stakeholders happy. Effective M&E system allows the

success of the project. Resources availability help the completion of the project on time,

mid and End year evaluation enhance also the project success.

5.4. Recommendations

According to the research done at UNFPA Rwanda, the researcher recommends the

following:

UNFPA Rwanda is recommended to dispose resources that will help the completion of

project on time.

Mid and End year evaluation must be done by Project staff to evaluate the project and

communicated to stakeholders

UNFPA Rwanda is recommended to have good collaboration at different manager’s level

and Review the M&E tools.

UNFPA Rwanda is recommended to keep on more training and enhancing the capacity

for staff or refresh training to implementing partners

5
UNFPA Rwanda is recommended to Review targets and baseline on a regular basis

5.5. Suggestions for further study

Future researchers should carry out further research on the following areas:

Project cycle Management and project success

Resources Management and technical project success

5
 REFERENCES

Abdullah, A. A. Rahman, H. A. Harun, Z. Alashwal A. M. & Beksin, A. M.

(2010),“Literature mapping: A bird’s eye view on classification of factors
influencing project success”, African Journal of Business Management, 4(19),
pp. 4174-4182

Ashrafi R. & Hartman, F. (2002). Project Management in the Information System and
Information Technologies Industries. Project Management Journal, vol. 33, pp.
5-15.

Belassi, W. and Tukel, O. I. (1996). “A New Framework for Determining

CriticalSuccess/Failure Factors in Projects.” International Journal of Project
Management. 14(3): 141-151.

Belout, A. (1998), “Effects of human resource management on project effectiveness and

success: toward a new conceptual framework”, International Journal of
Project Management, 16, pp. 21–26

Caldwell, R.(2002), Project Design Handbook. Atlanta: CARE International.

Catherine,E. (2006). Monitoring and Evaluation (M&E) for Development in peace-

precarious situations.

Chan, I.P.C. Scott, D. & Lam, E.W.M. (2002), “Framework of success criteria for
design/build projects”, Journal of Management in Engineering, 18, 120–128

Chinnanon, S. (2002). A manual on Monitoring and Evaluation forAlternative

Development Projects.

Cooke-Davis, T. (2002). The ‘real’ success factors on projects. International Journal of

Project Management, Vol. 20, pp 185-190

Cooper, R. (2008). Business Research Methods. New york: Mc Graw-Hill.

Crawford, P. and Bryce, P. (2003). Project Monitoring and Evaluation: A Method for
Enhancing the Efficiency and Effectiveness of Aid Project Implementation.
International Journal of Project Management , 363-373.

5
Donald K. Kombo and Delno. (2006). Proposal and Thesis Writing an Introduction.
Nairobi.

Estrella, Marisol and Gaventa. (1997). Who counts reality? Participatory Monitoring and
Evaluation: A literature Review.

Fortune, J. (2006). Framing of the Project Critical Success Factors by a Systems Model.
International Journal of Project Management , 53-65.

Freeman, M. & Beale, P. 1992, Measuring project success, Project Management Journal,
Vol. 23, No. 1, pp. 8–17

Freeman, H.E., Rossi, P.H. and Wright, S.R.,. (2003). Evaluating Social Projects in
Developing Countries. Paris.

Gemunden H. Salomo S. & Krieger A. (2005), “The influence of project autonomy on

project success”, International Journal of Project Management, 23 (2005), pp
366- 373

Guijt and Abbot. (1998). A working paper on participatory Monitoring of the

Environment: Internatinal Institute for Environment and Development (IIED).

Hunter. (2009). Monitoring and Evaluation Systems. Publisher Namibia Institute for
democracy 1st.

Hyväri, I. (2006). “Success Of Projects In Different Organizational Conditions.”

ProjectManagement Journal. 37 (4): 31-41.

International Fund For Agriculture Development. (2001). Managing for Impact in Rural
Development: A guide for project monitoring and Evaluation.

Jones. (2011). A guide to Monitoring and Evaluating policy influence.

Kerzner, H. (1989). Project Management a system approach to Planning, Scheduling and

Controlling (third edition ed.). Van Nostrand Reinhold Inc.

Kinda, O. (2012). The monitoring and Evaluation System of the millenium villages
project: Close Look at the Mid- term Evaluation Report. Journal of Sustainable
Development .

6
Kusek, J. (2004). Ten Steps to a Results-Based Monitoring and Evaluation System.
Washington D.C.

Lester, A. (2007). Project Management: Planning and Control. Elsevier, New York.

Lim C. and Mohamed M. (1999), “Criteria of project success: an exploratory re-

examination”, International Journal of Project Management, 17(4), pp. 243-48

Mackay, K. (2007). How to build monitoring and Evaluation system to support better
government. Washington, DC: Worl bank.

Meredith. (1996). Educational research: An introduction. London: Longman Publishers.

Mugenda O.M and Mugenda., A. (2003). Research Methods: Quantitative and

Qualitative approaches. Nairobi, Kenyan:: Lectern Publishers.

Nguyen & Lan. (2004). A study on project success factors in large construction projects
in Vietnam. Construction and Architectural Management, vol. 11, 404 - 413.

Orodho. (2009). Regional Inequalities in EDucation, Population and Poverty Patterns in

Kenya. Population of Kenya Journal Nairobi .

Orodho, A. (2009). Techniques of writing Research proposal and techniques. Nairobi.

Patton, M. (2001). Qualitative research & Evaluation methods. 3rd ed. Thousand Oaks:
Sage Publications, Inc.

Pinto, J.K. & Slevin, D.P. 1988, “Project success: definitions and measurement
techniques”, Project Management Journal, Vol. 19 No. 3, pp.67–73

Pollack. (2007). The changing Paradigms of Project Management. Internatioanl Journal

of Project Management , 266-274.

Project Management Body of Knowledge. (2004). A guide to the project Management

Body of Knowledge. USA Project Management Institute.

Rose, K. (2005). Project Quality Management: why, what and How. Florida.

6
Rossi, Peter H., Freeman, Howard A, Lipeey and Mark W. (2004). Evaluation a System
Approach.

Simister, N. (2009). Developing Monitoring and Evaluation Systems for Complex

Organizations: A methodology. Monitoring and Evaluation .

Sivagnanasothy. (2007). Institutionalization of Monitoring and Evaluation System in Sri

Lanka.

Slevin, D.P. and Pinto, J.K. (1986). The Project Implementation Profile: a new tool for
project managers. Project Management Journal, 17 (4) 57 -70

Solomon, P. and Young, R. (2007). Performance Based-Earned Value, John Wiley and
Sons Ltd Publishing House, San Francisco

Starling. (2010). Monitoring and Evaluating advocacy: Lessons from Oxfam GB's climate
change campaign Development in Practice. volume 20, Number 2.

Thomas, G. & Fernandez, W. 2008, "Success in IT projects: A matter of

definition?",InternationalJournal of Project Management, Vo. 26, pp. 733–742

United Nations Development Programme. (2013). Handbook on Monitoring and

Evaluation for Result.

United Nations Development Programme. (2001). Managing forResults: Monitoring and

Evaluation in UNDP.

United Nations Population Fund (2010). Monitoring Performance for Results at UNFPA.

United Nations Population Fund. (2012). Monitoring and Evaluation Plan.

Zwikael. S.G. (2002). Impact of the project Manager on project management planning
process. Project management Journal.

6
APPENDICES

6
MONITORING AND EVALUATION SYSTEM AND PROJECT SUCCESS:

A CASE STUDY OF UNFPA RWANDA

INFORMED CONSENT

I am giving consent to be part of the research study of Ms Lucie Masudi that will focus
on emotional intelligence and leadership styles.

I shall be assured of privacy, anonymity and confidentiality and that I will be given
the option to refuse participation and right to withdraw my participation anytime.

I have been informed that the research is voluntary and that the result will be given to
me if I ask.

Initial & Signature: …………………………………………………………………

Date: ………………………………………………
APPENDIX 1: Questionnaire addressed to UNFPA Staff

You are cordially invited to answer by ticking to the series of questions below:

Question 1. What is your level of Education?

1. PhD

2. Masters

3. Bachelor Degree

4. Degree & M&E Professional

5. Professional Training

Question 2. Working Experience

i. Less than a year

ii. 1-3 years

iii. 4-7 years

iv. Over 7 years

Question 3: Are you satisfied with the M&E system of UNFPA Rwanda?

Agree Strongly Agree Disagree Strongly Disagree

Question 4: Is Financial and Narrative report done on time?

i. Financially Quarterly progress reported Yes No

ii. Narrative Quarterly progress reported Yes No

Question 5: Is Project Evaluation at UNFPA Rwanda done

i. Mid-year review

ii. End year Evaluation

iii. Both

Question 6: Does UNFPA Rwanda has a Monitoring and Evaluation procedures well

documented and knownby its staff and implementing partners

Agree Strongly Agree Disagree Strongly Disagree

Question 7: Are M&E tools friendly user and facilitate timely reporting on

project activities?

Yes No

Question 8:

Are resources available to complete the project on time? Yes No

Question 9: Does the M&E system collects information relevant to objectives of the
projects.

Yes No

Question 10:

Implementing partners policies contribute positively to the effectiveness of

M&E activities

Agree Strongly Agree Disagree Strongly Disagree

Question 11:

If disagree or strongly disagree what can be done to improve this?

………………………………………………………………………………………………
………………………………………………………………………………………………
………………………………………………………………………………………………
…………………………………………………………………………………..

Question 12:

Is there any relationship between M&E system and project success?

Agree Strongly Agree Disagree Strongly Disagree

Question 13:

Does the M&E system of UNFPA leads to Project Success?

Yes No

Question 14:

What would you suggest to improve the M&E System of UNFPA Rwanda?
..........................................................................................................................................

………………………………………………………………………………………………
Thank you for your participation
APPENDIX 2:Questionnaire addressed to Project staff

You are cordially invited to answer by ticking to the series of questions below:

Question 1. What is your level of Education?

6. PhD
7. Masters
8. Bachelor Degree
9. Degree & M&E Professional
10. Professional Training

Question 2. Working Experience

v. Less than a year

vi. 1-3 years
vii. 4-7 years
viii. Over 7 years

Question 3: Are yousatisfied with the M&E system of UNFPA Rwanda?

Agree Strongly Agree Disagree Strongly Disagree

Question 4: Is Financial and Narrative report done on time?

i. Financially Quarterly progress reported Yes No

ii. Narrative Quarterly progress reported Yes No

Question 5: Is Project Evaluation at UNFPA Rwanda done

i. Mid-year review

ii. End year Evaluation

iii. Both
Question 6: Does UNFPA Rwanda has a Monitoring and Evaluation procedures well
documented and knownby its staff and implementing partners

Agree Strongly Agree Disagree Strongly Disagree

Question 7: Are M&E tools friendly user and facilitate timely reporting on
project activities? Yes No

Question 8:

Are resources available to complete the project on time? Yes No

Question 9: Does the M&E system collects information relevant to objectives of the
projects.

Yes No

Question 10:

Implementing partners policies contribute positively to the effectiveness of

M&E activities

Agree Strongly Agree Disagree Strongly Disagree

Question 11:

If disagree or strongly disagree what can be done to improve this?

………………………………………………………………………………………………
………………………………………………………………………………………………
………………………………………………………………………………………………
…………………………………………………………………………………..

Question 12:

Is there any relationship between M&E system and project success?

Agree Strongly Agree Disagree Strongly Disagree

Question 13:

Does the M&E system of UNFPA leads to Project Success?

Yes No

Question 14:

What would you suggest to improve the M&E System of UNFPA Rwanda?
..........................................................................................................................................

………………………………………………………………………………………………
Thank you for your participation