LUNAR INTERNATIONAL COLLEGE

POSTGRAUATE STUDIES

MSPM PROGRAM

Construction project planning, monitoring and evaluation

practice at Ethiopian construction works corporation (ECWC)

A proposal in project management

By Abel Birkneh

write the submission Date

Addis Ababa

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 TABLE OF CONTENTS

TABLE OF CONTENTS ................................................................................................ II

CHAPTER 1 INTRODUTION .................................................................................. 1

1.1 Statement of the Problem ..................................................................................... 3

1.1.1 Basic Research Questions ............................................................................. 5

1.2 Objective of the study .......................................................................................... 5

1.2.1 General objective .......................................................................................... 5

1.2.2 Specific objective.......................................................................................... 5

1.3 Significance of the study ...................................................................................... 6

1.4 Delimitation/ Scope of the Study ......................................................................... 6
1.5 Limitations of the Study....................................................................................... 7
1.6 Organization of the Proposal................................................................................ 7
CHAPTER 2 LITERATURE REVIEW ................................................................... 8

2.1 Definition and Concept ........................................................................................ 8

2.1.1 What Is a Project? ......................................................................................... 8

2.2 Project Parameters................................................................................................ 9

2.3 Construction projects ........................................................................................... 9
2.3.1 Project Parties in construction .................................................................... 11

2.4 Planning, Monitoring and evaluating a construction project ............................. 12

2.5 Planning a project............................................................................................... 13
2.6 Monitoring and Evaluation ................................................................................ 15
2.6.1 Project Monitoring ...................................................................................... 15

2.7 Project Evaluation .............................................................................................. 16

CHAPTER 3 RESEARCH METHODOLOGY ..................................................... 19

3.1 Research Design and Approach ......................................................................... 19

3.2 Data Sources and Instruments of Data Collection ............................................. 20
3.3 Sample and Sampling Techniques ..................................................................... 21
3.4 Methods of Data Analysis .................................................................................. 21
3.5 Ethical Consideration ......................................................................................... 21
WORK PLAN ................................................................................................................. 22

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BUDGET ......................................................................................................................... 23

REFERENCES ............................................................................................................... 24

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Construction project planning, monitoring and evaluation practice at Ethiopian construction
works corporation (ECWC).

CHAPTER 1 INTRODUTION

The construction industry is multipart in nature because it involves different technologies,

equitable size of the projects, a high level of organizational complexity and different
parties (client, contractor, consultant, supplier, bank, insurance, permitting agency, and
public) (Venkataramanand and Pinto 2008). Since it creates a market for construction input
suppliers and their services, and since the services provided are an input for other sectors,
it creates a chance for large employment. It is regarded as a country's economic elevation
because of its massive investment (Chantal & Cantarelli, 2010). That is why developing
countries also invest in infrastructure development to increase their infrastructure status
that is used to compete in the globalized world (J.-K. Lee, 2008).

According to James (2004), the construction sector is vast and volatile, requiring a
substantial capital investment. As a result, the industry can occasionally cause large issues,
resulting in disputes and the disruption of relationships between various parties of interest.
Clients, contractors, engineers, and consultants could all be engaged. Poor quality, time
loss, and cost overrun are the most common negative outcomes that occur. From the
client's perspective, there would be a loss of profit because a business plan might have
been drawn out. On the contractor's side, delays in building incur higher costs for
personnel, materials, and equipment, among other things. There are several factors that
cause an increase in cost within projects, poor quality and time delay; some could be
controllable while others might not.

To boost the odds of success, UNDP –PME-HANDBOOK-(2009) recommends focusing

on some of the most prevalent project flaws. Consistently, four key focal areas are
recognized. Planning, stakeholder involvement, communication, monitoring, and
evaluation are the four components.

Good planning paired with appropriate monitoring and evaluation, can significantly
improve project effectiveness. Monitoring and evaluation help us learn from past triumphs,
challenges, and influence our decision-making so that current and future efforts can better
improve people's lives and increase their choices.
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Construction project planning, monitoring and evaluation practice at Ethiopian construction
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Understanding inter-linkage and dependencies between planning,

monitoring and evaluation
 Without proper planning and clear articulation of intended result, it is not
clear what should be monitored and how; hence monitoring cannot be done
well.

 Without effective planning (clear results frameworks), the basis for

evaluation in weak; hence evaluation cannot be done well.

 Without careful monitoring, the necessary data is not collected; hence,

evaluation cannot be done well.

 Monitoring is necessary, but not sufficient, for evaluation.

 Monitoring facilitates evaluation, bur evaluation uses additional new data
collection and different frameworks for analysis.

 Monitoring and evaluation of a program will often lead to change in

program plans. This may mean further changing or modifying data
collection for purposes.

UNDP Handbook on Development Planning, Monitoring, and Evaluation

(2009).

Contractors introduced a variety of difficulties to the site, which Hidaya (2011) listed

as follows:

 Poor planning, management, and technical performance are all

examples of poor planning, management, and performance.

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Construction project planning, monitoring and evaluation practice at Ethiopian construction
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 The majority of contractor plans do not include a Work Breakdown

Structure.

 There is a lack of collaboration between all project participants.

The goal of this research is to look at the Ethiopian construction works corporation's

planning, monitoring, and evaluation of building projects in depth.

1.1 Statement of the Problem

Planning, Monitoring, and Evaluation can be a good strategy to reach a goal since we don't

have a particular path to follow if we don't plan, monitor, and evaluate, and our efforts

may take us to unintended aims or consequences. It's difficult to know what it'll take to

execute a project properly without proper planning, monitoring, and assessment. In the

same way that a highway road map guides a scheduled trip, a feasible project plan,

monitor, and assessment act as a road map for the execution process (Carstens &

Richardson, 2013).

The goal of the study will be to examine the actual implementation of planning,

monitoring, and evaluation in the corporation, as well as the obstacles encountered during

planning, monitoring, and evaluation, and to provide viable solutions to the problems

encountered.

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Construction project planning, monitoring and evaluation practice at Ethiopian construction
works corporation (ECWC).

Project planning, monitoring, and evaluation are all aimed at improving project

performance and satisfying the three key components of project objectives, as previously

mentioned (Time, Cost, and Quality).

As a result, the general goal of this study is to review the practices of construction project

planning, monitoring, and evaluation and their influence on performance level, as well as

to evaluate the strengths and weaknesses of ECWC's planning, monitoring, and evaluation

practice. The following are issues associated with the ECWC construction project's lack

of effective planning, monitoring, and assessment.

● These are known as the 4M's (resource supply delays) (manpower, machine,

materials and money).

● Inadequate project work planning and the difficulty of making timely program

modifications, as well as the issue of timely progress report filing.

● Monitoring the requested material, equipment, and personnel by both the site

projects and the housing construction project is a challenge.

● Inappropriate planning of project mobilization time.

● A challenge in working as a team on project master plan preparation with all

parties involved.

● Inefficient procurement service

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 Construction project planning, monitoring and evaluation practice at Ethiopian construction
works corporation (ECWC).

1.1.1 Basic Research Questions

This study will intend to answer what the construction project planning, monitoring, and

evaluation practices in ECWC are in general, as well as to discover answers to the

following fundamental research issues in particular.

● What is the current project planning, monitoring, and evaluation approach for

the ECWC project?

● To what degree does the ECWC's planning, monitoring, and evaluation

characterize the status of its project in each case?

● How effective is the project planning, monitoring, and assessment in

comparison to ECWC best practices?

● What are the difficulties for good project planning, monitoring, and evaluation

practice at ECWC?

1.2 Objective of the study

1.2.1 General objective

The general objective of this study will be to examine the practices of construction project

planning, monitoring and evaluation in ECWC.

1.2.2 Specific objective

● To explore current project planning, monitoring and evaluation practice of

ECWC.

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Construction project planning, monitoring and evaluation practice at Ethiopian construction
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● To assess the existing practice of planning, monitoring and evaluation in

ECWC.

● To evaluate the practice of planning, monitoring and evaluation of

construction projects in ECWC.

● To study the assess standard are practiced during the planning, monitoring

and evaluation.

1.3 Significance of the study

The review's outcome will be critical for Ethiopian construction Works Corporation in
particular, as well as other contractors in general, to become more aware of the issue and
its importance in achieving the project's goal. Despite the fact that the research focuses on
building projects, the findings and conclusions could be useful to specialists in a variety
of industries, with a focus on the many stages involved in project planning, monitoring,
and evaluation.

1.4 Delimitation/ Scope of the Study

The study's findings were mostly based on the opinions and thoughts of respondents who
were chosen at random. Though project planning, monitoring, and evaluation are all
concerns that require time series data collection, the data for this study was confined to
respondents' opinions, which were only obtained once. By adopting systematic random
sampling, the investigation was limited to a descriptive manner.

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Construction project planning, monitoring and evaluation practice at Ethiopian construction
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1.5 Limitations of the Study

The researcher recognizes that limitations are unavoidable when conducting research and
wishes to address them. The lack of well-published and documented data about
construction project planning, monitoring, and evaluation by organizations, which would
have been valuable if found, was one of the significant constraints faced by the researcher
while performing this study. The other major constraint was that even the data discovered
was insufficient.

1.6 Organization of the Proposal

This research proposal is organized in to three chapters. The first chapter deals with the

introduction part, which encompasses the background of the study, the statement of the

research problem, objectives of the study, significance of the study, scope of the study and

limitations of the study.

The second chapter deals with the review of related literature. Chapter three focused on

the research methodology, data collection and procedures, sample and sampling

techniques.

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Construction project planning, monitoring and evaluation practice at Ethiopian construction
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CHAPTER 2 LITERATURE REVIEW

2.1 Definition and Concept

2.1.1 What Is a Project?

The concept of a project is defined in a variety of ways by various organizations and

authors. A project, according to Lewis (2005, p.5), is a one-time job with a specified

beginning, middle, and end, a well defined scope of work, a budget, and is multitask in

nature. ǁ A project, according to Wysocki (2003, p.3), is "a succession of distinct,

complicated, and connected actions with one objective or purpose that must be

accomplished on schedule, within budget, and according to specification." ǁ A project is a

temporary activity performed to generate a unique product, service, or result, according to

(PMBOK, 2004, p.4). To summarize the definitions given above, a project is any set of

activities and tasks that:

 Have a precise goal that must be met within a certain time frame, as

well as start and end dates.

 There are funding (budget) constraints (if applicable)

 Resources, both human and nonhuman, are depleted (i.e., money,

people, equipment)

Are they multifunctional? (i.e., sliced through multiple functional lines) According

to Lewis (2005), numerous different disciplines are commonly included in projects.

Architects, civil engineers, construction engineers, electrical engineers, mechanical

engineers, accountants, purchasers, carpenters, plumbers, electricians, painters,

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suppliers, and unskilled laborers, for example, are all involved in construction

projects. Projects have many phases, and the nature of the project varies as it

progresses through its life cycle.

2.2 Project Parameters

Project parameters are significant limitations that determine whether a project succeeds or
fails. According to Wysocki (2003), each project has five constraints: scope, quality, cost,
time, and resources.

 Scope: The scope of a project is a declaration that outlines its bounds. It indicates
not just what will be done, but also what will not be done.

 Quality: Every project includes two sorts of quality: product quality and process
quality.

 Cost: Throughout the project management life cycle, cost is a crucial factor. The
first consideration happens at an early and informal stage of a project's existence.

 Time: The customer establishes a timeline or due date for completion of the
project. Cost and time are inversely connected to one another to some extent. The
time it takes to finish a project can be lowered, but the expense will rise as a result.

 Resources: Resources are assets, such as people, equipment, physical facilities, or

inventory, that have limited availabilities, can be scheduled, or can be leased from
an outside party. Some are fixed; others are variable only in the long term. In any
case, they are central to the scheduling of project activities and the orderly
completion of the project.

2.3 Construction projects

Researches show that construction projects have their charcters which differentiate

them from other types of projects. Hidaya(2011) in his research states that Construction

projects require skilled management, as they are complicated and face many challenges

and constraints, such as cost, time regulations, materials and environmental rules or

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customs. In construction projects several activities happen and take place at the same

time, but still are connected and integrated. Therefore we need thorough and effective

communications and cooperation to manage and control these activities. Construction

projects are characterized as very complex projects, where uncertainty comes from

various sources such as technical, legal, natural, social, economical, financial,

commercial and political, these may differ according to the specialty of each project.

According to Aburizk (2010), construction projects differ from one another.

 Construction is often carried out at a fixed place or site, necessitating a thorough

examination of the logistical challenges involved. The necessary building materials
and resources must be obtained and transported to the construction site. Working
space, traffic management, security, public health and safety, and the
environmental effect of the activities must all be considered if the works are
considerable in extent.

 The introduction of new materials and technologies, procedures, and criteria for
sustainable or green development in modern building can all contribute to growing
levels of risk and complexity. Project planning, design, research, and procurement
may all help to reduce and manage risks.

 Because each construction project is unique, the external effects and restrictions
will be varied and prone to change during the course of the project. Rates of
technical change, financial sources, market factors, climate change, politics, and
changing client requirements are examples of these.

 Construction project timescales are often calculated in years. As a result, customers

would normally be required to have a design and budget established and codified
at an early stage. Some projects do not completely iron out the finer details and
points until after the work has begun, which has a negative impact on cost, quality,
and timetables for completion of activities.

 Finally, various members of the project organization must manage competing

commercial economic interests while attaining the project's goals and objectives.
Contractors, for example, may prioritize profit maximization over the other
elements that characterize project success. Clients, on the other hand, will want the
asset provided as soon as feasible, at the lowest possible cost, and with the greatest
possible quality. Consultants may strive to optimize their earnings by minimizing

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their time on the project, depending on their contractual terms. This presents an
extremely complicated terrain that must be negotiated, and it frequently does not
work in the best interests of the project itself.

2.3.1 Project Parties in construction

Many parties are involved in construction projects, but the following are the primary

construction project parties, according to Rohaniyati (2009).

1. Employer/Owner;- Define the project's goals, functions, and services.

Owners are also in charge of giving financial assistance for a project.

2. Contractors;- The Contractor shall carry out the works appropriately and in

compliance with the contract. All supervision, personnel, plant, and

contractor's equipment will be provided by the contractor. All goods and

equipment on the job site are considered the employer's property. The

Contractor is responsible for doing the task correctly and in compliance with

the contract. All supervision, personnel, plant, and contractor's equipment

will be provided by the contractor. All goods and equipment on the job site

are considered the employer's property.

3. Designer (architect /engineer);- The third party on a project who is in

charge of translating the owner's vision and needs into a practical blueprint.

Also, to keep an eye on and monitor the Works, as well as to test and inspect

any materials or workmanship utilized in connection with the Works.

Table The parties and their roles

CONTRACT PARTY MAJOR ROLES

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Employer It necessitates the construction of the facility.

Contributes funds to the project's development.

Determines the project's scope.

The process's most significant player

Engineer Designing the project is engineer’s responsibility.

Idealizes the project's end consequence.

Creates blueprints and specifications, as well as other contract

papers.

oversees the job and manages the contract

Contractor Based on the design, constructs the facility.

Makes the project a reality.

Manages various resources in order to construct the facility.

Source Rohaniyati (2009)

2.4 Planning, Monitoring and evaluating a construction project

Good planning, monitoring, and evaluation improve contractors' contributions by

establishing obvious ties between past, current, and future projects and development

outcomes. Monitoring and evaluation may assist organizations in extracting useful

information from previous and present operations, which can then be utilized to

influence programming fine-tuning, reorientation, and future planning. It would be

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hard to determine whether work is progressing in the proper direction, whether

progress and success can be claimed, and how future efforts might be enhanced

without adequate planning, monitoring, and evaluation. Merith.al.et(2013p.123)

claims that Managing a project is constantly planning what to do, checking on

progress, comparing progress to the plan, taking corrective action to bring progress

in line with the plan if it is not, and replanning as necessary.

2.5 Planning a project

To achieve its goals, every project must be well managed. Project management is

defined by the PMBOK (2001.p.6) as "the application of knowledge, skills, tools, and

procedures to project activities in order to achieve project requirements." "Project

management is performed by applying and integrating the project management

processes of initiating, planning, executing, monitoring and controlling, and closing."

Planning is defined by UNDP (2009, p.7) as "the process of identifying goals, devising

strategies, detailing implementation arrangements, and assigning resources to attain

those goals." It is crucial to recognize that planning entails examining a variety of

procedures. ǁ Planning and scheduling are two aspects of construction management

that are inextricably linked: strategy and time. It is critical to complete a job on

schedule. Completing a job on time, on the other hand, does not happen by chance. It

necessitates a significant amount of effort and forethought. According to UNDP

(2009), planning involves a variety of procedures.

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works corporation (ECWC).

Mubarak described the planning process in his book (Mubarak,2010.p.3) as "those

procedures conducted to identify the complete scope of the endeavor, define and refine

the objectives, and create the course of action necessary to achieve those objectives."

It is sometimes stated that "failing to plan is intending to fail." As a result of the

benefits associated with planning, it is critical for companies to plan. According to

Aiyetan (2010), these advantages include the following:

 Planning gives direction and assists both managers and non-managers in

focusing on the future.

 It fosters a collaborative working atmosphere;

 It lessens the effect of change. In a tumultuous environment, planning helps

managers to anticipate change and build effective solutions.

 It lowers the amount of activity that overlaps. When the methods and

purposes are clear, overlapping and inefficient activities become apparent,

and

 Planning establishes the parameters for control. Planning establishes goals

and so complements the control function. Controlling allows performance to

be measured against predetermined goals. Corrective actions can be

implemented if large deviations occur. Control cannot exist in the absence of

planning.

According to J. Jackson (2010), project planning must be produced by a team of

employees from several departments, and the project schedule must take into account

specifics and aspects of the task, supplies, personnel, subcontractors, and equipment

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that will be required to finish the project. They must also take into account all of the

factors that impact the efficient utilization of those resources. They'll have time to

think about and debate the factors that might slow down the process and cause the

project to be delayed. They will get the chance to establish the plan that will see the

project through to completion.

2.6 Monitoring and Evaluation

Monitoring and assessment are project management decision-making tools. While

monitoring and evaluation are typically referred to as the singular word M&E, they

are two linked but quite separate activities, according to Metalign (2015).

2.6.1 Project Monitoring

Monitoring is a systematic and ongoing process of gathering, evaluating, and

applying information for management and decision-making. Monitoring, according

to Metaling (2015), is a systematic and ongoing process of gathering, evaluating, and

using information to track efficiency (efficiency evaluates how effectively inputs

such as money, time, equipment, personnel, and so on were used in the generation

of outputs). It is an activity that determines if project inputs are delivered, employed

as intended to generate output, and have the desired initial impacts. As a result, it

represents an extensive and frequent review of a project's resources, outputs, and

outcomes.

Monitoring is an important aspect of excellent management because it is a tool for

identifying strengths and weaknesses and providing the people in charge of the

project with enough information to make the appropriate choice at the right time to
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ensure its quality. Monitoring, according to Jody and Ray (2004), provides

information on where a project is at any given time (and over time) in relation to its

particular aims and results. It is intended to be descriptive.

Quality, money, and time are the three key aspects related with building project

management, according to J. Jackson (2010). These variables must be checked

during the course of the job. Data used for project monitoring must be closely tied to

project plans, outputs, timelines, budgets, materials purchase invoices, worker time

cards, modification notices, test results, and standards.

Monitoring and evaluation (2001) defines monitoring as follows:

 Creating efficiency, effectiveness, and impact indicators;

 putting in place processes to gather data on these indicators;

 obtaining and recording information

 obtaining and recording information

2.7 Project Evaluation

Evaluation is a thorough and unbiased review of finished or ongoing operations to

see how well they are meeting specified objectives and contributing to decision-

making. Evaluations, like monitoring, can be used to assess a variety of items, such

as an activity, project, program, strategy, policy, topic, theme, industry, or

organization. The fundamental difference between the two, according to

UNDP(2009), is that assessments are conducted independently to give managers and

employees with an objective assessment of whether or not they are on track. They

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also have more stringent methods, designs, and methodologies, as well as more

detailed analyses. The goals of both monitoring and assessment, however, are

essentially similar: to offer information that can aid in making decisions, improving

performance, and achieving desired outcomes.

Performance evaluation is the process of measuring the degree of divergence from

completed activities and goals by evaluating them on a regular basis. Among others,

Abubeker (1992) established three criteria for evaluating performance:

When variations, whether positive or unfavorable, are the consequence of everyday

actions that are specialized in character, such as concreting, computational

approaches are applied. Profit and loss accounting, task costing, direct comparisons,

variance analysis, and ratio analysis are examples of such procedures.

When deviations occur as a result of actions that are difficult to specify with any

fair degree of clarity, such as monitoring, a judgmental approach is used. In such

instances, reason would be used, and deviations would be weighed against the

organization's policies, regulations, and other guidelines. Decisions are made on

whether or not activities are in accordance with generally recognized

organizational guidelines.

When there is a conflict between judgemental values. To identify the

deviations, compromises should be applied.

Table 2.4 .shows the difference between monitoring, reporting, and evaluation.

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Construction project planning, monitoring and evaluation practice at Ethiopian construction
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Finally, Lewis R. Ireland (2006) defines monitoring and evaluation as "the

process of monitoring, assessing, and comparing intended outcomes with

actual results to determine the progress toward the project cost, schedule, and

other objectives."

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Construction project planning, monitoring and evaluation practice at Ethiopian construction
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CHAPTER 3 RESEARCH METHODOLOGY

Since the study's goal was to learn how the company planned, monitored, and

evaluated its building projects, the descriptive approach use. According to Kothari

(2004), descriptive research studies are "those investigations that are focused on

characterizing the traits of a single individual, or of a group."

3.1 Research Design and Approach

According to Saunders et al. (2009), there are seven research strategies: experiment,

survey, case study, action research, grounded theory, ethnography, and archival

research.

In this study, the researcher use survey research. Survey research is a popular and

common technique in business and management research for addressing who, what,

where, how much, and how many questions. It has also been used in exploratory and

descriptive research. Survey research allows for the low-cost collection of a vast

amount of data from a big population. These statistics are often collected by

distributing a questionnaire to a sample, and they are standardized, allowing for simple

comparison. Furthermore, the survey method is perceived as authoritative by the

general public and is reasonably easy to explain and grasp.

According to Saunders et al., the two most common data gathering techniques and

analysis procedures utilized in business and management research are quantitative and

qualitative methodologies (2009). One way for distinguishing between the two is to

focus on numeric (numbers) and non-numeric (words) data. Quantitative data refers

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to any data collection method (such as a questionnaire) or data analysis technique

(such as graphs or statistics) that creates or uses numerical data. In contrast, qualitative

is commonly used interchangeably with any non-numerical data collecting method

(such as an interview) or data processing strategy (such as classifying data).

The study will utilize a quantitative technique by inserting a qualitative item into the
questionnaire in order to suit the gathering of the essential information from a wider
sample and make the analysis easier. As a result, data was collected from a sample of
management employees and professional engineers using a self-administered closed-
ended questionnaire and a structured interview. According to Saunders et al. (2009),
research designs are also classified as longitudinal or cross-sectional based on the time
horizon. The study of a specific event at a certain period is referred to as a cross-sectional
research. It comprises research studies completed as part of academic courses. The survey
approach is frequently used in cross-sectional investigations. Longitudinal research offers
the ability to investigate change and development across time since the researcher has
some control over factors.

3.2 Data Sources and Instruments of Data Collection

The research will make use of both primary and secondary data sources. A thorough

review of related literature, which includes books, papers, journals, and a variety of

other written sources, will use to collect secondary data. The primary data used by

the researcher will acquire through questionnaires and interviews. The decision to

utilize the two instruments will made after thorough consideration of their benefits

and drawbacks, as well as the population size for each group. The study's goal was

to examine the process of planning, monitoring, and assessing building projects in

the ECWC.

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Construction project planning, monitoring and evaluation practice at Ethiopian construction
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3.3 Sample and Sampling Techniques

The target groups in this study were Ethiopian construction works corporation

management staff and professional engineers at head office and project.

3.4 Methods of Data Analysis

The techniques of analysis will use in this study were selected based on the type of data
available for analysis and the aims of the research. Because the items on the questionnaire
were qualitative, the descriptive technique to analysis was the best match for the study.
This method will employe for the appropriate evaluation, interpretation, tabulation, and
presentation of the study's results on several dimensions during the presentation,
interpretation, and discussion phases. The data acquired through surveys will coded,
loaded into a computer, analyzed, and displayed in the form of charts, diagrams, and tables
using SPSS Statics software.

3.5 Ethical Consideration

According to Saunders et al. (2009, p.184), research ethics concerns how we create and
clarify our study subject, plan our research and get access, collect data, process and store
data, analyze data, and write up our research results in a moral and responsible manner.

All respondents will asked to keep their identities and replies anonymous, so that all
information shall supply in complete confidence. The questionnaire will given based on
each respondent's desire to participate. In addition, the questionnaire's objective will state
explicitly in a cover letter that accompanied the questionnaire.

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WORK PLAN

time in Month
Research Activity Feb Mar Apr May Jun
Develop
research
proposal
literature review
Develop
questions for
data collection
pilot study
data collection
data analysis
write up for frist
draft
write up for final
draft
submission of
dissertation

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BUDGET

Total
No Item discrpition Quaility Unit cost cost
1 Stationary
For print results, draft
copies and final 6 1000
1.1 copy 6000.00
1.2 Photocopy 500 2 1000
2 Phone
Communication fee
(telephone and 1 1000
2.1 internet) 1000.00
3 Tansportation
Transport for collection of
1 200 200.00
3.1 data
4 Miscellaneous 1 500 500.00
Total 8700.00

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REFERENCES

AbouRizk, L. E. (2010). Managing Performance in Construction. New Jersey: John Wiley

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