| Abstract: | Project monitoring and evaluation is an integral part of the project cycle and of good management practice.
An effective monitoring and evaluation system is fundamental if the goals of a project are to be achieved. The
main objective of the study was to assess the effect of project monitoring and evaluation on project
implementation in Awash Bank. A quantitate research approach was used. The study has applied descriptive
study design. The study has focused on four Awash Regional Branches (North, West, East and South) in Addis
Ababa of project implementation of project Vision 2025 in Awash bank, Ethiopia. The non-probability
sampling method was used. An approach for selecting samples based on discretionary judgment/purposive
sampling was applied. Primary and secondary data sources were used to collect data. From the survey
questionnaire distributed about 73 were returned with a response rate of 97.33%. The analysis of data was
done by utilizing computerized statistical package of social sciences (SPSS) version 20 and summarized in
tables for interpretation and inference. M & E practices were analyzed at four levels of planning process,
technical expertise, stakeholder involvement and management participation. Associations between M & E
practice and project performance were measured using logistic regression model, with estimated odds ratios
(ORs) at 95% confidence intervals (CIs) with a P < 0.05 regarded to be statistically significant to establish
influence of M & E practice on performance. The study established adaptability of planning process and
technical expertise on allocation of funds for M & E, development of clear M & E plans/tools, regular
collection and analysis of M & E information, training of M & E staffs and attracting skilled M & E staffs
with average flexibility on M & E needs assessment. The project though reported low staff awareness on M
& E planning process, lack of control mechanisms to keep track of project progress, lack of utilization of M
& E to support decision making during project implementation, lack of developed comprehensive strategic
operational plans for regular monitoring and evaluation. The project further reported low-level application
of stakeholder analysis or feedback and communication strategy that reflects community needs or people's
interest in the implementation or enable stakeholders to influence project acceptance based on their needs.
There was lack of visible support and commitment by management towards project implementation as well
as effective communication that meets project objectives and effective use of lessons learnt from different
projects for future decision-making and improved project delivery. The study recommends establishment of
strategic plans to define internal process of carrying out M & E, strengthening organizational M & E
capacity, structuring stakeholder involvement and management participation. |
