Dr. Callistus Tengan is a Senior Lecturer in the Department of Building Technology at Bolgatanga Technical University, Ghana and a Professional member of the Ghana Institution of Surveyors (GhIS). He is a Postdoctoral Research Fellow in the Department of Construction Management and Quantity Surveying of the University of Johannesburg, South Africa.Professor Clinton Aigbavboa is the Director of the CIDB Centre of Excellence & Sustainable Human Settlement and Construction Research Centre, Faculty of Engineering and the Built Environment, University of Johannesburg, South Africa.Professor Wellington Didibhuku Thwala is the Director of the South Africa Research Chair in Sustainable Construction Management and Leadership in the Built Environment, Faculty of Engineering and the Built Environment, University of Johannesburg, South Africa.

• PART 1Performance management and measurement 11 Project management 31.1 Abstract 31.2 Introduction 31.3 Project performance management 41.4 Monitoring and evaluation as a performance management tool 41.5 Emerging trends in project monitoring and evaluation 51.5.1 Drone and unmanned aerial vehicles (UAVs) 61.5.2 Building information modelling (BIM) 61.5.3 Geographic information system (GIS) 71.6 Professional ethics in the construction industry 71.7 Aim of the book 8Summary 9References 92 Overview of project monitoring and evaluation research 122.1 Abstract 122.2 Introduction 122.2.1 Monitoring 122.2.1.1 Types of monitoring 132.3 Evaluation 142.3.1 Types of evaluation 172.3.2 Need for evaluation 182.4 Monitoring and evaluation 182.5 Approach, methods, tools and techniques of M&E 202.6 Monitoring and evaluation indicators 232.7 Types of monitoring and evaluation indicators 242.8 Benefits of effective monitoring and evaluation 252.9 Challenges to monitoring and evaluation 262.9.1 Organizational-level challenges 262.9.2 Project-based challenges 272.9.3 Technical-based challenges 27Summary 29References 293 Monitoring and evaluation system and framework 333.1 Abstract 333.2 Introduction 333.3 Logical framework 343.4 Results framework 363.5 Conceptual or narrative framework 373.6 Steps in developing a monitoring and evaluation framework 383.7 A monitoring and evaluation system 393.8 Types of a monitoring and evaluation system 413.8.1 Implementation-focused M&E system 413.8.2 Results-based M&E system 413.9 Criteria for assessing the quality of a monitoringand evaluation system 423.10 Steps in developing a monitoring and evaluation system 433.11 Components of a monitoring and evaluation system 453.11.1 Category one 453.11.2 Category two 473.11.3 Category three 473.12 A monitoring and evaluation plan 47Summary 48References 48PART 2Theories, models and concepts in monitoring and evaluation research 514 Theories of monitoring and evaluation 534.1 Abstract 534.2 Introduction 534.3 Monitoring and evaluation theory defined 544.4 A review of monitoring and evaluation theories 544.4.1 The evaluation theory 554.4.1.1 The evaluation theory tree 554.4.1.2 Method perspective 574.4.1.3 Value perspective 584.4.1.4 Use perspective 584.5 Theory of change 594.6 Program theory 60Summary 61References 625 Monitoring and evaluation models 645.1 Abstract 645.2 Introduction 645.3 Classification of evaluation models 645.3.1 Evert Vedung’s classification 645.3.2 Stufflebeam’s classification 655.3.3 Evaluation approaches for the 21st Century 655.3.4 Stufflebeam’s context, input, process andproduct (CIPP) model 655.3.5 Scriven’s goal-free evaluation model 665.3.6 Stake’s responsive evaluation model 675.3.7 Patton’s utilization-focused evaluation model 675.3.8 Guba’s ethnographic evaluation model 67Summary 68References 686 Conceptual IME model for construction project delivery 696.1 Abstract 696.2 Introduction 696.3 Key determinants of effective monitoring and evaluation 716.3.1 Stakeholder involvement 736.3.2 Budgetary allocation 746.3.3 Technical capacity and training 756.4 Proposed IME conceptual model 766.5 Theoretical underpinning of the conceptual model 776.6 Structural components and specificationof the conceptual IME model 776.7 IME model justification 78Summary 80References 81PART 3Communication and leadership in monitoring and evaluation 857 Aspects of communication in monitoring and evaluation 877.1 Abstract 877.2 Introduction 877.3 Understanding monitoring and evaluation communication 887.3.1 Types of communication 897.3.1.1 Intrapersonal communication 907.3.1.2 Interpersonal communication 907.3.1.3 Mass communication 917.3.1.4 Group communication 917.3.2 Communication models 917.3.2.1 Shannon and Weaver’s model of communication, 1948 927.3.2.2 Lasswell’s model of communication, 1948 927.3.2.3 Osgood-Schramm’s model of communication 937.3.2.4 Aristotle’s model of communication 947.3.2.5 David Berlo’s S-M-C-R model of communication 947.4 Functions of communication in monitoring and evaluation 957.4.1 Information sharing and awareness creation 967.4.2 Education and training 967.4.3 Persuasion 977.5 The use of information communication technology (ICT) in construction project monitoring and evaluation 977.6 Benefits of monitoring and evaluation communication 987.7 Barriers to monitoring and evaluation communication 997.8 Achieving effective monitoring and evaluation communication 100Summary 102References 1028 Perspectives in monitoring and evaluation leadership 1068.1 Abstract 1068.2 Introduction 1068.3 Types of leadership styles 1088.3.1 Transformational leadership style 1088.3.2 Transactional leadership style 1098.3.3 Autocratic/authoritative leadership style 1098.3.4 Democratic or participatory leadership style 1098.3.5 Laissez-faire leadership style 1108.3.6 Bureaucratic leadership style 1108.3.7 Charismatic leadership style 1118.4 Leadership theories: An evolution tree approach 1118.4.1 Personality era 1118.4.2 Influence era 1138.4.3 Behavior era 1138.4.4 Situation era 1148.4.5 Contingency era 1148.4.6 Transactional era 1158.4.7 Anti-leadership era 1158.4.8 Culture era 1158.4.9 Transformational era 1168.5 Barriers to effective monitoring and evaluation leadership 1168.6 Achieving effective monitoring and evaluation leadership 118Summary 119References 119PART 4Country perspective on monitoring and evaluation practices 1259 Monitoring and evaluation in developed countries: A global view 1279.1 Abstract 1279.2 Introduction 1279.3 Overview of the United Kingdom construction industry 1299.4 Overview of the Australian construction industry 1299.5 Philosophical basis and policy for monitoring and evaluation in the United Kingdom and Australia 1309.6 Monitoring and evaluation in the public sector 1329.7 Monitoring and evaluation policy challenges in developed countries 1339.8 Findings and lessons learnt 134Summary 134References 13410 Monitoring and evaluation in developing countries: An African experience 13610.1 Abstract 13610.2 Introduction 13610.3 Monitoring and evaluation in Africa 13610.4 Kenya 13710.4.1 Construction industry outlook of Kenya 13710.4.2 Monitoring and evaluation regulatory policy in Kenya 13910.4.3 Construction project monitoring and evaluation in Kenya 14010.4.4 Challenges in construction project monitoring and evaluation in Kenya 14010.4.5 Findings and lessons learnt from Kenya 14110.5 South Africa 14110.5.1 Construction industry outlook of South Africa 14210.5.2 Monitoring and evaluation regulatory policy in South Africa 14310.5.3 Municipal infrastructure project implementation and M&E in South Africa 14510.5.4 The South African Construction Industry Development Board 14510.5.5 Challenges in construction project monitoring and evaluation in South Africa 14710.5.6 Findings and lessons learnt from South Africa 148Summary 149References 14911 A review of the Ghanaian construction industry and the practice of monitoring and evaluation 15211.1 Abstract 15211.2 Introduction 15211.3 Overview of the Ghanaian construction industry 15311.3.1 Significance of the Ghanaian construction industry 15411.3.2 Challenges of the Ghanaian construction industry 15611.3.2.1 Industry challenges 15611.3.2.2 Economic challenges 15711.3.2.3 Project management and implementation challenges 15711.4 Construction project monitoring and evaluationpractice in Ghana 15911.4.1 Project management consultants 16011.4.2 Ministry of water resources works and housing(MWRWH) 16111.4.3 Ghana Education Trust Fund (GETFund) 16111.4.4 Metropolitan, municipal and district assemblies(MMDAs) 16211.5 Monitoring and evaluation regulatory policy in Ghana 16311.6 Implementation of monitoring and evaluation systemsin the Ghanaian construction industry 16511.6.1 Site visit and inspection (supervision) 16511.6.2 Site meeting 16611.6.3 Progress reporting 16611.7 Stakeholders involved in M&E in the Ghanaian construction industry 16711.8 Barriers to effective construction project monitoring and evaluation implementation in Ghana 16811.9 Knowledge management in the monitoring and evaluation of projects 169Summary 169References 170PART 5Insight from Delphi research study: A case of Ghanaian experts 17512 Case study 17712.1 Abstract 17712.2 Introduction 17712.3 Demographic characteristics of experts 17912.4 Delphi-specific objectives 17912.4.1 The need for and relevance of M&E in the Ghanaian construction industry 18012.4.2 The main factors and sub-attributes that determine effective M&E in the Ghanaian construction industry and its relationship with M&E determinants in other countries 18212.4.3 Critical challenging factors that influence M&E in the Ghanaian construction industry 18812.4.4 Impact of effective M&E determinants on the success of project delivery in the GCI 189Summary 190References 190

Dr. Callistus Tengan is a Senior Lecturer in the Department of Building Technology at Bolgatanga Technical University, Ghana and a Professional member of the Ghana Institution of Surveyors (GhIS). He is a Postdoctoral Research Fellow in the Department of Construction Management and Quantity Surveying of the University of Johannesburg, South Africa.Professor Clinton Aigbavboa is the Director of the CIDB Centre of Excellence & Sustainable Human Settlement and Construction Research Centre, Faculty of Engineering and the Built Environment, University of Johannesburg, South Africa.Professor Wellington Didibhuku Thwala is the Director of the South Africa Research Chair in Sustainable Construction Management and Leadership in the Built Environment, Faculty of Engineering and the Built Environment, University of Johannesburg, South Africa.

• PART 1Performance management and measurement 11 Project management 31.1 Abstract 31.2 Introduction 31.3 Project performance management 41.4 Monitoring and evaluation as a performance management tool 41.5 Emerging trends in project monitoring and evaluation 51.5.1 Drone and unmanned aerial vehicles (UAVs) 61.5.2 Building information modelling (BIM) 61.5.3 Geographic information system (GIS) 71.6 Professional ethics in the construction industry 71.7 Aim of the book 8Summary 9References 92 Overview of project monitoring and evaluation research 122.1 Abstract 122.2 Introduction 122.2.1 Monitoring 122.2.1.1 Types of monitoring 132.3 Evaluation 142.3.1 Types of evaluation 172.3.2 Need for evaluation 182.4 Monitoring and evaluation 182.5 Approach, methods, tools and techniques of M&E 202.6 Monitoring and evaluation indicators 232.7 Types of monitoring and evaluation indicators 242.8 Benefits of effective monitoring and evaluation 252.9 Challenges to monitoring and evaluation 262.9.1 Organizational-level challenges 262.9.2 Project-based challenges 272.9.3 Technical-based challenges 27Summary 29References 293 Monitoring and evaluation system and framework 333.1 Abstract 333.2 Introduction 333.3 Logical framework 343.4 Results framework 363.5 Conceptual or narrative framework 373.6 Steps in developing a monitoring and evaluation framework 383.7 A monitoring and evaluation system 393.8 Types of a monitoring and evaluation system 413.8.1 Implementation-focused M&E system 413.8.2 Results-based M&E system 413.9 Criteria for assessing the quality of a monitoringand evaluation system 423.10 Steps in developing a monitoring and evaluation system 433.11 Components of a monitoring and evaluation system 453.11.1 Category one 453.11.2 Category two 473.11.3 Category three 473.12 A monitoring and evaluation plan 47Summary 48References 48PART 2Theories, models and concepts in monitoring and evaluation research 514 Theories of monitoring and evaluation 534.1 Abstract 534.2 Introduction 534.3 Monitoring and evaluation theory defined 544.4 A review of monitoring and evaluation theories 544.4.1 The evaluation theory 554.4.1.1 The evaluation theory tree 554.4.1.2 Method perspective 574.4.1.3 Value perspective 584.4.1.4 Use perspective 584.5 Theory of change 594.6 Program theory 60Summary 61References 625 Monitoring and evaluation models 645.1 Abstract 645.2 Introduction 645.3 Classification of evaluation models 645.3.1 Evert Vedung’s classification 645.3.2 Stufflebeam’s classification 655.3.3 Evaluation approaches for the 21st Century 655.3.4 Stufflebeam’s context, input, process andproduct (CIPP) model 655.3.5 Scriven’s goal-free evaluation model 665.3.6 Stake’s responsive evaluation model 675.3.7 Patton’s utilization-focused evaluation model 675.3.8 Guba’s ethnographic evaluation model 67Summary 68References 686 Conceptual IME model for construction project delivery 696.1 Abstract 696.2 Introduction 696.3 Key determinants of effective monitoring and evaluation 716.3.1 Stakeholder involvement 736.3.2 Budgetary allocation 746.3.3 Technical capacity and training 756.4 Proposed IME conceptual model 766.5 Theoretical underpinning of the conceptual model 776.6 Structural components and specificationof the conceptual IME model 776.7 IME model justification 78Summary 80References 81PART 3Communication and leadership in monitoring and evaluation 857 Aspects of communication in monitoring and evaluation 877.1 Abstract 877.2 Introduction 877.3 Understanding monitoring and evaluation communication 887.3.1 Types of communication 897.3.1.1 Intrapersonal communication 907.3.1.2 Interpersonal communication 907.3.1.3 Mass communication 917.3.1.4 Group communication 917.3.2 Communication models 917.3.2.1 Shannon and Weaver’s model of communication, 1948 927.3.2.2 Lasswell’s model of communication, 1948 927.3.2.3 Osgood-Schramm’s model of communication 937.3.2.4 Aristotle’s model of communication 947.3.2.5 David Berlo’s S-M-C-R model of communication 947.4 Functions of communication in monitoring and evaluation 957.4.1 Information sharing and awareness creation 967.4.2 Education and training 967.4.3 Persuasion 977.5 The use of information communication technology (ICT) in construction project monitoring and evaluation 977.6 Benefits of monitoring and evaluation communication 987.7 Barriers to monitoring and evaluation communication 997.8 Achieving effective monitoring and evaluation communication 100Summary 102References 1028 Perspectives in monitoring and evaluation leadership 1068.1 Abstract 1068.2 Introduction 1068.3 Types of leadership styles 1088.3.1 Transformational leadership style 1088.3.2 Transactional leadership style 1098.3.3 Autocratic/authoritative leadership style 1098.3.4 Democratic or participatory leadership style 1098.3.5 Laissez-faire leadership style 1108.3.6 Bureaucratic leadership style 1108.3.7 Charismatic leadership style 1118.4 Leadership theories: An evolution tree approach 1118.4.1 Personality era 1118.4.2 Influence era 1138.4.3 Behavior era 1138.4.4 Situation era 1148.4.5 Contingency era 1148.4.6 Transactional era 1158.4.7 Anti-leadership era 1158.4.8 Culture era 1158.4.9 Transformational era 1168.5 Barriers to effective monitoring and evaluation leadership 1168.6 Achieving effective monitoring and evaluation leadership 118Summary 119References 119PART 4Country perspective on monitoring and evaluation practices 1259 Monitoring and evaluation in developed countries: A global view 1279.1 Abstract 1279.2 Introduction 1279.3 Overview of the United Kingdom construction industry 1299.4 Overview of the Australian construction industry 1299.5 Philosophical basis and policy for monitoring and evaluation in the United Kingdom and Australia 1309.6 Monitoring and evaluation in the public sector 1329.7 Monitoring and evaluation policy challenges in developed countries 1339.8 Findings and lessons learnt 134Summary 134References 13410 Monitoring and evaluation in developing countries: An African experience 13610.1 Abstract 13610.2 Introduction 13610.3 Monitoring and evaluation in Africa 13610.4 Kenya 13710.4.1 Construction industry outlook of Kenya 13710.4.2 Monitoring and evaluation regulatory policy in Kenya 13910.4.3 Construction project monitoring and evaluation in Kenya 14010.4.4 Challenges in construction project monitoring and evaluation in Kenya 14010.4.5 Findings and lessons learnt from Kenya 14110.5 South Africa 14110.5.1 Construction industry outlook of South Africa 14210.5.2 Monitoring and evaluation regulatory policy in South Africa 14310.5.3 Municipal infrastructure project implementation and M&E in South Africa 14510.5.4 The South African Construction Industry Development Board 14510.5.5 Challenges in construction project monitoring and evaluation in South Africa 14710.5.6 Findings and lessons learnt from South Africa 148Summary 149References 14911 A review of the Ghanaian construction industry and the practice of monitoring and evaluation 15211.1 Abstract 15211.2 Introduction 15211.3 Overview of the Ghanaian construction industry 15311.3.1 Significance of the Ghanaian construction industry 15411.3.2 Challenges of the Ghanaian construction industry 15611.3.2.1 Industry challenges 15611.3.2.2 Economic challenges 15711.3.2.3 Project management and implementation challenges 15711.4 Construction project monitoring and evaluationpractice in Ghana 15911.4.1 Project management consultants 16011.4.2 Ministry of water resources works and housing(MWRWH) 16111.4.3 Ghana Education Trust Fund (GETFund) 16111.4.4 Metropolitan, municipal and district assemblies(MMDAs) 16211.5 Monitoring and evaluation regulatory policy in Ghana 16311.6 Implementation of monitoring and evaluation systemsin the Ghanaian construction industry 16511.6.1 Site visit and inspection (supervision) 16511.6.2 Site meeting 16611.6.3 Progress reporting 16611.7 Stakeholders involved in M&E in the Ghanaian construction industry 16711.8 Barriers to effective construction project monitoring and evaluation implementation in Ghana 16811.9 Knowledge management in the monitoring and evaluation of projects 169Summary 169References 170PART 5Insight from Delphi research study: A case of Ghanaian experts 17512 Case study 17712.1 Abstract 17712.2 Introduction 17712.3 Demographic characteristics of experts 17912.4 Delphi-specific objectives 17912.4.1 The need for and relevance of M&E in the Ghanaian construction industry 18012.4.2 The main factors and sub-attributes that determine effective M&E in the Ghanaian construction industry and its relationship with M&E determinants in other countries 18212.4.3 Critical challenging factors that influence M&E in the Ghanaian construction industry 18812.4.4 Impact of effective M&E determinants on the success of project delivery in the GCI 189Summary 190References 190

Dr. Callistus Tengan is a Senior Lecturer in the Department of Building Technology at Bolgatanga Technical University, Ghana and a Professional member of the Ghana Institution of Surveyors (GhIS). He is a Postdoctoral Research Fellow in the Department of Construction Management and Quantity Surveying of the University of Johannesburg, South Africa.Professor Clinton Aigbavboa is the Director of the CIDB Centre of Excellence & Sustainable Human Settlement and Construction Research Centre, Faculty of Engineering and the Built Environment, University of Johannesburg, South Africa.Professor Wellington Didibhuku Thwala is the Director of the South Africa Research Chair in Sustainable Construction Management and Leadership in the Built Environment, Faculty of Engineering and the Built Environment, University of Johannesburg, South Africa.

• PART 1Performance management and measurement 11 Project management 31.1 Abstract 31.2 Introduction 31.3 Project performance management 41.4 Monitoring and evaluation as a performance management tool 41.5 Emerging trends in project monitoring and evaluation 51.5.1 Drone and unmanned aerial vehicles (UAVs) 61.5.2 Building information modelling (BIM) 61.5.3 Geographic information system (GIS) 71.6 Professional ethics in the construction industry 71.7 Aim of the book 8Summary 9References 92 Overview of project monitoring and evaluation research 122.1 Abstract 122.2 Introduction 122.2.1 Monitoring 122.2.1.1 Types of monitoring 132.3 Evaluation 142.3.1 Types of evaluation 172.3.2 Need for evaluation 182.4 Monitoring and evaluation 182.5 Approach, methods, tools and techniques of M&E 202.6 Monitoring and evaluation indicators 232.7 Types of monitoring and evaluation indicators 242.8 Benefits of effective monitoring and evaluation 252.9 Challenges to monitoring and evaluation 262.9.1 Organizational-level challenges 262.9.2 Project-based challenges 272.9.3 Technical-based challenges 27Summary 29References 293 Monitoring and evaluation system and framework 333.1 Abstract 333.2 Introduction 333.3 Logical framework 343.4 Results framework 363.5 Conceptual or narrative framework 373.6 Steps in developing a monitoring and evaluation framework 383.7 A monitoring and evaluation system 393.8 Types of a monitoring and evaluation system 413.8.1 Implementation-focused M&E system 413.8.2 Results-based M&E system 413.9 Criteria for assessing the quality of a monitoringand evaluation system 423.10 Steps in developing a monitoring and evaluation system 433.11 Components of a monitoring and evaluation system 453.11.1 Category one 453.11.2 Category two 473.11.3 Category three 473.12 A monitoring and evaluation plan 47Summary 48References 48PART 2Theories, models and concepts in monitoring and evaluation research 514 Theories of monitoring and evaluation 534.1 Abstract 534.2 Introduction 534.3 Monitoring and evaluation theory defined 544.4 A review of monitoring and evaluation theories 544.4.1 The evaluation theory 554.4.1.1 The evaluation theory tree 554.4.1.2 Method perspective 574.4.1.3 Value perspective 584.4.1.4 Use perspective 584.5 Theory of change 594.6 Program theory 60Summary 61References 625 Monitoring and evaluation models 645.1 Abstract 645.2 Introduction 645.3 Classification of evaluation models 645.3.1 Evert Vedung’s classification 645.3.2 Stufflebeam’s classification 655.3.3 Evaluation approaches for the 21st Century 655.3.4 Stufflebeam’s context, input, process andproduct (CIPP) model 655.3.5 Scriven’s goal-free evaluation model 665.3.6 Stake’s responsive evaluation model 675.3.7 Patton’s utilization-focused evaluation model 675.3.8 Guba’s ethnographic evaluation model 67Summary 68References 686 Conceptual IME model for construction project delivery 696.1 Abstract 696.2 Introduction 696.3 Key determinants of effective monitoring and evaluation 716.3.1 Stakeholder involvement 736.3.2 Budgetary allocation 746.3.3 Technical capacity and training 756.4 Proposed IME conceptual model 766.5 Theoretical underpinning of the conceptual model 776.6 Structural components and specificationof the conceptual IME model 776.7 IME model justification 78Summary 80References 81PART 3Communication and leadership in monitoring and evaluation 857 Aspects of communication in monitoring and evaluation 877.1 Abstract 877.2 Introduction 877.3 Understanding monitoring and evaluation communication 887.3.1 Types of communication 897.3.1.1 Intrapersonal communication 907.3.1.2 Interpersonal communication 907.3.1.3 Mass communication 917.3.1.4 Group communication 917.3.2 Communication models 917.3.2.1 Shannon and Weaver’s model of communication, 1948 927.3.2.2 Lasswell’s model of communication, 1948 927.3.2.3 Osgood-Schramm’s model of communication 937.3.2.4 Aristotle’s model of communication 947.3.2.5 David Berlo’s S-M-C-R model of communication 947.4 Functions of communication in monitoring and evaluation 957.4.1 Information sharing and awareness creation 967.4.2 Education and training 967.4.3 Persuasion 977.5 The use of information communication technology (ICT) in construction project monitoring and evaluation 977.6 Benefits of monitoring and evaluation communication 987.7 Barriers to monitoring and evaluation communication 997.8 Achieving effective monitoring and evaluation communication 100Summary 102References 1028 Perspectives in monitoring and evaluation leadership 1068.1 Abstract 1068.2 Introduction 1068.3 Types of leadership styles 1088.3.1 Transformational leadership style 1088.3.2 Transactional leadership style 1098.3.3 Autocratic/authoritative leadership style 1098.3.4 Democratic or participatory leadership style 1098.3.5 Laissez-faire leadership style 1108.3.6 Bureaucratic leadership style 1108.3.7 Charismatic leadership style 1118.4 Leadership theories: An evolution tree approach 1118.4.1 Personality era 1118.4.2 Influence era 1138.4.3 Behavior era 1138.4.4 Situation era 1148.4.5 Contingency era 1148.4.6 Transactional era 1158.4.7 Anti-leadership era 1158.4.8 Culture era 1158.4.9 Transformational era 1168.5 Barriers to effective monitoring and evaluation leadership 1168.6 Achieving effective monitoring and evaluation leadership 118Summary 119References 119PART 4Country perspective on monitoring and evaluation practices 1259 Monitoring and evaluation in developed countries: A global view 1279.1 Abstract 1279.2 Introduction 1279.3 Overview of the United Kingdom construction industry 1299.4 Overview of the Australian construction industry 1299.5 Philosophical basis and policy for monitoring and evaluation in the United Kingdom and Australia 1309.6 Monitoring and evaluation in the public sector 1329.7 Monitoring and evaluation policy challenges in developed countries 1339.8 Findings and lessons learnt 134Summary 134References 13410 Monitoring and evaluation in developing countries: An African experience 13610.1 Abstract 13610.2 Introduction 13610.3 Monitoring and evaluation in Africa 13610.4 Kenya 13710.4.1 Construction industry outlook of Kenya 13710.4.2 Monitoring and evaluation regulatory policy in Kenya 13910.4.3 Construction project monitoring and evaluation in Kenya 14010.4.4 Challenges in construction project monitoring and evaluation in Kenya 14010.4.5 Findings and lessons learnt from Kenya 14110.5 South Africa 14110.5.1 Construction industry outlook of South Africa 14210.5.2 Monitoring and evaluation regulatory policy in South Africa 14310.5.3 Municipal infrastructure project implementation and M&E in South Africa 14510.5.4 The South African Construction Industry Development Board 14510.5.5 Challenges in construction project monitoring and evaluation in South Africa 14710.5.6 Findings and lessons learnt from South Africa 148Summary 149References 14911 A review of the Ghanaian construction industry and the practice of monitoring and evaluation 15211.1 Abstract 15211.2 Introduction 15211.3 Overview of the Ghanaian construction industry 15311.3.1 Significance of the Ghanaian construction industry 15411.3.2 Challenges of the Ghanaian construction industry 15611.3.2.1 Industry challenges 15611.3.2.2 Economic challenges 15711.3.2.3 Project management and implementation challenges 15711.4 Construction project monitoring and evaluationpractice in Ghana 15911.4.1 Project management consultants 16011.4.2 Ministry of water resources works and housing(MWRWH) 16111.4.3 Ghana Education Trust Fund (GETFund) 16111.4.4 Metropolitan, municipal and district assemblies(MMDAs) 16211.5 Monitoring and evaluation regulatory policy in Ghana 16311.6 Implementation of monitoring and evaluation systemsin the Ghanaian construction industry 16511.6.1 Site visit and inspection (supervision) 16511.6.2 Site meeting 16611.6.3 Progress reporting 16611.7 Stakeholders involved in M&E in the Ghanaian construction industry 16711.8 Barriers to effective construction project monitoring and evaluation implementation in Ghana 16811.9 Knowledge management in the monitoring and evaluation of projects 169Summary 169References 170PART 5Insight from Delphi research study: A case of Ghanaian experts 17512 Case study 17712.1 Abstract 17712.2 Introduction 17712.3 Demographic characteristics of experts 17912.4 Delphi-specific objectives 17912.4.1 The need for and relevance of M&E in the Ghanaian construction industry 18012.4.2 The main factors and sub-attributes that determine effective M&E in the Ghanaian construction industry and its relationship with M&E determinants in other countries 18212.4.3 Critical challenging factors that influence M&E in the Ghanaian construction industry 18812.4.4 Impact of effective M&E determinants on the success of project delivery in the GCI 189Summary 190References 190