UNIVERSITY OF DAR ES SALAAM

RESEARCH PROPOSAL FOR MASTER OF ENGINEERING

MANAGEMENT DEGREE BY COURSE WORK AND DISSERTATIO

Name of Candidate: Hassan Ameir Hassan

B.Sc.Civil Engineering, (DIT).

Name of Supervisor: Dr. Mohammed .J

Department of Mechanical and Industrial Engineering

College of Engineering (CoET)

University of Dar es Salaam.

Proposed Degree: Master of Engineering Management in Project Management

Title: Assessments of the Application of Earned Value Management System

For Construction Project Performance Measure in Zanzibar

January, 2017
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Table of Contents
CHAPTER ONE........................................................................................................................................1
INTRODUCTION.....................................................................................................................................1
1.1 Background to the study...............................................................................................................1
1.2 Problem Statement........................................................................................................................3
1.3 Research objective.........................................................................................................................4
1.3.1 Main objective............................................................................................................................4
1.3.2 Specific objectives......................................................................................................................4
1.4 Research Questions........................................................................................................................4
1.5 Specific hypothesis.........................................................................................................................5
1.5 Significance of the study................................................................................................................5
1.6 Limitation of the study..................................................................................................................6
CHAPTER TWO.......................................................................................................................................7
LITERATURE REVIEW.........................................................................................................................7
2.0 Chapter Overview.........................................................................................................................7
2.1 Definition of the Project................................................................................................................7
2.1.1 Classification of Projects...........................................................................................................7
2.2 Construction industries.................................................................................................................8
2.2.1 Major Types of Construction Projects.....................................................................................8
2.3 Project Management.....................................................................................................................9
2.4 The Trend of Construction Project Management.....................................................................11
2.5 Issues facing the construction Industry......................................................................................12
2.6 Contribution of the construction industry.................................................................................14
2.7 Construction projects performance indicators..........................................................................15
2.8 Construction project performance measurements tools and techniques.................................17
2.9 Construction performance measure using Earned value Technique.......................................24
2.10 The Earned Value Management Process in construction project............................................26
2.11 Conceptual Framework...........................................................................................................32
2.12 Research gap................................................................................................................................33
CHAPTER THREE.................................................................................................................................34
RESEACH METHODOLOGY..............................................................................................................34
3.0 Introduction.................................................................................................................................34
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3.1 Research Design...........................................................................................................................34

3.1.2 Case study.................................................................................................................................35
3.2 Area of the Study.........................................................................................................................35
3.3 Population....................................................................................................................................36
3.4 Sampling design...........................................................................................................................37
3.4.1 Sample Size...............................................................................................................................37
3.4.2 Sample Technique....................................................................................................................38
3.5 Data Collection Sources and Techniques...................................................................................38
3.5.1 Primary data............................................................................................................................38
3.5.1.1 Questionnaires.........................................................................................................................38
3.5.2 Secondary data.........................................................................................................................39
3.6 Reliability and Validity...............................................................................................................39
3.6 Data Analysis...............................................................................................................................41
References................................................................................................................................................43
APPENDIX I - TIME SCHEDULE/WORK PROGRAMME...................................................................50
APPENDIX II - COST BREAKDOWN....................................................................................................51
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LIST OF FIGURES

Figure 2.1: Construction project management process

Figure 2.2: Show the OBS & WBS

Figure 2.3: Show the Gant Chart

Figure 2.4: Show the CPM

Figure 2.5: Show the PDM

Figure 2.6: Show the Time Chain age Chart

Figure 2.7: Show the S Curve

Figure 2.8: Show the Line of Balance Charts

Figure 2.9: Show the Gant Chart

Figure 2.10: Pictorial representation of the Process Earned Value Management System

Figure 2.11: Indicate the schedule and cost base line for the project X

Figure 2.12: indicate the Actual cost, Planed Value and Earned Value

Figure 2.13: indicate the Schedule Variance and Cost variance

Figure 2.16: Show that esteemed time and cost forecasting

Figure 2.17: Conceptual Framework Model-independent and dependent variable

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LIST OF TABLES

Table 2.1: Table show summary of formula of EAC

Table 3.1: Target population

Table 3.1: Sample size

Table 3.2: Sample of four construction projects for analysis

Table 4.1: Research budgeted

Table 4.2: Research timetable

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LIST OF ACRONYMS

AC Actual cost

ACWP Actual cost Work Performed

ANOVA Analysis of Variance

AT Actual Time

BAC Budget at Completion

BCWP Budget cost Work Performed

BCWS Budget cost Work Schedule

BIS Bureau of Indian Standards,

CCTA Central Computer and Telecommunications Agency

CDM Construction Design and Management

CII Construction Industry Institute

CPI Cost Performance Index

CPM Critical Path Method

CR Critical Ratio

CRB Contractor Registration Board

CTD Technical Development

CV Cost Variance

DETR Department of Environment, Transport, and the Regions

DTI Department of Trade and Industry

EAC Estimate Cost at Completion

EACt Estimate Time at Completion

EV Earned Value
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EVA Earned Value Analysis

ERB Engineer Registration Board

EVM Earned value Management

EVMS Earned Value Management System

EVT Earned value Technique

GDP Gross Domestic Product

IPMA Institute of Project Management Associations

IT Information Technology

KPIs Key performance indicators

LOB Line of Balance Charts

NAO National Audit Office

NASA National Aeronautics and Space Administration

NDIA National Defense Industrial Association

NHC National Housing Council

OBS Organization Breakdown Structure

PDM Precedence Diagramming Method

PERT Program Evaluation and Review Techique

PERT Program Evaluation and Review Technique

PMB Performance Measurement Baseline

PMBOK Project Management Board of Knowledge

PMI Project Management Institute

PPRA Public Procurement Regulation Act

PROMPT Project, Resource, Organization, Management and Planning Technique

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PV Planned Value

RC Remaining Cost to Complete

RT Remaining Time to Complete

SPI Schedule Performance Index

SPSS Statistical Package for Social Sciences

SV Schedule Variance

UK United Kingdom

UNESCO United Nation

US United State of America

VAC Variance at Completion

WBS The work breakdown structure

ZECRB Zanzibar Engineer and Contractor Registration Board

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CHAPTER ONE

INTRODUCTION

1.1 Background to the study

Regardless of many decades of the practice and academic attention of the project

management, performance of projects remains problematic, Empirical evidence

suggests that projects do not achieve their scope, planed schedules and cost budgets

(Padalkar and Gopinath, 2015). As construction projects continue to grow, they involve

more complex processes (Kpmg, 2015). Uncertainty and complexity of construction for

projects justify the need to explore for more tools and techniques for performance and

development of project, (Candido, et al, 2014).

The main goal of project management is to deliver the project within budget, planned

timeline and scope (Avlijas, 2015). Project successes depend on how project meet

required goals (Hasseb, 2011). In order to achieve this goal, project team has to devote

significant managerial efforts. One of the most important steps in this process is

development of the effective performance monitoring system, (Avlijas, 2015). Project

teams strive to control three key performance indicators (KPIs) related to construction

projects, that is cost, time and scope. The successful execution of construction projects

is keeping them within prescribed scope, schedule and budget (Dhanashree, 2015).

Among the biggest challenges for monitoring construction project is the selection of the

appropriate monitoring methodology. EVMs is a project performance measure that

integrate scope , time and cost data (Jainendrakumar, 2015).In order to easily use the

EVM an organization need, to have Earned Value Management system (Lukas ,2008).

The EVM concept is a classical technique to monitor and manage project Performance

(Padalkar and Gopinath, 15).

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Basic EVM Process in construction industry according to (Humpherey, 2011;

Humpherey 2013; NASA, 2013 and NDIA, 2014) is the following sequential. The first

step in the process is definition of the project objectives which include a general

description of the technical requirements of the project, its budget, and the time frame

for the work to be completed. The next function is to define the entire scope of the

project. The work breakdown structure (WBS) is the best tool to segregate the work

into manageable components. To document who is responsible for the work, each

component of work defined in the work breakdown structure is assigned who will be

responsible for the scope. Followed by the established base line for schedule and cost.

The scheduling process is defined as what must be done, and when it must be done.

Then cost estimating process is defined as a forecast of how much it will cost to

perform the work.

Another is to determine Earned value and Performance measurement. This is

accomplished through the use of Earned Value techniques, which is the key concept of

the entire Earned Value Management process. By providing insight what has been

accomplished compared with what was planned to be accomplished to get an accurate

picture of the current status for cost and schedule position. Determination of the

schedule variance and cost variance, variances can help to make decision and take

corrective action whether rebase line.

Traditional methods discuss only planned and an actual cost While Earned Value goes

further. This gives the manager a clear picture and enables him/her to create risk

mitigation plans. It also helps to show early warning for problems before they become

uncontrollable .Earned Value Management System is a set of guidelines that guide a

company’s management control system (Avlijas, 2015). This study aims at reducing the
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gap between theory and practice and to contribute to the wider use of EVM

methodology in the construction industry in Zanzibar and Tanzania at large. By using a

case study, the study will demonstrate the application of the Earned value Management

System to the construction industry in Tanzania (Zanzibar).

1.2 Problem Statement

Delays in the construction is universal, experience all countries face this problem

(Hasseb, 2011). Many construction projects suffer from inconsistent time and the

budget overruns (Jrade & Lessard, 2015). Further Warhoe (2012), has proven that there

is problem of controlling multiple construction projects to deliver the project on time

and cost. The same is the case in Tanzania and Zanzibar. In spite the effort made by the

Development Partners and the Government of Tanzania and Zanzibar to establish

different bodies such as CRB, ERB, ZECRB, NHC and PPRA, with the aim to control

the performance of project. Often performance of scope, time and cost performance are

very common problems. “Construction projects cost overrun is over 100% and time by

over 150% in Tanzania” (Lema, 2015 cited in Guardian On Sunday, 2 May, 2010 page

36) .

The lack of common uniform decision tools and technique to measure performance

indicators on construction projects for both private and government sectors in Tanzania

is also a problem. This problem may rise when contractor claim for time extension with

cost compensation due to failure of performance contract. Contractors use traditional

method to forecast time and money for completion of project. This method formation is

uncertainty, which results disputes between the parties and will affect the project and

relationships. The study conducted by Wahoe (2012) show value of construction

dispute around the world in year 2011 was just over US $32 million. There is a need for
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the reliable technique for control line performance of the construction industry in

Tanzania Zanzibar. EVMS takes a step further than traditional measurement like PERT

(Candido, et al, 2014), EVM uses quantitative parameter that will allow the project

manager to make better and effectively decision for the performance of the project

(Kim, 2007).

1.3 Research objective

1.3.1 Main objective

The main objective of this study is to assess application of earned value management

system for construction project.

1.3.2 Specific objectives

i. To assess the level of awareness for Zanzibar Construction project practitioner

on Earned Value Management System (EVMS).

ii. To identify those factors which hinder and factors which enhance the

application of Earned Value Management system (EVMS) in construction

project management of Zanzibar.

iii. To establish construction project performance (in terms of scope, time and cost)

using Earned Value Analysis (EVA) in Zanzibar.

1.4 Research Questions

The purpose of this research is to answer the following questions:

iv. What are the levels of awareness for Zanzibar Construction project practitioner

on Earned Value Management System (EVMS)?

v. What are the factors which hinder and factors which enhance the effective of

application of Earned Value M`anagement System (EVMS) in Zanzibar.

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vi. Can Earned Value Analysis (EVA) be applied on Zanzibar construction Projects

as a tool to control project performance in terms of scope, time and cost?

1.5 Specific hypothesis

The question one of these researches comes with specific hypothesis, the three specific

hypotheses that will be tested statistically and qualitatively.

1 H0: The professional project practitioners are not aware the term uses on EVM.

H1: The professional project practitioners are aware the term uses on EVM.

2 H0: The project team or professional project practitioner are not aware on the

methodology for practice EVM.

H1: The project team or professional project practitioner are aware on the

methodology for practice EVM.

3 H0: The project team or professional project practitioner are not aware on the

tools used on EVM.

H1: The project team or professional project practitioner are not aware on the

tools used on EVM.

1.5 Significance of the study

The research will help the project managers and other stakeholders, to measure project

progress of the different task and provide an early warning when the project is out of

hand and prompt corrective actions to get back on track of the project. This will help to

meet the project schedule performance and cost performance.

The research will be able to provide uniform unit of measure and create standard

method to evaluate the project performance as a tool of management decision on

project, for Contractors, consultancies and client. This will create culture of openness,

trust, honest and value for money for project.

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Identify the project problem by analyses data capture and help to make critical project

decisions based on actual budget cost vs. variance, trend and predict the future

performances, rebase line for cost and schedule.

The study will explore the factors that affect the implementation of earned value

management system it will help better understanding of local and foreign contactors

regarding to issue that affect the implementation of the EVM also will help to

understand factor that effect the overall project productivity.

1.6 Limitation of the study

There were several limitations to this research, some of them based on survey and

others are unique to this study.

The first of all the data collection from respondent and case study project are non

probabilistic, that is not a purely random simple. This is because the respondents were

only specialist professional in project and construction industry of Zanzibar who is

formally registered on professional Board, which are voluntary participants in the

survey and were not selected at random.

In Zanzibar, there is not the project and industries which are practicing EVM and the

knowledge about EVM are very limited within the industry. Further there was no any

previous research done in the area of this study in Zanzibar. Therefore all the literature

will be from the foreign countries

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CHAPTER TWO

LITERATURE REVIEW

2.0 Chapter Overview

This chapter contains parts that enabled the researcher to conduct the research

effectively. The chapter concentrated on how other scholars have approached and

tackled the problem in place and determine whether there is something more to be done

concerning Earned Value Management. This chapter contains conceptualization

definitions and Theoretical perspective, empirical literature, conceptual framework as

well as the knowledge gap reflected.

2.1 Definition of the Project

PMI define a project as “temporary endeavor undertaken to produce unique product,

service or Results” (PMBOK, 2008). According to Kerzner (2009), “A project can be

considered to be any series of activities and task that have specific objective to be

completed within certain specifications”, must define start and end times and has

budget limit. Parks (2007) argues that project is set of interrelated group of activities

with the aim to achieve specific goals. A project has a confirmed scope, deliverables,

responsibilities, work steps, time and financial plan, as defined in assignment Charter.

All definition focuses on the fact that Project done at once and clearly defines starting

and ending date if repetitive is not a project, the project manager functions to come

with solution from stakeholder problem.

2.1.1 Classification of Projects

According to Gower (2007), the projects classified into four major areas these are

construction Projects, Manufacturing Projects (i.e. equipment, automotive and drink),

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Management Projects (IT system, regulation and marketing project) and Projects for

pure scientific Research. This study deals with the construction project management.

2.2 Construction industries

According to Windapo (2013) “A construction is series of Action undertaken by

construction companies and Consultants which produce or alters building or

infrastructures. CDM, (2015) explained that construction Project “includes all planning,

design and management work involved in a project until the end of the construction

phase” and meet the client satisfactions.

2.2.1 Major Types of Construction Projects

According to the (CPWR, 2013; Olanrewaju and Abdul-Aziz, 2015 and Elbeltagi

2009).The Major Types of Construction Industry are Residential Housing Construction,

Institutional or Commercial Building, Specialized Industrial Construction and

Infrastructure and Heavy Construction projects.

2.2.1.1 Residential Housing Construction

“Residential housing construction includes small houses and high-rise apartments”.

Designs performed by Architects and Engineers and work executed by builder with the

aid of subcontracting for mechanical and electrical parts (Elbeltagi 2009).

2.2.1.2 Institutional and Commercial Building Construction

“This encompasses a great variety of project types and sizes, such as schools and

universities, medical centers and hospitals, sports facilities, shopping centers,

warehouses and light manufacturing plants, and skyscrapers for offices” (Elbeltagi

2009).This industry is high cost and complex compared with residential building, the

construction takes more time .

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2.2.1.3 Specialized Industrial Construction

“Specialized industrial construction involves very large scale projects with a high

degree of technological complexity, such as oil refineries, steel mills, chemical

processing plants and coal-fired or nuclear power plants”. This type’s projects can be

affected by the state economy and long range demand forecasting is the most important

factor (Elbeltagi 2009).

2.2.1.4 Infrastructure and Heavy Construction

“Infrastructure and heavy construction includes projects such as highways, tunnels,

bridges, pipelines, drainage systems and sewage treatment plants. Most of these

projects are publicly owned and therefore financed either through bonds or taxes the

engineers and builders engaged in infrastructure construction are usually highly

specialized” (Elbeltagi 2009).

2.3 Project Management

According to PMBOK (2008), “Project management is application of knowledge,

skills, tools, and techniques to project activities to achieve project requirements”.

Project management is accomplished through the application and integration of the

project management processes.

2.3.1 Construction Project Management

According to Gower (2007), the purpose of project management is to “foresee or

predict as many of the dangers and problems as possible and to plan, organize and

control activities so that projects are completed successfully in spite of all the risks”.

This need plan early before resources committed there is need of organization to have

management system, and the process must continue until all work is finished. Earned
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value management system to an organization may be able to help the organization.

Kerzner (2009), state that “the project manager must control company project resources

within time, cost, and performance and Most companies have six resources those are

Money, Manpower, Equipment, Facilities, Materials and technology” . Heagney (2012)

argue that the role of the project manager is to help the team get the work completed.

Olaf, (2009), project management now a day gives high priorities to all companies

whether small or large, by using tools and techniques to solve the project problem, the

project management is done under the executive phase to watchfully eyes of the

project.

2.3.1.1 Construction Project Management Process

According to Project PMBOK, (2008) ; Williams (2008) and Bower, (2007) in order to

meet the requirement of the project, project management process accomplished

through the following sequential and intergraded project phase, Initiating , Planning,

Executing, Monitoring and Controlling and close out. The projects Manager Role to

deliver the project while balancing the requirement of the project scope schedule and

budget PMBOK, (2008).

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Figure 2.1: Construction project management process

Source:

2.4 The Trend of Construction Project Management

Projects and project management are not new concepts. The whole time history, the

records of projects of different magnitudes have been creatively undertaken on

generations. The Pyramids of Egypt, Great Wall of China, are all good examples of

such projects E.T. (2015).

Projects Management earliest time to 1900 were generally managed by the creative

architects and engineers themselves. There was no standard professional for project

management, people study by working practices at site, the job done with only

commonsense (Gower, 2007). However there are few skilled and generous person like

French Engineer Henry Fayol (1841 – 1925), Fayol on his observation state that every

manager can perform on five management functions those are “planning, organizing,
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commanding, coordinating and controlling”, The second pilot Henry Gantt (1861 -

1919) was an American engineer, He is famous for developing the Gantt chart and still

in use in today as tool in a project manager’s toolkit (Seymour and Hussein, 2014).

Other historical people contribute on project management are Joseph Priest in 1765

developing Bar chart (Weave, 2007). Flow line scheduling in the 1930s was used to

schedule the construction of the Empire State Building in record time. In 1956 Kelly

and Walker had developing “Activity-on-Arrow “a method of critical path scheduling.

In 1957-1958 US air force developed CPM/PERT, both focuses to deliver the project

on time and cost. And In 1969 Dr Martin Barnes (UK) described the ‘iron triangle’ of

time, cost and scope for project performance (Weaver, 2007).

The major professional bodies were established from 1960 to 1979. First project

management Association is Institute of Project Management Associations (IPMA), in

1965, and four years later in 1969 Project Management Institute (PMI) were established

which is primarily based in the U.S. now is commonly known as the publisher of The

Project Management Body of Knowledge (PMBOK). In 1975 Project, Resource,

Organization, Management and Planning Technique (PROMPT) was developed by a

British company called Simpact Systems Ltd. and 1979 PROMPTII was adopted by the

UK Central Computer and Telecommunications Agency (CCTA) (Weaver, 2007).

The present day Construction Project management is considered as separate branches

form others industrial like IT. There is wider and welcome acceptance that managing

company changes as projects can bring faster and better results and more interest on

project risk. Well-regarded professional qualifications awarded by universities, follow

the appropriate training and can demonstrate competence (Gower, 2013).

2.5 Issues facing the construction Industry

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In olden times show the construction projects above had performed by the slave,

unlimited timelines and cost the current construction projects facing with the several

challenges (Muir, 2005). Further we can classify that issue may arise from external of

the project and internal of the project (Darnal and Prestone, 2012).

2.5.1 External attributes or management challenges

Including those issues that typically established early at the start and theoretical stages

of the project at the time the project is authorized that are project size, cost and time.

Project stakeholders are responsible to determine the size of project (scope), time and

cost for the size of the needs of projects (Okoye, et el, 2015). One of the factors make

project failure is “the project sponsor dictate the project manger” to finish the project

by certain time, budget and get a magnitude of scope while achieving a specified

performance level (Heagney, 2012).

2.5.2 Internal Attributes

2.5.2.1 Clarity of the Project Objectives and stake holder agreement

Project definition and objective should be clearly defined and every stakeholder

understands. The project team will come with the one common objective, “The greater

the confusion for the project teams on the goals and objectives of the project, the

greater the impact on the complexity of the project”, and often there is more than one

major stakeholder in the project. An increase in the number of stakeholders influences

complexity at project level. Project works depends how project stakeholders agree

about the project on scope, time and cost (Darnal and Prestone, 2012).

2.5.2.2 Technological
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The consequence of technological on the under developing world is an obvious cause

of failure in construction industrial. Although today the project is more complex but

technology support construction project management that will increase the cost

efficiency of the projects, time saving, less energy and material wastage, safety in

construction and sharing the information compared the late years. Example Microsoft

project, Privera, will give more quick and accurate the data concerning with project

budget and schedule (Muir, 2005).

2.5.2.3 Legal Issues

Businesses become more complex and risk because accountability of legal

implications. Now there are social safety law, fire safety law, permitting requirements,

contractor licensing and the regulation through the construction code. State and local

municipalities adopt model codes such as the Basic National and International Building

Code, These codes provided for quality, safety issue, and standard Uniform Building

Code on Construction industry. These cause the industrial having the number of

stakeholders and complicated process and each stakeholder have an authority to stop

the construction works and works independent.

2.5.2.4 Political Pressures

The perceptions and attitudes of a political system greatly affect the acceptance and

construction industry. To establish and implementing any project, system or policy will

require highly top management support. Socio-Political affects both public and private

sector. Without the political commitment it’s difficult to implement (Muir, 2005).

2.5.2.5 Cultural

Culture is includes knowledge, beliefs, arts, morals, laws, customs and any other

competence and habit by a human being as a member of the society. Society is the
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people who live on the environment where the project is execution. In project all

stakeholder of the project are is very important to have interest, support and bring any

change for the project that will enhance the project to run smoothly .If the stakeholder

not support the project the project will no longer exist (Darnal and Prestone, 2012).

2.6 Contribution of the construction industry

2.6.1 Global contribution of the construction industry

“The construction industry is the largest industry in the world”, it’s integrates political,

Economic and social (Elbeltagi, 2009). Construction sector and construction activities

are considered to be one of the major sources of economic growth .It can be regarded as

a mechanism of generating the employment to millions of unskilled, semi-skilled and

skilled work force. It supplements the foreign exchange from the trade of construction

material and engineering service the activities. the industry have great significance to

the achievement of national socio-economic (Rangelova, 2015).

European countries except German economic grow was slow in 2012 due to fallen

badly construction output, with a slight grows in 2013 and 2014. In 2010, US the

construction industry contributed $511.6 billion (3.5%) to the total Gross Domestic

Product (GDP). The whole economic of UK decline in 2012, 2008 and 2009 due to

fallen badly the Output in the construction sector. United kingdom (UK) in 2014 the

construction industry graded is highest donate £103 billion in economic output equal to

6.5% of the total income, and 2015 offering 2.1 million jobs equal to 6.2% of the total

(Rangelova, 2015). Australia in 2011 real GDP grew by 2.7%, the economic

development in Austria slowed down considerably in 2012 growth amounted to merely

0.8% expected to pick up during the second half of 2013 (Rhodes, 2015).
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2.6.2 Contribution of construction industry to Economy of Tanzania and

Zanzibar

The construction sector continues to be one of the most exciting sectors in Tanzanian

economy. In 2014, the sector contributed 7.9% of all the wealth that was generated in

the country source. This puts the sector on the fifth position among all sectors that

contribute to the GDP. The sector also employs about 9 % of the workforce in Tanzania

and the Government has a huge expenditure budget for infrastructure. The local

industry survived the real wrath of the global economic crisis and the slowdown in the

national economy with undertaking of 2,621projects worth nearly Sh2.4trillion during

2009. This is the highest number of projects the country has ever recorded in the past

three years construction project primarily driven by the developments in the roadwork,

water supply projects, commercial and residential buildings and other land

developments (UNESCO,2015)

2.7 Construction projects performance indicators

To weigh the performance of the construction industry over a variety of its activities, an

appropriate set of Key performance indicators (KPIs) is required so that the

stakeholders can monitor the industry’s progress towards achieving its goals. In this

sense on the identification of key performance indicators (KPIs) as it can help decision

makers on the performance levels of projects (Chan and Hiap, 2012). Mainly we

measuring the variances of the current cost and schedule from plan and predict final

costs and schedules at any point of time during contract duration (Washington,

2014).Key Performance Indicator (KPIs) According to Elshakour, (2012) et al. cited in

Camp (1989) defines (KPIs) as Benchmark of ‘‘the continuous process of measuring

products, services, and practices”.

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From the various studies conducted by Construction Industry Institute (CII) in the

USA, the Department of Environment, Transport, and the Regions (DETR) and the

Department of Trade and Industry (DTI) in the UK, and the Corporation for Technical

Development (CTD) in Chile, have adopted the foundation base for KPIs for

construction industry at the project level are cost, time scope, quality and safety

Elshakour et al.( 2012 ). According to Daniel and Joseph (2012), KPIs in construction

project include Mutual trust between project partners, Client’s satisfaction on quality of

completed work (scope), and Time performance, cost not exceeding the final contract

target or guaranteed maximum price value, and Magnitude of disputes and conflicts.

The Study conducted by (NAO, 2010) for road work on Tanzania show that the key

performance indicator on road construction is Time, cost and (scope) quality (constrain

of the project). On construction project we measure the progress of the works packages

that scope, Budget cost and works schedule, Performance measures are based on data,

and tell a story about whether an agency or activity is achieving its objectives, and if

progress is being made toward achieving policy or organizational goals The objective

of performance and progress measure is used to measure or check how healthy we are

doing the project (SPAR, 2008).

2.8 Construction project performance measurements tools and techniques

In generally as described before the project manager have been applying the

knowledge, skill, tools, and techniques to drive the project activities in order to meet

the desired performance of the project. This means that the road map of the

achievement of the project depend on the proper way of the selection and apply of the

tools and technique. There are various tools and techniques used for project scope
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management, time management and cost management as key performance indicator for

construction project (PMBOK, 2008). Some of the tools and techniques use are

2.8.1 Organizational breakdown structure (OBS).

The organizational break down structure is the primary tools used by the project

manager for forming the project team. The purpose of OBS is to identify each

organizational unit required to support the project. Similar to organization chart but this

consist project manager and individual who require delivering the project. The project

is categories into various departments and each expertise is assigned to the project

team. Examples for house construction can be divided into civil works, electrical work

and mechanical works (Skill Right, 2003). Example of OBS shown on figure (2.4)

2.8.2 Work Breakdown structure (WBS)

The project WBS is a “hierarchical classified according to criteria into successive levels

listing and grouping of the project activities required producing the deliverables of the

project. The WBS represents a breakdown of the project into components that

encompass the entire scope of the project “. Each level of the WBS hierarchy represents

a more detailed explanation of the project work so that the highest level represents

broad categories, and the lower levels represent increasing amounts of detail (Darnal

and Prestone, 2012). WBS breaking the project into manageable chunks from which

work can be allocated to departmental managers and other members of the project

organization (Heagney, 2012). Example of WBS shown on figure (2.4)

The advantages of WBS is the primary tool for measure project scope performance that

deals with the client's requirements, The project scope is a “document that defines the

parameters of the project, what work is done within the boundaries of the project, and

the work that is outside the project boundaries”, Show all works involve in creating the
 19

product of the projects (Darnal and Prestone 2012). Work becomes better defines,

subdivide project works into smaller more explicitly and manageable (Heerkens, 2002).

Scope performance is measure by evaluated the progress from all task (activities)

planed to undertaken by contactor (as Baseline for performance measure to control)

versus actual works performed by contractor to determine scope verification as seen on

figure 2.5 (BIS, 2009).

Scope Variation and Change, During the implementation of the project, the work

scope may change due to instructions from owners, design modifications, unforeseen

site conditions, and value engineering exercise (BIS, 2013)."Don’t fear for change”

accept and manage it. Laid down the corrective action if necessary revised baseline,

this will help to deliver the project on time, budget and quality (Heagney, 2012).

2.8.3 Critical Path Method (CPM)

Critical Path Method is a schedule networks analysis technique, also called activity on

arrow project network diagrams. It is an arithmetical algorithm used to monitor the

progress of a multitasked project and determine the minimum total project duration,

earliest possible finishing date of the project. The earliest start and finishing are

calculated by forward pass while the latest start and finish are determined by backward

pass. In fact, it is an effective tool of calculate and predict the project completion time

and, designed in graphics or chart form to facilitate easy tracking of the tasks. .

Activities are represented by arrows, Nodes or circles are the starting and ending points

of activities (PMBOK, 2009). CPM too harbors advantages as well as inadvertently nurtures

disadvantages. The weakness of (CPM) can only show finish to start dependencies

The Advantages of Implementation CPM

 20

i. The charting in a CPM also enables the managers to determine start time, end

time, slack time and float time associated with each activity of the project.

ii. Assist project managers to construct a team and generate human network for

efficient handling of a multitasked project.

iii. Help to estimate exact time and to monitor the direct and indirect costs

associated with the project.

iv. Charting in a CPM makes it easier to handle delays and critic the outcome of a

task, assists the managers in decision making to address the issue quickly.

The Advantages of Implementation CPM

v. In a big project, a CPM can become extremely complicated and difficult to

fathom for the new recruits to the project team.

vi. If the project is too bulky and lengthy, CPM requires software to monitor plan.

vii. The allocation of resources cannot be properly monitored.

viii. The critical path of the CPM of a big project is not always clear. The project

managers have to spend a lot of time to calculate it carefully.

2.8.4 Precedence Diagramming Method (PDM)

PDM is a method of constructing a project schedule network diagram. The Activities are

represented by boxes and arrows show relationships between activities, popular better

than CPM method because better at showing different types of dependencies and used

by project management software. its can link the task by defining dependence between

there start to finish, finish to start, start to start and finish to finish (PMBOK, 2008)

2.8.5 Program Evaluation and Review Technique (PERT)

Program Evaluation and Review Technique (PERT) is best for estimate duration for

each activity of the project, PERT is a network analysis technique used to estimate
 21

project duration when there is a high degree of uncertainty about the individual activity

duration estimates. PERT uses algebra mathematical calculation and by taking

consideration probabilistic time estimates based on using optimistic, most likely, and

pessimistic estimates of activity durations (BSI, 2013).

PERT formula

O  4m  P
Estimated duration ED =
6

Where, O = Optimistic time, M = Most likely time and P = Pessimistic time

Example: if optimistic time = 8days, most likely time = 10days, and pessimistic time

=24days

O  4m  P 8  4  10  24
Than ED = = Estimated duration =
6 6

=12days

Than using critical path method or PDM establish network diagram based upon

established data, and Forward pass and backward pass for calculations of early start

dates and late start finish dates, Total float and project critical path (BIS, 2013).

PERT offers the following advantages over the CPA method. These include Provides a

weighted estimate of the completion time, taking into account optimism, actual

experience and a pessimistic view, can provide a probability of completing before a

given date. It tends to underestimate project completion time, especially if delays cause

the critical path to shift around.

2.8.6 Gantt charts

Gantt charts provide a standard format for displaying project schedule information by

listing project activities and their corresponding start and finish dates in a calendar
 22

format or graphic display to add more reality to the project timing. In the typical bar

chart, schedule activities or work breakdown structure components are listed down the

left side of the chart, dates are shown across the top, and activity durations are shown

as date-placed horizontal bars (Petersen, 2013).

The advantages of using Gantt chart are, they give a very quick visual view to what

should be happening at any stage in the project and Shows how long a project should

take for completion Resources required for tasks can be linked to the tasks on the chart.

Disadvantages using Gantt chart are they too simplistic do not provide enough detailed

manageable information for complex projects, and must be estimated the time before

the chart completed while also difficult show Critical paths of project (Petersen, 2013).

2.8.7 Time Chain age Chart

Time Chain age Chart is a method of showing planned, forecast or actual progress in

chart form using distance (or chain age) on the horizontal axis and time on the vertical

axis. Unlike bar charts (Gantt Charts), time chain age charts show location and 'rates' of

progress in addition to start and end dates. This makes time chain age charts extremely

useful when planning or analyzing a construction project. Also known as time-location

charts and time -distance charts. Time chain age charts are frequently used on linear

construction projects such as roads, pipelines and tunnels, railways. The time chain age

diagram displays activities against both time and distance (Pai, et el 2013).

2.8.8 Line of Balance Charts

A line-of-balance chart is an extension of the Gantt chart used for project having

repetitive tasks such as Housing project. This type of programme allows the different
 23

rates of productivity of parts of an activity to be modeled, depending on its location on

site or the period of year when the activity is carried out (Pai, et el 2013).

The Advantages of Line of Balance is clearly shows the amount of work at a specific

time of the project and optimize the resources used for large number of repeated

activities, superior presentation and visualization, Easier to modify and better managing

of all the various sub-contractors on project (Pai, et el 2013) .

The disadvantages are Inability to generate a clear critical path of the project schedule,

relative to the one provided by CPM schedules. And Productivity rates in LOB

schedule do not include the effect of crews‟ learning curve, or if the individuals

working in the crews changed (Pai, et el 2013)..

2.8.9 S-Curves

The S-Curve - representing the various expenditures of resources over the projected

time of the project or as a means of charting the real-time expenditure of resources. Can

be used to monitor the project as is progresses and compare it to the projected S-Curve

to determine whether or the project is being completed within the time and budget

limitations.

2.8.10 Earned value analysis (EVA)

Earned value analysis (EVA) is an important tool for measure cost performance and

cost control. (Chowdhury, 2013).EVA is a method of comparing the budgeted cost of

work scheduled (BCWS), planed value (PV) as base line and Budgeted Cost of Work

Performed (BCWP), actual costs (AC) of a project periodically during the project. This

will give result if project meet cost performance whether the project over spent or low

spent. The technique also can estimate forecast the future cost to complete the project
 24

there is need for organization or company to have earned value management system

(Darnal & Prestone, 2012).

Figure 2.3: Show the Gant Chart

Figure 2.2: Show the OBS & WBS

Figure 2.4: Show the CPM Figure 2.5: Show the PDM

Figure 2.7: Show the S Curve

Figure 2.6: Show the Time Chain age Chart
 25

Figure 2.9: Show the Gant Chart

Figure 2.8: Show the Line of Balance Charts

2.9 Construction performance measure using Earned value Technique

There are many Project monitoring and control techniques such as Earned value

management (EVM), Line of Balance (LOB), Time chain age Technique, Work

Breakdown Structure (WBS), Program Evaluation and Review Technique (PERT) etc.

However, EVM is one of the most popular techniques with the widest use in

construction projects because of its ability to measure project performance and progress

in an objective manner by measuring scope, schedule, and cost in a single integrated

system (Dalibi, 2016). EVM is notable for its ability to provide accurate forecasts of

project performance problems due to its significant impact on the areas of Project

planning and control; and similarly, using the methodology improves both scope

definition as well as the analysis of overall project performance. More recent research

studies have shown that the principles of EVM are positive predictors of project

success. These helps project managers to Track, analyze, solve budget and time

deviation problems through the use of EVM evaluation technique in on-going projects

before taking decisions (Dalibi, 2016)..

 26

Performances of projects are measure though outlook the key performance indicators

(Darnal & Prestone, 2012).When three key parameter of the project is properly

recorded on project phase, the earned value technique can able to evaluate the project

performance (scope, schedule and budget performance), by compares the value of the

budgeted cost of work performed (earned) at the original allocated budget amount to

both the budgeted cost of work scheduled (planned) and to the actual cost of work

performed (actual). This technique is especially useful for cost control, resource

management, and production (PMBOK, 2008).

The different between the current status of the project and the baseline can asses

schedule variance and cost variance. The cost variance (CV=EV-AC) is used to follow

up the project budget performance, indicate whether the project is under or over the

budget. While the schedule variance (SV=EV-PV) make follows up project time

performance, to outlook weather the project is ahead o, neutral or behind schedule

(Tserng, H.P. et el (2025), Deltek (2008)).

Other types of performance can be measures on EVA are Cost Performance Index: CPI

= EV / AC which express the cost effectiveness of the executed work. And Schedule

Performance Index: SPI = EV / PV, shows whether the project is performing on

schedule or not (BIS, 2013). .

2.10 The Earned Value Management Process in construction project

For the successful implementation of the earned Value Management system the

following are the basic key steps as shown on figure

Figure 2.10: Pictorial representation of the Process Earned Value Management System
 27

Source: M. Waris and M.F.Khalid, (2016)

2.10.1 Organization Policy

Top management commits for implementation of EVM system, this will require an

organization to establish policy. The policy is the foundation of the EV MS that place

forward the position rules to support the system and will provide enough information

regarding to organization process, planning.

2.10.2 Planning

The planning consists with all essential elements required on implementations of

earned value management system. These are the following.

2.10.2.1 Project Objectives

The primary step in the practice is designation of the project objectives. These

objectives include broad explanation of the technical requirements of the project, its

budget, and the time outline for the work to be accomplished. Targeted commencing
 28

date and a completion date are included in this description. There may even be some

guidance provided as to whether this is a technical, schedule and cost critical project

(Humphreys, 2011 and 2014)

2.10.2.2 Work Scope Definition and Assign Responsibility

EVM require decomposing the scope of the works. Broken down activities into minor

management tasks, are preferred as point of control then planned and scheduled down

to the detailed work package level (Fleming, 2009). A WBS is best tools for de-

composition project until the lowest manageable elements (Battelle, 2006).

2.10.2.3 Responsibility Assignment Work Teams,

Once the scope is defined the next step is to document and identify the responsible

persons for performing the work (Humphreys, 2011 and 2015). Divide the team works

and each task activity assign special person who has knowledge, skill and experience

enough to perform it effectively and efficiently with regard quality, time and budget.

2.10.2.4 Setting base line plan

Nesterov (2013), state that Baseline is a copy of a project that you can compare to the

current progress. Baselines provide a "target" against which you can track a project's

cost, schedule, and resource performance. Campbell (2011) describes Baseline as an

“Original approved Project Scope, timeline and cost”. According to Qureshi, (2014),

baseline used to find present performance of the project activity.

2.10.2.4.1 Schedule baseline

Bhosekar and Vyas (2014), the baseline schedule is a fixed project schedule. It is the

standard by which project performance is measured. The current schedule is copied into
 29

the baseline schedule which remains frozen until it is reset. Resetting the baseline is

done when the scope of the project has been changed significantly.

2.10.2.4.2 Cost baseline

At the end of the planning stage, the cost information is translated to become baseline

cost. In earned value terms, this cost is also referred to as the Budget at Completion

(BAC) (Jessop, 2015). This BAC cost is calculated for tasks, resources and

assignments, and then distributed over all the activities in the project schedule. By

accumulating these budgeted costs over time a first measure is obtained the Planned

Value (PV). Planned Value (PV) is budget planned to be spent according to the

original plan at any given point in time. This is also known as the budgeted cost of

Work scheduled (BCWS) Cable (2004).

Figure 2.11: Indicate the schedule and cost base line for the project X

Source: Cable (2004).

2.10.3 To determine Earned value analysis (EV)

During project execution, as a project progresses, the status date will change and two

more measures are obtained so that a comparison can be made between realities and

plan its Earned Value (EV) Lukas, (2008). Earned Value (EV), can be determine by
 30

multiplied the actually cost completed at a point in time (AC), This is also known as

the budgeted cost of work performed (BCWP) and the percentage of work complete at

certain point in time (PC) Kahkonen (2014).

EV=% Complete (PC) × BCWP

Figure 2.12: indicate the Actual cost, Planed Value and Earned Value

Source: Kahkonen (2014).

2.10.4 The Earned Value Analysis performance measures

After progress is measured against the plan and the actual cost is entered, The EVMS

performance measures indicators (variable) variances and Indices will determine.

2.10.4.1 Variances

Variances represent the variation between the present status of the project and its

baseline, in monetary terms. Those are Schedule Variance (SV) and Cost Variance

(CV) Kahkonen (2014).

The Schedule Variance (SV), determines whether a project is ahead of or behind

schedule. It is calculated by subtracting the Planned Value (PV) from the Earned Value

(EV). A positive value indicates a favorable condition and a negative indicate

unfavorable condition (Kahkonen, 2014)

 31

Cost variance, a project’s Cost Variance (CV) shows whether a project is under or

over budget. This measure is determined by subtracting the Actual Cost (AC) from the

Earned Value (EV) Valle and Pereira, (2008), Kahkonen (2014).negative (positive)

value points out that more (less) has been spent for the executed activities than what

was originally planned

Schedule Variance: SV = EV – PV and Cost Variance: CV = EV – AC

Figure 2.13: indicate the Schedule Variance and Cost variance

Source: Valle and Pereira, (2008),

2.10.4.2 Indices

Those are Cost Performance Index (CPI) and Schedule Performance Index (SPI).

Earned Value and Actual Cost can also be used to calculate Cost Performance Index

(CPI), which expresses the cost efficiency of the executed work, if CPI less or more

than one means that the project is currently running over or under budget Kahkonen

(2014).This helps for determine the cost for remaining work for a project to meet a

specified endpoint or otherwise the team’s revised Estimate at Completion (EAC).

Schedule Performance Index (SPI) shows whether the project is performing on

schedule or not. A SPI of more or less than one means that the project is ahead or

behind plan .SPI is calculated by dividing the (EV) and (PV) (Verma, 2014).
 32

2.10.5 Forecasting cost and time at completion

Predicting the future with EVM is to predicting the expected final project cost – Cost

Estimate at Completion (EAC) is to determine how efficiently must we use our

remaining resources? .and the time to finish the project Time Estimate at Completion

(EACt) is essential to project on predict the final duration of projects (Marco, 2013).

EVM acts as an early warning system that helps PMs to solve problems and exploit

opportunities during project execution. Besides, these measures are also used to predict

future performance of the project (Hakkinen, 2015).

Table 2.1: Table show summary of formula of EAC

Cost forecasting Duration forecasting

BAC BAC
Estimate Cost at Completion (EAC) = CPI Estimate Time at Completion EACt = SPI

EAC = Actual Cost + Remaining cost (RC) EAC = Actual Time (AT) + Remaining Time(RT)
Remaining cost (RC) = (BAC – EV)/CPI Remaining time (RT) = (BAC – EV)/SPI
EAC = AC+(BAC – EV)/CPI EACt = AT+(BAC – EV)/SPI

2.10.6 Critical Ratio (CR)

The measure that considers both indexes is called Critical Ratio (CR). The Critical

Ratio is obtained by CR = CPI * SPI and represents the overall status of the project.

Cable et al. A CR indicate how well the overall project is health, if the ratio is equal to

one indicate the project are on target, if lower than one indicate the less performance.

2.10.7 Re-base lining

The project baseline is a schedule consisting of all the activities of the project. It might

turn out that the original baseline becomes unrealistic as a basis for management

control. This can be due to changes in scope, schedule, cost or a combination of these

factors. Corrective action will need to bring the project back on plan (Kerzerner 2001).
 33

Figure 2.16: Show that esteemed time and cost forecasting

Source: Kerzerner (2001)

2.11 Conceptual Framework

Miles (1994) defines a conceptual framework as a visual or written product, one that

‘‘explains, either graphically or in narrative form, the main things to be studied, The

study will attempt to assess the level of awareness EVM, To identify factors which

hinder and enhance application of EVMS and establish construction project

performance using EVA all are the independent variables, While the performance of

EVMS is the dependent variable with its Best for measure progress of project.

Figure 2.17: Conceptual Framework Model-independent and dependent variable

Independent variables Dependent variable Outcome

Awareness

EVM performance Good progress of

Factors which hinder and
the project
enhance the application

2.12 Research
Establish gap
construction
project performance
 34

However, despite all of the knowledge on EVM that can be learnt from the literature.

None of these studies focused on the Earned Value Management practices in Zanzibar

construction industry. Therefore, it is found to be no documented EVM implementation

in Zanzibar construction projects. The lack of researches may discourage EVM

awareness and its utilization by the construction professionals and practitioners.

Therefore all the literature will be from the foreign countries and most of it discussed

about Earned Value Management awareness into Qualitative justification but this study

will go further on quantitative approach. For that reason, this study sought to fill the

gap of lack of literature and research gap by assessing the Application of Earned Value

Management System for Construction Project Performance Measure in Zanzibar. It is

believed that the application of EVM in construction projects will result in effective

project monitoring and control (Hunter, Fitzgerald and Barlow, 2014).

CHAPTER THREE
 35

RESEACH METHODOLOGY

3.0 Introduction

This chapter discus the research methodology that will be applied in this study, This

includes research design, study area, Population and sampling, sample size, data

collection methods and techniques, in addition data presented and analysis as well as

methods increase reliability and validity will be emphasized.

3.1 Research Design

The purpose of a research design is to link the investigation from data gathering to

conclusions, in order to make sure that proof acquire will enable to response the

research question or hypothesis and generate recommendations for making effective

decision about the problem. There are various types of research design, depending upon

the aims of the research (Creswell, 2014).The research designs adopted in this study are

combination of case study and Surveying where integration of qualitative and

quantitative data will be collected for analysis.

3.1.1 Survey Research design

A cross-sectional survey will adopt on this study. Survey Research design is a valuable

tool for assessing opinions and trend, often it’s easy accessible information and data

can be collected more than one cases at single point in time for collective both

qualitative and quantitative approaches (Magigi, 2015). The used of this is in line with

objective one and two of the study. The data will be collected by sending questioner to

the respondent by mail by hand and interview all professionals, expertise who work on

construction industry in Zanzibar.

3.1.2 Case study

 36

Case study is the field in depth study, is best method for testing weather the models,

formula can be applies to the phenomena and give accuracy results (Magigi, 2015).The

nature of the research objective three on this study suggests that the case study is

appropriate. Before established EVMS we must have evidence or testimony whether

EVMS can be applied for construction industries of Zanzibar.

The four selected ongoing projects will take as sample for case study. These are

residential building, Roads projects, commercial building projects and water projects. A

brief overview of the projects is given in table 3.2 and more detailed case study data for

analysis will list on appendix. The information will be gathered from a tender document,

bill of quantities, contract documents, progress report and abstract sheets in support of

provides necessary data for project cost and scheduling activities which will use to

make suggestion toward the application of EVMS.

3.2 Area of the Study

The study will be conducted in Zanzibar Island. Zanzibar is a part of united republic of

Tanzania. Tanzania was created on 26 April 1964 by two former sovereign states

known as Tanganyika and the People’s Republic of Zanzibar. Under the constitution of

Tanzania, construction sector such as houses, Roads and water transport are non-union

matters, is the responsibility of individual members.

Zanzibar construction sector is developing now. The Large scale infrastructure project

which involves complexity and capital intensive are initiated. Current there is the

problem of the effective performance of the project especially completion of the project

on time and planned budget for both private and government project. Those problems

accelerate the rise of conflicts between the owner and contractors, other projects

collapses not achieve its primary goals. Therefore the assessment of the application of
 37

the Earned Value Management System as tools for control the project performance will

help Zanzibar Construction industry to meets its expected deliverables.

3.3 Population

In any ground of investigation there is a need to constitute population. An absolute

record of all the substance in the population is known as a census. A population refers

to whole group of “people, events or elements of interest” that a researcher desires to

study (Kothari, 2014). This study have two part of target population.

The first part of populations are in line with objective one and two, will consider all

professionals who practitioner the construction industry of Zanzibar from clients,

contactors and consultancy on both private and government sector who official

registered by Zanzibar registration board for managing construction projects. The

category and number of respondents were chosen based on importance and wide range

to provide credible and valid data and other information required by researcher. The

targeted population of this study involved respondent as described in the table3.1 below.

Table 3.1: Target population

S/N Category No. of Respondent Percentage

1 Project Managers 5 5.495
2 Engineers 55 60.439
3 Architects 21 23.077
4 Quantity surveyors 10 10.989
Totals 91 100

Source

The second part of the research in line with objective three, the target population will

reflect on are all construction projects executed on Zanzibar at last ten years.

3.4 Sampling design

 38

3.4.1 Sample Size

According to Kothari (2004), a sample is a small subset of the population which was

chosen for study. Because of timeframe, cost and human resources and to have in-depth

insight of the study phenomena the sample size considered to be small (Magigi, 2015).

To determine the sample size for small populations, we use the normal approximation

to the hyper-geometric distribution formulas. It has ability to estimate sample sizes

from small populations accurately (Morris, 2014). The sample size (n) formula is

NZ 2 pq
n= ( E 2 ( N  1)  Z 2 pq ) Equation 1 (Morris, 2014).

Where N is population size, Z is the level of confidence (1 - a), if assumed the level of

confidence is 95% value for Z is 1.96, the acceptable sampling error (E) will be 5%, p

and q are the population proportion set each 0.5 (Magigi, 2015). Than the sample size

for the research will be as shown on table 3.2 below.

Table 3.2: Sample size

S/N Category No. of Respondent Percentage

1 Project Managers 3 4.5%
2 Engineers 45 68.2%
3 Architects 13 19.7%
4 Quantity surveyors 5 7.6%
Totals 66 100%
Source: Researcher’s Field Data, 2016

Table 3.3: Sample of four construction projects for analysis

S/N Project name
Construction of Mwanakwerekwe Fuoni 5 km and Kwarara Fuoni Road 10 km
Construction of Kwarara Secondary School
Construction of African Queen Hotel Matemwe Zanzibar
Zanzibar Urban Water Supply Project
3.4.2 Sample Technique
 39

Samples techniques can be either probability samples or non-probability samples. In

the probability every element has chance being included in the sample, while non

probability samples do not allow this (Kothari, 2004).

In this study because detail technical specific information data needed to be collected,

the researcher will focus on particular characteristics of population as shown on table

3.2 above . Non probability by employing a purposive sampling technique will be used

to draw the sample from population.

3.5 Data Collection Sources and Techniques

Generally there are two sources of collecting the data Primary and secondary.

3.5.1 Primary data

This is the original data collected by the researcher for the first time from the field that

includes opinions of people interviewed and observations the behavior (Creswell,

2014). For this study Primary data will be collected from the field by interview

respondent through self administered Questionnaires and sending to the respondent.

3.5.1.1 Questionnaires

The Questionnaires will design to reflect the current capacity to answer the objective of

the research (Kothari, 2014). “Self-administered semi structured questionnaire will be

used as the research instrument. A questionnaire consists of a number of questions

printed or typed in a definite order on a form or set of forms” (Kothari, 2004). The self-

administered questionnaires cover the advantage of being flexible cause will hold both

open and closed-ended question for gathering comprehensively information to ensure

relevancy and consistency ((Quarezki and Casi, 2013). (Kombo& Tromp, 2006)).
 40

The questionnaire of this research will involve three parts part A, B and C. part A carry

Personal information questions and part B and C Each question will developed to

address a specific objective one and two of the study for detail seen on appendix

3.5.1.2 Observation

Observation is way of gathering data face to face by interview the respondent physical,

the observation method help the researcher to understand the event, activity, or

situation you are evaluating and also help to capture from individuals realistic option

(Creswell, 2014).. If respondents are unwilling or unable to provide data through

questionnaires, observation is alternative method. For this study, the round table

discussion was held with five project manger faces-to- face and fill the questioner.

3.5.2 Secondary data

These are data which have undergone statistical measurements. Secondary data was

obtained through published and unpublished information. The source of secondary data

for this study was obtained from project tender document, bill of quantity, contract

document, and progressive report from each case of the four projects. These were

collected to supplement objective three of the study. The quantitative data related to the

schedule and cost of the project like original contract value, project budget plan, and

revised contract value, actual cash out flow with percentage of work completion,

project schedule plan and actual time will be collected on these phase, for analysis.

3.6 Reliability and Validity

The reliability and viability are extremely imperative when you undertaking the

qualitative and quantitative research. Whenever a test or other measuring instrument is

used as part of the data collection process, validity and reliability of that test is
 41

important. Since they help get in touch with the objective of the research. Reliability

and validity tests could see as two different measurement instruments that will conduct

to ensure the credibility and accuracy of the research (Kothari, 2014).

Reliability of measuring instrument is defined as the ability for measuring instrument to

provide the same or consistent results and total representation of the population under

the study. “If the results of the study can produce under similar a similar methodology

the research instrument considered to be reliable”. The researcher was sure that the

method of data collection, sampling and methodology was proper and related to the

study (Magigi, 2015). To insure high reliability on this research, on chapter three

described in detail the process of gathering data as well as how the interview are

performed. The questionnaires also reviewed by the research supervisor for correction

and distributed on appendix. This detail explanation enhances the capability for other

researcher to replicate this study and for the some condition with comparable result.

Validity of Data Collection Instruments

Validity refers to the ability of instrument to measurement what has set out to

measures, the data need not only to be reliable but also true and accurate (Magigi,

2015). Sekaran & Bougie (2009) explain Validity is the degree to which the researcher

has measures used in the questionnaire are adequate reflect the objective and truthfully

measuring the intended concept under consideration and not something else” This study

adopted content validity and construct validity.

Content validity refers to the level that the instrument covers the content that it is

hypothetical to measure (Yaghmaie, 2003). To validate the questionnaire, the study

adopted face validity which is a form of content validity. This will be involved experts,

professional persons who practitioner the construction industry of Zanzibar who has
 42

knowledgeable about the research undertaking and also I will built understanding with

respondent to make them aware of the research area and purpose and the use of

multiple source interviews and questioner . Also to insure validity on the case study the

data will collect from the exact document which are used to implement project care the

data will verification to insure no data is missing and left.

3.6 Data Analysis

Upon carrying out of data collection on both phase surveying and case study the

processing and analysis of data take place Sekaran (2003). According to Cooper &

Schindler (2011) Data analysis employ dipping accumulated data a convenient size,

emergent summaries, looking for patterns and applying statistical techniques while else

data preparation includes editing, coding, and data entry and is movement that ensures

the correctness of the data for study . Microsoft office Excel (2007), Statistical Package

for Social Sciences (SPSS) version 17 and Microsoft office project (2003), will be used

as a tool to analyze the data.

The findings were guided by the research questions proposed during the study.

Questionnaires formed the main research instrument used to collect data from

respondents for the objective one and two. Parts B of the questioner reflect the

objective one to assess the level of awareness for EVMS from the respondent. On this

phase the qualitative data collected had responses of ‘Yes’, ‘No’ or ‘Not sure’ which

were assigned numerical values for the purpose of analysis objective one. and part C of

the questioner lies objective two of the study ‘to identify the factors which hinder and

enhance effective application of EVMS’ on this part data will collected had responses

included strongly agree, agree, agree to an extent, disagree, and strongly disagree; The

values obtained are fed into SPSS and Excel for descriptive and inferential analysis.
 43

The descriptive statistics from this data will put in form of percentages, means,

standard deviation and measures of central tendencies which allows for presentation of

data in a more meaningful way and thus simpler interpretation of data. The analyzed

data will be interpreted and presented in frequency tables, graphs, histograms,

frequency polygons and pie charts.

Inferential statistic ‘ANOVA’ will employ in Oder to analyze the proposed hypothesis

for objective one. And for objective two the study used standard linear regression to

model the linear equation relating the dependent and the independent variables. This

study had multiple independent variables; the multiple linear regressions will be used in

place of simple linear regression to dictating and if the factors had correlation are

calculated to determine the strength of the relationship between the between the

dependent and independent variables and finally ANOVA regression test to identify the

factors which hinder and enhance EVMS (Cooper & Schindler, 2003).

The objective three of the study is to establish construction project performance using

Earned Value Analysis (EVA) for Zanzibar construction industry. The quantitative data

will collected from the four case studies as proposed on this study. The data related to

the scope, schedule and cost of the project will collected and fid on the Microsoft Excel

and Microsoft office project 2003 for analysis.

From the analysis based on the Actual expenditure of the work done this called Actual

cost (AC), planed value (PV) and the percentage of work the Earned value (EV) will

calculate and S - curve graph will be developed. From three variables for each proposed

project, the performance analysis (schedule and cost variances) indices stability

(schedule and cost performance indicator) and critical ration will determine for measure

weather the earned value analysis will be applicable for Zanzibar construction industry.
 44

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 51

APPENDIX I - TIME SCHEDULE/WORK PROGRAMME

The proposed time schedule for the study will take six months from January 2016 to
end of May, 2016. The researcher’s activities during the study will be as shown below.
Jan 2016 Feb 2016 Mar 2016 Apr 2016 May 2016
1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

Proposal writing
Proposal submission/approval
Data collection
Data analysis & interpretation
Compiling and submission
 52

APPENDIX II - COST BREAKDOWN

The following budget will base on the whole period of the study, for the period ranging
from January, 2016 to May, 2016

N Particulars Quantity Amount

o.

1 Upkeep costs in the i. Accommodation Lump sum 6,000,000/=

field ii. Transport
iii.Break fast
iv. Lunch
v. Dinner
vi. Internet
vii. Communication
s

2 Stationeries Lump sum 500,000/=

3 Research production Lump sum 300,000/=

Total 6,800,000/=

Date ……………….. Name ……………………………….. Signature ……………….

CANDIDATE

Comments by Supervisor
 53

……………………………………………………………………………………………

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Date: ………………Name…………………………………… Signature ………………

SUPERVISOR

Comments by the Principal/Dean/Director

……………………………………………………………………………………………
..
……………………………………………………………………………………………
..
……………………………………………………………………………………………
..
……………………………………………………………………………………………
..
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…………………………………………………………………………………

Date: ……………… Name………….…………………….. Signature ………………...

PRINCIPAL/DEAN/DIRECTOR