Major critical success factors in the real estate construction industry are inputs which willrnlead directly or indirectly to project success. The real estate sector has been one of thernfastest-growing segments of the Ethiopian economy and the rapidly changing real estaternlandscape in Addis Ababa is one of the more noticeable aspects of the growth recentlyrnexperienced in Ethiopia. This paper is aimed to identify and study the critical success factorsrnwhich lead to the success of a project and show the extent of the relationship between CSFsrnand project performance. The study has used Saqib. M et al's (2008) seven critical successrnfactors of construction projects, namely Project Management related critical success factors,rnProcurement System-related critical success factors, Clients related critical success factors,rnDesign Team related critical success factors, Contractor related critical success factors,rnProject Manager related critical success factors, and Environment related critical successrnfactors, as independent variables where project success is measured in terms of time, cost,rnand quality which are used as dependent variables. A conceptual framework was alsorndeveloped using the identified variables for project success. A descriptive research designrnwas used to assess the critical success factors in the selected real estate developmentrnprojects. Primary and secondary data were also used for the achievement of the study.rnPrimary data was collected using a questionnaire. A total of 37 out of 42 questionnaires werernfilled by different members of the projects from both Noah and Sunrise real estate companies.rnDescriptive statistics were used to analyse and interpret the data found from the respondents.rnCorrelation technique was also used to indicate the relationship between the independent andrndependent variables. The findings show that the assessment of the practice level of thernidentified factors within the real estate companies resulted in a high level of mean scorernvalues. Moreover, a moderate but positive relationship was observed between projectrnmanager related success factors, project management related success factors, clients relatedrnsuccess factors, and environment-related success factors with project success.rnCommunication system, a timely decision by the owner, and project managerâ€™s competencernare some of the factors found to be highly practiced and managed within the companies. Yetrnsome items were given lower ratings as well. Developing an appropriate organizationalrnstructure and training the HR in the skill demanded by the project, project design complexity,rnand delays in producing design documents were among the factors to be rated lower than thernrest of the items. Developing a suitable structure which follows the company's strategy andrnobjectives, hire and train the human resources to the required skill demanded by the projectrnso that employees improve their performance, and carefully monitoring, having regularrnmeetings with the design team, and also having a full commitment to the project by bothrnparties were recommended to improve the weak areas that are displayed in the study forrnbetter performance.