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Displaying 1 - 15 of 38

CSV
Lesson
The IA, the Infrastructure Development Company Limited, could have entered into strategic partnerships with other international organizations to further improve its skill and capacity given the complexity of activities in infrastructure.

Project Number: 40517-013, 40517-042
Project Name: Public–Private Infrastructure Development Facility
Report Date:
Lesson
Unrealistic and overambitious indicators in the DMF should have been raised during the implementation for corrective actions.

Project Number: 40517-013, 40517-042
Project Name: Public–Private Infrastructure Development Facility
Report Date:
Lesson
The absorptive capacity of the executing and implementing agencies, including the number of technical staff, their expertise, experience, and knowledge in project management processes and peculiarities, needs to be properly evaluated before setting the appropriate output targets.

Project Number: 38357-013
Project Name: National Highways Sector Project
Report Date:
Lesson
Ambitious targets create potential issues and expose the project to higher implementation risks as the executing and implementing agencies must spread their meager resources to more outputs.

Project Number: 38357-013
Project Name: National Highways Sector Project
Report Date:
Lesson
The preparation of detailed designs for project roads at the pre-feasibility and project appraisal levels could be subjected to more thorough technical scrutiny.

Project Number: 38357-013
Project Name: National Highways Sector Project
Report Date:
Lesson
Inadequate risk assessments can lead to unrealistic project schedules.

Project Number: 39419-013
Project Name: Clean Energy and Access Improvement Project
Report Date:
Lesson
Creating new units within well-established organizations, especially government agencies, to support project implementation requires careful planning, a clear mandate, and institutional ownership.

Project Number: 39419-013
Project Name: Clean Energy and Access Improvement Project
Report Date:
Lesson
Flexibility in design fosters the successful mainstreaming of new and innovative schemes.

Project Number: 39419-013
Project Name: Clean Energy and Access Improvement Project
Report Date:
Lesson
Successful implementation of the gender action plan (GAP) had measurable changes in women’s status; therefore the formulation of a GAP may be mainstreamed for similar projects with distribution system components.

Project Number: 39415-013
Project Name: Sustainable Power Sector Support Project
Report Date:
Lesson
Considering the lack of commercial skills in the Sri Lanka Sustainable Energy Authority to facilitate private sector investment, better results were possible with the allocation of more international experts and person-months of consulting services.

Project Number: 39415-013
Project Name: Sustainable Power Sector Support Project
Report Date:
Lesson
Policy implementation in the Pacific countries needs to be supported by adequate financing.

Project Number: 32234-023
Project Name: Railway Sector Investment Program (Tranches 1, 2, and 4)
Report Date:
Lesson
Process inefficiencies in procurement can seriously delay implementation.

Project Number: 32234-023
Project Name: Railway Sector Investment Program (Tranches 1, 2, and 4)
Report Date:
Lesson
Applying readiness filters during project processing can lead to better implementation.

Project Number: 32234-023
Project Name: Railway Sector Investment Program (Tranches 1, 2, and 4)
Report Date:
Lesson
Poorly developed design and monitoring frameworks (DMFs), unmanageable number of loan covenants, and overambitious policy conditions negatively impact the implementation and performance of reform programs.

Project Number: 32234-023
Project Name: Railway Sector Investment Program (Tranches 1, 2, and 4)
Report Date:
Lesson
Consistent program/project monitoring and reporting foster implementation success.

Project Number: 32234-013, 32234-053
Project Name: Railway Sector Investment Program (Multitranche Financing Facility and Tranche 3)
Report Date:
CSV