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Lesson
Proper execution of project administration activities relies on the capacity and commitment of borrowers and agencies involved. It is crucial that executing and implementing agencies are well informed of ADB operational procedures and requirements, especially with respect to financial management. This allows a concerned agency to carry out the project activities appropriately and ensure timeliness.

Project Number: 41340-013
Project Name: Advanced Electricity Metering Project
Report Date:
Lesson
The ability of all participating utilities to successfully adopt and implement organizational changes to meet the project requirements should be assessed, with specialized external support in utility management provided as necessary.

Project Number: 35448-013
Project Name: Omnibus Infrastructure Development Project
Report Date:
Lesson
Having an implementing agency with staff who are well-versed in ADB procedures benefits all facets of project implementation and ensures timely project completion. This capacity also provides a strong base for further building the capacity of implementing agencies in asset management and operation and maintenance, and financial management and audits. which will benefit the implementation and sustainability of future projects.

Project Number: 52129-001
Project Name: Cyclone Gita Recovery Project
Report Date:
Lesson
Insufficient financial staffing and difficulties in information collection could hinder compliance to ADB financial requirements. During implementation, the IA faced challenges in complying with ADB’s financial management requirements. Submissions of audited project and entity financial statements were delayed because of (i) difficult information collection process, (ii) reports not complying with ADB guidelines, and (iii) insufficient accounting staff because of Uzbekenergo’s unbundling and restructuring.

Project Number: 41340-013
Project Name: Advanced Electricity Metering Project
Report Date:
Lesson
Lack of capacity and experience in executing/implementing agencies as well as lack of reference projects can negatively impact project implementation. This project encountered delays because the executing agency and project management unit (PMU) lacked capacity and prior experience with international financial institution–financed procurement and management of large projects. Moreover, there were no reference projects with similar legal and regional setups to provide lessons and guidance to the executing agency and PMU.

Project Number: 41340-013
Project Name: Advanced Electricity Metering Project
Report Date:
Lesson
More effective utilization of consultants helps improve project implementation. As the international consultants are selected based on the experience and expertise in engineering and project management, they are required to remain in close proximity to the project site and assist in the development and monitoring of project and subproject programs. They have the capacity for assuming a stronger advisory role for a project to be successful.

Project Number: 41504-023
Project Name: Town Electrification Investment Program - Tranche 1
Report Date:
Lesson
This validation also offers the following additional lessons learned: (i) Responsiveness to government policy priority requests is a key determinant of the TA achieving its intended results.

Project Number: 41613-012
Project Name: Integrated Renewable Energy Development
Report Date:
Lesson
The TCR noted that the use of appropriate selection processes can reduce time and costs for ADB but stops short of explaining how the TA team went about doing this. A valuable lesson for other project teams could be a more specific and valuable information. This validation encourages TCRs to provide more detailed information that could guide other teams in designing, implementing, and monitoring and evaluating projects.

Project Number: 41613-012
Project Name: Integrated Renewable Energy Development
Report Date:
Lesson
This validation agrees but suggests that this lesson is relevant to the next section–Management. A key lesson is to ensure that recruiting consultants with the right skill sets should be prioritized at an early stage in implementation, especially for projects requiring highly specialized technical skills

Project Number: 41613-012
Project Name: Integrated Renewable Energy Development
Report Date:
Lesson
It is important for the revision to DMF indicators to be consistent with the changes sought in memos, as this can help ensure better quality reporting. For example, the Memo of 9 February 2011 sought the approval for PriceWaterhouse Coopers Pvt. Ltd. consultants to set up the International Center for the Application of Solar Energy Technologies in IIT Rajasthan. However, the indicators were not refreshed; neither does the TCR comment on this in detail, thus risking activities such as these not being adequately captured through reporting.

Project Number: 41613-012
Project Name: Integrated Renewable Energy Development
Report Date:
Lesson
This validation also offers the following additional lessons learned: (iii)Changes in the scope of a TA at implementation could usefully be reflected in DMF indicators; and indicators could be made more specific and illustrative of project achievements, so that project success can be properly assessed

Project Number: 41613-012
Project Name: Integrated Renewable Energy Development
Report Date:
Lesson
This validation also offers the following additional lessons learned: (ii) Early due diligence can help to identify shortcomings and risks and enable the TA to take early corrective action.

Project Number: 41613-012
Project Name: Integrated Renewable Energy Development
Report Date:
Lesson
Clearly explained what happened during TA implementation but failed short of drawing a lesson statement. A lesson would be: The efficiency of consultant recruitment is critical to ensuring smooth and successful TA implementation. For this TA, the QCBS method for recruiting consulting firms was added through a minor change in November 2014, about 20 months after TA inception.

Project Number: 46500-001
Project Name: Establishment of the Pacific Regional Infrastructure Facility Coordination Office
Report Date:
Lesson
Additionally, this validation notes that feasible technical solutions that support national needs are critical to getting buy-in and ownership. For instance, some of the final reports for Bangladesh and Bhutan were produced in collaboration with national partners. It is missing from the TCR a description of the issues that led to including the DMF’s third outcome indicator in the DMF, or to managing lessons arising from a substantial increase in budget mid-way through implementation.

Project Number: 46470-001
Project Name: Action on Climate Change in South Asia
Report Date:
Lesson
In finalizing this validation report, SAOD revised the lesson in the TCR and highlighted that considering country context in designing activities is important. Identifying in-country activities requires close collaboration with concerned national government agencies, and building upon similar past and current initiatives or mechanisms.

Project Number: 46470-001
Project Name: Action on Climate Change in South Asia
Report Date: