Search

Displaying 1 - 15 of 26

Lesson
Unsynchronized consultant recruitment, procurement of goods, and facility upgrades could create inefficiencies and lead to a wastage of time and resources and delayed delivery of project benefits. While overall the project proceeded smoothly, it encountered some challenges that offer valuable lessons to future projects. First, as the timing of consultant inputs and procurement of laboratory facilities and equipment were not synchronized, i.e., consultants would arrive early while facilities were not yet ready, less-than-efficient inputs were obtained.

Project Number: 43120-013
Project Name: Trade Facilitation: Improved Sanitary and Phytosanitary (SPS) Handling in Greater Mekong Subregion Trade Project
Report Date:
Lesson
Appropriate contract packaging, stakeholder involvement in project preparation, and reliable cost estimates are of particular importance to successful project implementation. This project encountered several weaknesses in design and preparation that made implementation challenging.

Project Number: 43319-022
Project Name: Greater Mekong Subregion East-West Economic Corridor Towns Development Project
Report Date:
Lesson
Advance actions, supported by retroactive financing arrangements, can help minimize or avoid startup delays. The project faced start-up delays in both countries. It took more than two years from project effectiveness in each country for the first civil works contracts to be awarded. Recruitment of project implementation consultants, preparation of bidding documents, and preparation of the detailed designs were accomplished only after the project effectiveness. Such start-up delays could have

Project Number: 40190-023
Project Name: Greater Mekong Subregion Flood and Drought Risk Management and Mitigation Project
Report Date:
Lesson
The use of the forced account works procedure for civil works and request for quotations and direct contracting for goods and equipment saved time in procurement for this project. The maximum use of the flexibilities inherent in these procedures, which accords with ADB’s Disaster and Emergency Assistance Policy, boosted project effectiveness and efficiency.

Project Number: 52129-001
Project Name: Cyclone Gita Recovery Project
Report Date:
Lesson
Foreseeable delays in procurement and disbursements may be overcome by (i) including project readiness measures such as advance actions; and (ii) ensuring dedicated, full-time) and qualified staff with relevant experience for key project management positions. Amounting to 1.5 years in this project, these delays were attributable to the complexity of procedures in Viet Nam, the COVID-19 pandemic, and the large number of project facilities involved.

Project Number: 44265-013
Project Name: Second Health Care in the Central Highlands 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
Detailed project preparation and feasibility studies carried out and included in the periodic financing request strengthen project readiness in procurement and safeguards implementation. This could entail conducting comprehensive field investigations and site assessments conducted during the detailed project reporting stage. Monsoon and weather conditions and project readiness for physical works should be considered in drawing up implementation schedules—for both onshore and offshore projects.

Project Number: 40156-013, 40156-033
Project Name: Sustainable Coastal Protection and Management Investment Program - Tranche 2 and MFF
Report Date:
Lesson
Reducing or avoiding implementation delays would require, among others: (i) ensuring that project and/or subproject implementation is a high priority for local governments and counterpart funds are provided in government annual budgets, and (ii) starting resettlement activities as early as possible and providing adequate funds for these activities.

Project Number: 45507-003
Project Name: Yunnan Chuxiong Urban Environment Improvement Project
Report Date:
Lesson
Engaging capable design institutes, backed by sufficient budget and time allocations, will result in better quality technical designs that in turn will facilitate construction progress, reduce the need for contract variations, and optimize construction costs. There were significant variations in some of this project's civil works contracts. These variations resulted mainly from poor quality of technical designs, with errors and omissions in the construction drawings.

Project Number: 45507-003
Project Name: Yunnan Chuxiong Urban Environment Improvement Project
Report Date:
Lesson
Incorporating utility shifting as part of the item-rate contract has proven effective for timely project completion in some Indian states. Utility shifting is usually contracted out to a third-party entity specialized in utility shifting. Contractors often abuse this arrangement, however, taking it as an excuse to delay civil works. To prevent this, the utility shifting should be included as an item in the bill of quantity to be carried out directly by the contractor.

Project Number: 41629-013, 44425-013
Project Name: Bihar State Highways II Project 
Report Date:
Lesson
As larger contracts experienced more delays compared to shorter contracts, in future projects, shorter-length contracts may be considered. The termination of contractors was observed to be due to their non-proactive approach while working in discontinuous encumbrance-free stretches of road, poor planning, and inadequate financial capability. Instead of terminating contracts, it would be more desirable to make encumbrance-free land available upfront, release retention money, and create escrow accounts—which were approaches that were successfully implemented.

Project Number: 41629-013, 44425-013
Project Name: Bihar State Highways II Project 
Report Date:
Lesson
Shortage of qualified national consultants could delay implementation and increase project costs . The intention at design was to work with the support of national consultants. However, the lack of national consultants with technical qualifications and TVET experience as required by the project hampered timely recruitment and mobilization of these technical experts. Consequently, some national positions had to be converted to international positions or contracts of qualified national consultants extended to enable them to complete the tasks.

Project Number: 45139-001
Project Name: Mid-Level Skills Training Project
Report Date:
Lesson
It is important to include individual startup consultants in the project design to assist and help avoid delays during the early implementation stages. The project experienced some startup delays, particularly in procurement and capacity building. The experience demonstrates the importance of including individual startup consultants in the project design to assist the executing and implementing agencies and avoid delays during early-stage implementation.

Project Number: 45511-006
Project Name: Hunan Technical and Vocational Education and Training Demonstration Project
Report Date:
Lesson
It might be better for performance-based maintenance (PBM) contracts to be integrated into the civil works contracts to expedite its adoption in future projects. Procurement of a separate contract, particularly a PBM contract, for post-construction maintenance after completion of the civil works contracts is a major concern for any government agency as it involves various channels and processes for seeking internal government approvals.

Project Number: 49125-001
Project Name: Second Jharkhand State Road Project
Report Date:
Lesson
Limited understanding of contractors of complex site conditions impacted their performance, delayed implementation, and often resulted in contract termination; About 30% of the total cost of civil works were contracted before loan signing and over 90% of total contracts awarded by 2014.

Project Number: 38254-053
Project Name: North Karnataka Urban Sector Investment Program - Tranche 3
Report Date: