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Lesson
A strong design and monitoring framework, with better defined outcomes and outputs and measurable indicators, and the setting up of a project performance and monitoring system during project preparation or at project startup could help track implementation challenges. These may have helped mitigate the risk of scope changes, loan cancellations, and early implementation delays due mainly to delays in startup activities, such as signing of subsidiary loan agreements, detailed engineering design, bidding document preparation, and delays in land acquisition and resettlement.

Project Number: 41456-043
Project Name: Water Sector Investment Program - Tranche 3
Report Date:
Lesson
The program correctly sought to balance power load between the three regions (outcome) to remove transmission bottleneck that would promote proper siting and least-cost power generation planning, whic is particularly important for transitioning from fuel-based to renewable energy-based power generation. To highlight this importance, the design and monitoring framework needed a target for annual energy flows across regions that is contingent on a sound medium- to long-term energy investment program.

Project Number: 42039-033, 42039-036
Project Name: Power Transmission Investment Program (Multitranche Financing Facility and Tranche 3)
Report Date:
Lesson
The formulation of performance indicators in the context of regional dimension helps better assessment of the shared economic benefits among participating countries. Consequently, these performance indicators could provide insights into the magnitude and significance of these spill-over effects or shared economic benefits. In particular, these could provide insights into whether these regional economic benefits were well-dispersed or if a specific project entailed an asymmetrical distribution of benefits and costs across the countries.

Project Number: 40190-023
Project Name: Greater Mekong Subregion Flood and Drought Risk Management and Mitigation Project
Report Date:
Lesson
Setting output indicators in the design and monitoring framework (DMF) that are the same or identical to policy actions confuses inputs with intended changes generated by policy actions. IED notes that this has been a standard practice for policy-based loans (PBLs) approved under previous ADB guidelines for preparing DMFs. However, going forward, specifying indicators that clearly measure the intended changes of policy actions would facilitate a better assessment of results.

Project Number: 45253-002
Project Name: Third Capital Market Development Program
Report Date:
Lesson
Establishing a project performance monitoring system (PPMS) allows better tracking of project results and implementation progress and risks. It will also allow a project to undertake necessary adjustments to address implementation issues and data gaps and would be useful during ex-post project evaluation, in terms of a more systematic aggregation and assessment of data and information collected via the system.

Project Number: 40534-013
Project Name: Second Crop Diversification Project
Report Date:
Lesson
The DMF missed some essential data that were important in measuring project effectiveness. As this was a follow-up project, both executing agency and ADB should have had up-to-date data and information. To avoid such issues, ADB needs to make a rigorous assessment of the institutional arrangements, and database benchmarks in the case of long-term commitments and preparation of additional follow-on projects.

Project Number: 42275-013
Project Name: Second Upper Secondary Education
Development Project
Report Date:
Lesson
The main driver of the project was improving the quality of USE to enhance productivity and employability in Viet Nam’s growing economy. However, the revision of curriculum and instructional material preparation was not within the sphere of the project. Instead, the project assumed that curriculum revision and new instructional material will be introduced within the project time frame, but outside the project scope. ADB should have properly identified such a project risk and adequately reflected it in project risk

Project Number: 42275-013
Project Name: Second Upper Secondary Education
Development Project
Report Date:
Lesson
Weak indicators for outcomes and outputs hamper the tracking of project successes. If the project’s indicators had been more specific, measurable, and/or evaluable, problems could have been identified earlier and possibly addressed. This would have likely allowed for mid-course corrections or modifications.

Project Number: 45098-001
Project Name: Project Preparation and Start-Up Support Facility
Report Date:
Lesson
The design and monitoring framework (DMF) should be reviewed and updated as necessary during implementation to ensure continued alignment with other aspects of the program. The outcome and output indicators in the program DMF had been developed at appraisal for achievement over a relatively short period of 24 months. However, when program implementation was extended by 23 months to November 2019, an opportunity was missed to update the targeted dates for the indicators, which were measured about 1 year after the extended program completion date.

Project Number: 45253-002
Project Name: Third Capital Market Development Program
Report Date:
Lesson
Well-developed monitoring framework, with logically defined target indicators, can assist the project in measuring its achievements and results objectively

Project Number: 42039-034
Project Name: Power Transmission Investment Program - Tranche 1
Report Date:
Lesson
It is important to prepare meaningful monitoring frameworks with relevant indicators to assess energy efficiency gains objectively.

Project Number: 46265-001
Project Name: Energy Efficiency for Ho Chi Minh City Water Supply
Report Date:
Lesson
It is important to prepare meaningful monitoring frameworks with relevant indicators to assess energy efficiency gains objectively.

Project Number: 40238-023
Project Name: Productive Rural Infrastructure Sector Project in the Central Highlands
Report Date:
Lesson
Project targets and indicators, to be realistic and achievable, have to be aligned with the government’s development plans as well as ADB’s country partnership strategy.

Project Number: 42180-013
Project Name: Second Public-Private Infrastructure Development Facility
Report Date:
Lesson
Using performance targets that are specific, measurable, and with generally available indicators and backed by adequate baseline data is key to the reliable assessment of project results.

Project Number: 42275-013
Project Name: Second Upper Secondary Education Development Project
Report Date:
Lesson
Appropriate monitoring of project activities promotes timely project implementation and accuracy of project cost variations. It provides an assessment of the range of factors contributing to or potentially constraining the achievement of project results. A robust DMF, with appropriate performance indicators, helps in strengthening the quality of project outputs and outcome. During the midterm review and project restructuring due to scope changes, further improvements to the DMF permits necessary adjustment to project components while keeping the project on track.

Project Number: 29296-013, 29296-023
Project Name: Phuoc Hoa Water Resources Project
Report Date: