Search

Displaying 1 - 15 of 28

Lesson
A well-designed project performance management system (PPMS) from the outset can enhance the quality of economic analyses. This system facilitates the systematic collection of data on project benefits and pertinent metrics, enabling the monitoring of project performance until completion. Specifically, monitoring the project's progress, identifying areas for improvement, and collecting socioeconomic data through a PPMS, could all help establish a comprehensive assessment of a project’s development results and improve the quality of economic analysis.

Project Number: 41403-013
Project Name: Urban Water Supply Project
Report Date:
Lesson
A well-designed monitoring and evaluation system helps ensure proper attribution of project investments to the achieved outcomes, at project completion. Specifically, a monitoring and evaluation system, with sufficient and dedicated staff, could monitor and assess pertinent project-related data. These help in corroborating that systematically gathered information during implementation is indeed the result of a project’s intervention.

Project Number: 40190-013
Project Name: Greater Mekong Subregion Flood and Drought Risk Management and Mitigation Project
Report Date:
Lesson
Without a comprehensive and robust design and monitoring framework (DMF) and without undertaking the necessary updates, the level of project achievements against targets cannot be ascertained. In this project, the scale and character of planned physical works in one scheme were substantially altered during implementation, but the impact of this change on project effectiveness cannot be properly captured by the indicators in the DMF. Similarly, without conducting baseline and impact assessments, the economic viability of project investments cannot be reliably established.

Project Number: 40190-013
Project Name: Greater Mekong Subregion Flood and Drought Risk Management and Mitigation Project 
Report Date:
Lesson
A clear design and monitoring framework (DMF) allows procurement and implementation documentation to be linked to performance monitoring, and for all the monitoring requirement to be reflected in a comprehensive project administration manual. This was one facet of the project DMF that made it effective in tracking progress and facilitating timely and success project implementation.

Project Number: 44328-013
Project Name: Uplands Irrigation and Water Resources Management Sector 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 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
Consideration of robust scientific data during the formulation of project indicators helps improve project design

Project Number: 38558-013
Project Name: Water Resources Management Sector Development Program: Project Completion Report
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
Achievable targets are those that are carefully set with full information of the existing conditions and sufficient human, technical, and financial resources to support achievement.

Project Number: 38560-022
Project Name: Second Rural Water Supply and Sanitation Sector Project
Report Date:
Lesson
The need for some project outputs can decline over time, for several valid reasons. While it is important to avoid unnecessary investments, it is also important to record such changes to note these reasons and revise the design and monitoring framework on time.

Project Number: 44192-016
Project Name: SASEC Second Bangladesh-India Electrical Grid Interconnection Project
Report Date:
Lesson
If the project outputs considered in the project designs are not fully assigned to the implementing agency, delivery of those outputs is unlikely. Therefore, all outputs considered at project appraisal should be identified with an implementation arrangement at the design stage and validated during implementation.

Project Number: 44192-016
Project Name: SASEC Second Bangladesh-India Electrical Grid Interconnection Project
Report Date:
Lesson
Clarity in project design particularly in identifying outcomes and outputs correctly with appropriate targets and indicators are essential in monitoring project achievements and determining how success will be assessed. A well-conceived results framework can effectively assess how economic resources and inputs (e.g., expertise, funds, etc.) are converted to results, for example. This could help facilitate a project’s focus on interventions and specific expected outcomes. Moreover, a program–logic diagram can help in this approach.

Project Number: 39452-013
Project Name: Strengthening Governance Management Project
Report Date:
Lesson
The initial indicators for assessing the benefits can be refined during implementation to yield reliable results.

Project Number: 41505-012, 41507-012, 41508-013
Project Name: Second Greater Mekong Subregion Regional Communicable Diseases Control Project
Report Date:
Lesson
Given the flexibility of the MFF, if necessary, regular updating and revisions of the DMFs, including its baseline data, are expected, thus, proper documentation of these changes should be available at completion.

Project Number: 32234-023, 32234-043, 32234-063
Project Name: Railway Sector Investment Program (Tranches 1, 2, and 4)
Report Date: