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Lesson
The project constructed a two-lane road. Subsequent to the start of the project, the government decided to widen the road to four lanes by constructing another two-lane road alongside the project road. The widening works are scheduled for completion by December 2013. The ADB-financed two-lane road was completed in December 2012.

Project Number: 39176-033
Project Name: Road Network Development Program (Project 2)
Report Date:
Lesson
Realistic estimation of project and contract duration is important. Inclement weather seriously hampered physical progress in project implementation, especially from August 2011 to February 2012. The contractor had difficulty coping with it, which significantly delayed the completion of works. A more realistic timeframe for implementing a road project should be formulated allowing for unpredictable local weather conditions and other contingencies so that resources can be deployed effectively and efficiently.

Project Number: 39176-033
Project Name: Road Network Development Program (Project 2)
Report Date:
Lesson
More robust due diligence is needed during project design and formulation to enable the closest possible cost estimates and to set aside enough resources to cover contingencies. This can save considerable time. The scope of the ADB-financed East-West Highway Improvement Project, approved in 2005, included two sections of the east-west highway

Project Number: 39176-033
Project Name: Road Network Development Program (Project 2)
Report Date:
Lesson
Due to frequent restructuring within the government agencies, the PIU team was unstable throughout implementation. For future projects, permanent technical staff within the project implementation unit (PIU) team should be retained as much as possible to ensure continuity of key knowledge and information throughout the project. To further mitigate this situation, future projects could include strong procurement and project management support to the PIU to ensure smooth project implementation.

Project Number: 37265-013
Project Name: Domestic Maritime Transport Project
Report Date:
Lesson
There were initial start-up delays due to re-advertising of the institutional development and capacity building component and rebidding of the infrastructure investment component (IIC). The latter impacted the implementation schedule most and resulted in a one-year delay in completing the IIC. This also necessitated extending the loan by one year to December 2010. In the future, it would be beneficial to undertake more robust feasibility studies.

Project Number: 37265-013
Project Name: Domestic Maritime Transport Project
Report Date:
Lesson
Although the project cost estimate was made in 2002, procurement for the civil works was during 2008-2009. Due to price escalation, the bid prices received were much higher than originally estimated. Eventually, the implementing agency reduced the project scope so as to fit the project costs within the original cost allocation. In the future, it would be beneficial to shorten the time between detailed design and procurement and to use advance procurement to minimize start-up delays. Price escalation should also be factored into the project cost estimate.

Project Number: 37265-013
Project Name: Domestic Maritime Transport Project
Report Date:
Lesson
In Phase 3, a total of three provinces were delegated full authority to implement subprojects in their provinces. This delegation included negotiations and signing of civil works contracts, approval of variation orders, changes to technical design, and approval of payments to the contractors. The time spent in solving changes in technical design and deciding on variations was significantly reduced, much to the benefit of the project. There was a feeling of local ownership to the subprojects in the delegated provinces.

Project Number: 34356-013
Project Name: Central Region Transport Networks Improvement Sector Project
Report Date:
Lesson
It was noted at appraisal: �preparation of documentation and commencement of civil works for phases 2 and 3 will follow sequentially as individual tasks are completed under Phase 1.� This meant that delays and changes in some subprojects in phases 1 and 2, led to delays in subsequent Phase 3 subprojects. In future, this kind of conditionality should be avoided to prevent delays in implementation.

Project Number: 34356-013
Project Name: Central Region Transport Networks Improvement Sector Project
Report Date:
Lesson
The consultant's undertaking preparatory work for phases 1 and 2 were not the same as the construction supervision consultant's for all three phases who were also responsible for preparing Phase 3 subprojects. The construction supervision consultant's thus did not have any responsibility for the design of subprojects under phases 1 and 2. This became an issue after the consultant's that had done the preparatory work for phases 1 and 2 had completed their contract and left Viet Nam.

Project Number: 34356-013
Project Name: Central Region Transport Networks Improvement Sector Project
Report Date:
Lesson
The local competitive bidding adopted in the project provided an opportunity for domestic firms to learn international best practice under the supervision of an international consulting firm. Domestic contractors had weak capacity in management, technical staff, fund availability, and equipment, thus causing delays in project implementation.

Project Number: 32373-013
Project Name: Road Network Project
Report Date:
Lesson
Implementation delays were mainly caused by slow and repeated procurements. Although, the project management office was retained from the previous ADB-funded project, most of its staff were newly recruited and not experienced with ADB Procurement Guidelines. For future projects, it is desirable to retain staff with ADB project implementation experience. Furthermore, adequate training on project management and implementation should be provided to relevant staff.

Project Number: 32373-013
Project Name: Road Network Project
Report Date:
Lesson
The project implementation was marked by substantial cost overruns. The detailed design put the cost for civil works about 35% higher than that estimated at appraisal. During implementation, the actual cost rose by about another 15%, including 6.7% for extra works and 8.2% for price escalation in construction materials. Such cost overrun caused three feeder roads packages to be removed from the project scope. In future, similar projects, this experience should be duly taken into account when estimating project costs as well as schedules.

Project Number: 32373-013
Project Name: Road Network Project
Report Date:
Lesson
Implementing a project of this magnitude and in a strict timeframe was quite challenging. However, this can be achieved through exceptional involvement of donors. ADB provided enhanced supervision both from headquarters and the resident mission. Staffs were closely involved in identifying and promptly resolving issues. Any matter requiring ADB's internal approval was expedited and funds were released with fast-track processing. Furthermore, a fulltime implementation consultant was mobilized by ADB on site to provide coordination, implementation assistance, and independent reporting.

Project Number: 42533-022
Project Name: Hairatan to Mazar-e-Sharif Railway Project
Report Date:
Lesson
For projects where multiple government agencies are involved in decision making, it is important to establish coordination through an executive committee made up of representatives of the concerned agencies, chaired by a high-level government official and/or champion. Such a committee can facilitate the provision of overall guidance, ensuring expeditious approvals from various agencies, and in places where security is a major concern, could ensure that the project is implemented uninterrupted with sustained security arrangements.

Project Number: 42533-022
Project Name: Hairatan to Mazar-e-Sharif Railway Project
Report Date:
Lesson
Combining the engineering, procurement, and construction (EPC) and operation and maintenance (O&M) into one package may yield more efficient and cost-effective outputs. On this project, this would have given all the parties a clear understanding of the requirements from the beginning, and risk-mitigation measures could have been built into the contract appropriately. The contractor would also have been particularly vigilant in ensuring the best quality of works during construction.

Project Number: 42533-022
Project Name: Hairatan to Mazar-e-Sharif Railway Project
Report Date: