Search

Displaying 106 - 120 of 214

Lesson
Performance evaluation system of consultants and contractors. An appropriate mechanism should be developed to regularly measure the performance of consultants and contractors. Such a mechanism can be used for troubleshooting and identifying appropriate corrective measures.

Project Number: 37266-032
Project Name: Road Connectivity Sector I
Report Date:
Lesson
Progress reporting and monitoring by management. Effective reporting measuring the progress, gaps, and actions to address the gaps can provide an essential tool for senior government officials and ADB staff in providing effective guidance on field activities, and help expedite project implementation.

Project Number: 37266-032
Project Name: Road Connectivity Sector I
Report Date:
Lesson
Land acquisition. The project acquired the land only for the roads' designed width. During construction, any minor shift of cross section and/or L-section (either longitudinal or vertical) caused changes in land acquisition size and location. This led to deviation in the number of affected households and sizes, requiring additional consultation and acquisition and delaying implementation. This may be avoided by acquiring a slightly wider slip (10%), depending on the elevation and dimensions of the road cross sections.

Project Number: 37266-032
Project Name: Road Connectivity Sector I
Report Date:
Lesson
Appropriate procurement packaging and stringent construction management. The project could not enforce international lead joint venture contractor to be present in executing the international competitive bidding (ICB) packages for civil works, whereas national contractors also tended to use subcontractors to implement works.

Project Number: 37266-032
Project Name: Road Connectivity Sector I
Report Date:
Lesson
Project readiness. Based on the government's feasibility studies, the project prepared a long list of indicative sample and non-sample projects at appraisal. The engineering designs were completed during implementation. The project cost estimate increased significantly during the detailed design and procurement stage because of several external factors, and this necessitated a reduction in project scope. This indicates that adequate project readiness should be ensured during appraisal, by advancing detailed design and procurement before project approval and agreement signing.

Project Number: 37266-032
Project Name: Road Connectivity Sector I
Report Date:
Lesson
Performance evaluation system of consultants and contractors. An appropriate mechanism should be developed to regularly measure the performance of consultants and contractors. Such a mechanism can be used for troubleshooting and identifying appropriate corrective measures.

Project Number: 37266-032
Project Name: Road Connectivity Sector I
Report Date:
Lesson
Progress reporting and monitoring by management. Effective reporting measuring the progress, gaps, and actions to address the gaps can provide an essential tool for senior government officials and ADB staff in providing effective guidance on field activities, and help expedite project implementation.

Project Number: 37266-032
Project Name: Road Connectivity Sector I
Report Date:
Lesson
Land acquisition. The project acquired the land only for the roads' designed width. During construction, any minor shift of cross section and/or L-section (either longitudinal or vertical) caused changes in land acquisition size and location. This led to deviation in the number of affected households and sizes, requiring additional consultation and acquisition and delaying implementation. This may be avoided by acquiring a slightly wider slip (10%), depending on the elevation and dimensions of the road cross sections.

Project Number: 37266-032
Project Name: Road Connectivity Sector I
Report Date:
Lesson
Appropriate procurement packaging and stringent construction management. The project could not enforce international lead joint venture contractor to be present in executing the international competitive bidding (ICB) packages for civil works, whereas national contractors also tended to use subcontractors to implement works.

Project Number: 37266-032
Project Name: Road Connectivity Sector I
Report Date:
Lesson
Project readiness. Based on the government's feasibility studies, the project prepared a long list of indicative sample and non-sample projects at appraisal. The engineering designs were completed during implementation. The project cost estimate increased significantly during the detailed design and procurement stage because of several external factors, and this necessitated a reduction in project scope. This indicates that adequate project readiness should be ensured during appraisal, by advancing detailed design and procurement before project approval and agreement signing.

Project Number: 37266-032
Project Name: Road Connectivity Sector I
Report Date:
Lesson
Fostering the local contractor industry. All civil works contractors for the project were local, and some were small companies with limited access to equipment, financial resources, and skilled and qualified staff. Due to the increasing length of PMGSY (Pradhan Mantri Gram SadhakYojana or Prime Minister's Rural Roads Program) roads to be constructed, the overall industry was overstretched in the project areas. This was a major reason for project implementation delays and became an outstanding issue in the country.

Project Number: 37066-043
Project Name: Rural Roads Sector II Investment Program (Project 3)
Report Date:
Lesson
Implementation delays. The project experienced substantial implementation delays, which led to extra project costs and postponed the project's anticipated socioeconomic benefits. The government should analyze the reasons for these and develop practical measures to prevent recurrence of the same issues, including careful scheduling of project implementation, better contract management, and on-site monitoring of contractor performance.

Project Number: 37066-043
Project Name: Rural Roads Sector II Investment Program (Project 3)
Report Date:
Lesson
The project was the third package under the investment program. It has helped the central and state governments gain more experience and identify capacity gaps and areas for improvement through various project implementation activities. Some of the lessons learned are listed below, and could be considered for ongoing and future projects in the sector.

Project Number: 37066-043
Project Name: Rural Roads Sector II Investment Program (Project 3)
Report Date:
Lesson
Project leadership. The project had two nuclei for management-PCU and Project Management Unit (PMU). Although this arrangement was a risk-mitigating measure since LLDF had no project experience, future projects should have only one project director responsible for the project (e.g., PCU under the Ministry of Local Government and Provincial Councils or MLGPC was responsible for the overall project, and leadership was under the PMU director).

Project Number: 35201-013
Project Name: Local Government Infrastructure Improvement Project
Report Date:
Lesson
Requirement for financial intermediary transformation. For the Local Loans and Development Fund's (LLDF) professional operation, the project established systems, such as loan management software and operational manuals. However, the organization requires a full-time, qualified head to further drive its growth and sustainable expansion. The current part-time status of the chief executive officer will make it difficult for the organization to thrive.

Project Number: 35201-013
Project Name: Local Government Infrastructure Improvement Project
Report Date: