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Lesson
Closer coordination, capacity building, and handholding can improve project implementation when the executing agency has limited experience on implementing ADB-assisted projects. A review mechanism for assessing the efficacy of the trainings needs to be designed. The executing agency should be well versed in the ADB's safeguard policies to ensure compliance and accurate budgeting of the cost of safeguards. Any delays in the mobilization of experts to complement the staff of the executing agency should be expeditiously addressed.

Project Number: 47101-002
Project Name: Assam Power Sector Investment Program (Tranche 1)
Report Date:
Lesson
A systematic review of the states' or subnational governments' procurement capacities, backed by an adequate assessment of the market conditions, is crucial to avoid procurement delays. Particular attention should also be given to understanding and navigating the complexities of governance procedures and other aspects of the institutional arrangements that could deter timely decision-making and procurement.

Project Number: 35290–013, 35290–043
Project Name: North Eastern Region Capital Cities Development Investment Program (Tranche 3 and Multitranche Financing Facility)
Report Date:
Lesson
Poor quality of local talent can significantly hinder implementation, causing ADB to intensify implementation support to put projects on track. The executing agency asked the international consulting firm “to change six of the national experts to enhance the quality of expertise.” Delays in retaining architects to monitor construction had a knock-on impact on the procurement of civil works and equipment packages. The objective of setting up the Project Administration Group (PAG), among other implementation units, was to delegate project execution to locals, but this did not work.

Project Number: 46535-001
Project Name: Strengthening Technical and Vocational Education and Training
Report Date:
Lesson
Budget approval and procurement of new technologies being piloted could take time and cause implementation delays; when installed, rigorous monitoring of the performance of the new technologies is required to ascertain benefits and draw lessons from the pilot experience. In implementing the four pilot smart grid projects, substantial delays occurred due to the lengthy budget approval process and the procurement requirement of open competitive bidding while allowing international bidder participation.

Project Number: 50016-001
Project Name: Sustainable Energy Access in Eastern Indonesia—Electricity Grid Development Program
Report Date:
Lesson
The required procurement method must be assessed at appraisal stage to determine its compliance with ADB policies prior to including each package in ADB-financed projects. The rehabilitation of the 500 kV HVDC terminals between Rihand and Dadri was dropped when competitive procurement was not feasible because of the nature of the works and resulted in changes in scope.

Project Number: 49214-002
Project Name: Solar Transmission Sector Project
Report Date:
Lesson
Previous project completion reports confirmed that the Joint-Stock Company Georgian State Electrosystem has the capacity to undertake major power transmission projects. Nonetheless, GSE's staff could benefit from ADB-sponsored training and workshops in procurement, safeguards, and other areas.

Project Number: 49006-003
Project Name: Electricity Transmission Sector Reforms Program
Report Date:
Lesson
The bid document evaluation criteria need to be a pass–fail type to ensure that only financially strong bidders that can implement construction activities in remote areas are selected. This could have helped avoid rebidding and subsequent loss of time in this project

Project Number: 47100-004
Project Name: Madhya Pradesh Power Transmission and Distribution System Improvement Project
Report Date:
Lesson
Utility shifting can form part of the item-rate and/or engineering, procurement, and construction(EPC) contracts to facilitate the efficient delivery of future projects. In road construction projects, the shifting of utility is often contracted out by the executing agency to third-party entities specializing in utility shifting. However, this arrangement can be misused as an excuse by some contractors, leading to possible delays in the delivery of contracts.

Project Number: 43574-025
Project Name: Uttar Pradesh Major District Roads Improvement Project
Report Date:
Lesson
Delays in procuring and installing modest but critical hardware and equipment (e.g., for modern irrigation management practices) can affect the effectiveness and efficiency of a otherwise highly successful project.

Project Number: 44328-013
Project Name: Uplands Irrigation and Water Resources Management Sector Project
Report Date:
Lesson
Prompt procurement and consultant recruitment create an early strong momentum for disbursement and delivery of physical works. Applying the lessons from earlier water resources and irrigation interventions in Cambodia, this project identified the implementation delay triggers and undertook advance actions to demobilize them. One such advance action was the prompt procurement and recruitment of consultants, which created a momentum for early and sustained disbursements and execution of civil works. water resources and irrigation in Cambodia. The project design identified

Project Number: 44328-013
Project Name: Uplands Irrigation and Water Resources Management Sector 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
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
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
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: