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Lesson
Timely adjustments to address design loopholes and implementation issues enhance project performance.

Project Number: 40626-013
Project Name: Yunnan Integrated Road Network Development Project
Report Date:
Lesson
The project implementation consultant was mobilized nearly two years after loan effectiveness because of the long recruitment process, which resulted in a lack of assistance to the PMO and delayed submission of required reports at the beginning of implementation. Early consulting firm engagement should be done by PMOs in the future.

Project Number: 40643-013
Project Name: Xinjiang Urban Transport and Environmental Improvement Project
Report Date:
Lesson
The project management office (PMO) serves a critical coordinating function in executing projects that involve several implementing agencies. The PMO's strong leadership proved crucial for efficient project implementation.

Project Number: 40643-013
Project Name: Xinjiang Urban Transport and Environmental Improvement Project
Report Date:
Lesson
The Project's financial charges during implementation (FCDI) were significantly over-estimated because the floating London interbank offered rate (LIBOR) dropped after the 2008 financial crisis and remained low through implementation. Prompt reallocation of the surplus for proper use can avoid loan proceeds cancellation.

Project Number: 40643-013
Project Name: Xinjiang Urban Transport and Environmental Improvement Project
Report Date:
Lesson
Comprehensive reassessment of implementation issues and timely adjustment of project scope and loan proceeds allocation can prevent delays in implementation and optimize the use of ADB financing, as this project has done.

Project Number: 40643-013
Project Name: Xinjiang Urban Transport and Environmental Improvement Project
Report Date:
Lesson
A well planned and implemented capacity building program can significantly strengthen the institutional capacity of PMOs and benefit subsequent ADB urban projects in the Xinjiang Uygur Autonomous Region, as this project has shown.

Project Number: 40643-013
Project Name: Xinjiang Urban Transport and Environmental Improvement Project
Report Date:
Lesson
The project cost is within the approved cost estimate, which can be attributed to accurate preliminary and detailed designs. Contingencies envisaged at appraisal sufficiently covered all routine variations. The Sichuan Provincial Transport Department and Sichuan Dashaan Expressway Company Limited started preliminary and detailed designs during the project processing stage, and results of both designs were incorporated in the project design, contract packaging, and preparation of the procurement plan.

Project Number: 37490-013
Project Name: Eastern Sichuan Roads Development 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:
Lesson
For implementing large-scale and complex projects with a strict timeframe, the preferred form of contract can be engineering, procurement, and construction (EPC) turnkey. For this project, works were awarded under the EPC turnkey contract using a fixed-price and fixed-delivery schedule with penalties for nonperformance and a bonus for early completion. This provided reasonable economic stimuli for timely project completion.

Project Number: 42533-022
Project Name: Hairatan to Mazar-e-Sharif Railway Project
Report Date:
Lesson
Experience on several ongoing and completed projects in Afghanistan has shown that project implementation is delayed due to two main factors: start-up delays and adverse security issues. Taking advance actions before grant or loan effectiveness can easily address these problems, as demonstrated on this project. Timely actions were taken to speed up implementation readiness, such as advance procurement of works and consulting services, award of contracts, site handover, and timely establishment of a fully staffed project implementation unit.

Project Number: 42533-022
Project Name: Hairatan to Mazar-e-Sharif Railway Project
Report Date:
Lesson
Availability and capacity of the contractors. The number of contractors was limited and the number of responses from bidders was low. All civil work contractors were local and some lacked working facilities, funding resources, and/or skilled and qualified staff. The weak capacity of some local contractors was a major cause of project delays. Also, some civil works packages were geographically spread out, making it difficult for contractors to manage their resources, labor, and materials.

Project Number: 37066-033
Project Name: Rural Roads Sector II Investment Program (Project 2) - State of Orissa
Report Date:
Lesson
Project readiness and utility relocation. Project preparation had some weaknesses during the design phase, especially in site reconnaissance and consideration of design alternatives. Strengthening this aspect would avoid problems and associated delays in project implementation. Relocation of electricity poles and telecommunication lines was a common problem faced in almost all contract packages.

Project Number: 37066-033
Project Name: Rural Roads Sector II Investment Program (Project 2) - State of Orissa
Report Date:
Lesson
Time requirements for completing a subproject. Following the Prime Minister - s Rural Roads Program (PMGSY) guidelines, each civil works contract had a stipulated completion period of 12 months. However, it was found that 12 months were insufficient, especially given pre-construction activities, the capability of contractors, and adverse weather conditions in the project area. It was found that at least 15-20 months were needed for all project activities.

Project Number: 37066-033
Project Name: Rural Roads Sector II Investment Program (Project 2) - State of Orissa
Report Date: