Search

Displaying 1 - 15 of 63

Lesson
The knowledge team (formerly Knowledge Advisory Services Center) from the former Sustainable Development and Climate Change Department administered the TA and supervised consultants until the TA was transferred to the Partner Funds Division. Managing consultants through external resources should be based on a clear understanding of ADB procedures and guidelines and should be adopted only if necessary.

Project Number: 52299-001
Project Name: Demonstrating Future Thinking and Foresight in Developing Member Countries
Report Date:
Lesson
Land acquisition issues in PNG are more difficult to resolve than in other countries, as 97% of land is customarily owned. In this project, In this project, In this project, they were harder to contend with than expected at design stage due to changes in weather patterns that affected travel plans, with many of the sites located at sea. In a project as widely dispersed geographically as this one, more time will also have to be allowed for site access and community engagement activities.

Project Number: 44375-013
Project Name: Maritime and Waterways Safety Project
Report Date:
Lesson
Hands-on involvement of ADB Staff in the conduct of capacity building workshops and documentation allows for rapid learning and upscaling of new technologies being introduced and further developed. The future thinking and foresight activities were implemented by ADB Staff and individual consultants. ADB Staff were ands-on in the conduct of the workshop and the documentation. This facilitated rapid learning and scaling up of future thinking and foresight approaches under other TA projects.

Project Number: 52299-001
Project Name: Demonstrating Future Thinking and Foresight in Developing Member Countries
Report Date:
Lesson
Cost management and quality assurance mitigate the risk of cost increases due to project design changes during implementation. Despite modifications to the project, the final cost aligned closely with the estimates at appraisal as a result of coordinated efforts. A well managed tender process secured favorable offers, while proactive project management throughout the procurement and construction phases ensured cost efficiency and quality.

Project Number: 45022-002
Project Name: Jiangxi Ji'an Sustainable Urban Transport Project
Report Date:
Lesson
Attention to staff turnover at executing and implementing agencies can decrease the risk of misconduct and delays in project implementation. In this case, high staff turnover in the executing agency resulted in the inability to conduct procurement using ADB’s Procurement Guidelines.

Project Number: 45009-002
Project Name: Fifth Health Sector Development Project
Report Date:
Lesson
Extensions in project implementation period provide opportunities not only to fully achieve but also enhance project results. In this case, the agreement on TA extension was premised not only on overcoming delays due to COVID-19 but also to facilitate additional safeguards and technical studies which provided better upstream guidance to the detailed design phase of the ensuing project the TA supported.

Project Number: 51249-003
Project Name: Khyber Pakhtunkhwa Water Resources Development Project
Report Date:
Lesson
Construction timelines in climate-affected areas need to be reliably assessed to minimize completion delays. The construction timelines for Karamyk BCP, located at altitude of 2,300 meters above sea level, were tight. The contractor faced various issues due to the harsh weather, electricity supply interruptions, and delays with the supply of materials and equipment. Combined with the contractor’s relatively low financial capacity, this resulted in a 4-year construction period versus the originally planned 15-month implementation timeline.

Project Number: 46124-001
Project Name: Central Asia Regional Economic Cooperation Regional Improvement of Border Services Project
Report Date:
Lesson
Trade facilitation reforms and national single window (NSW) development are complex undertakings requiring much time to be completed. This project's timelines were very ambitious with regard to the NSW component given that it required institutional and regulatory reforms; business process reengineering across multiple government agencies; as well as design, development, and integration of the SWIS.

Project Number: 46124-001
Project Name: Central Asia Regional Economic Cooperation Regional Improvement of Border Services Project
Report Date:
Lesson
Early identification of the need to cancel subprojects and faster decision-making on project scope changes could shorten the extension of project implementation periods. This project's completion date was extended twice for a cumulative period of 3 years from the original completion of 31 December 2018. The first extension was until 31 December 2020 for the utilization of loan savings across different subprojects, necessitating a minor change in project scope that could have been shortened had the request for the scope change been made earlier.

Project Number: 45509-002
Project Name: Chongqing Urban-Rural Infrastructure Development Demonstration II Project
Report Date:
Lesson
The government’s internal approval processes need to be carefully considered when designing and implementing a policy reform program. In Viet Nam, the consensus-building approach to policymaking requires significant time and coordination, particularly for policies that would entail changes to the legal framework. The process for amending laws is a significant constraint, as the lawmaking cycle usually takes 5 years. Inadequate consideration of these features of policymaking and lawmaking in Viet Nam could lead to unrealistic program schedules.

Project Number: 49331-001
Project Name: Financial Sector Development and Inclusion Program
Report Date:
Lesson
Managing implementation during emergency situations requires a flexible and adaptive approach. Amod the COVID-19 pandemic, PMU and PIU systems were based on (i) adjusted work practices, (ii) limited staff movements and restrictions on international and national travel, (iii) changes in consultant resource use and approach, (iv) supplier delays and reduced contractor capacity, and (v) assessments of the impact on implementation timelines, and planning extensions, as required.

Project Number: 41403-013
Project Name: Urban Water Supply Project
Report Date:
Lesson
Consulting services for design, monitoring, supervision, and overall project management are important for timely procurement and implementation, and particularly for the complex DBO contracting modality, considering that government agencies in Bhutan are increasingly familiar with and prefer DBO

Project Number: 44240-013
Project Name: Urban Infrastructure Project
Report Date:
Lesson
Timely processing of changes in scope, implementation, and disbursement arrangements strengthen implementation and enhance project relevance.

Project Number: 44240-013
Project Name: Urban Infrastructure Project
Report Date:
Lesson
Regular and consistent monitoring during the preparation of initial environmental examination documents, environmental impact assessments, environmental management plans, remedial action plan, and gender action plan is critical, and should include an audit report during submission to ensure not only compliance with guidelines but also adequacy of consultations with minutes of proceedings. This avoids any critical issues from surfacing that would affect project design and implementation timeline.

Project Number: 42414-043
Project Name: Sustainable Urban Transport Investment Program - Tranche 3
Report Date:
Lesson
The development of a firm sector investment plan supports successful project implementation. The sector plan, covering the short-, medium- and long-term horizons, helps avoid overlaps of projects that may result in scope changes which could adversely affect the project implementation timeline, funding and cost, and loan utilization. Such an investment plan commits the government to a definite set of projects in the sector that allows for a stable implementation of social and environmental safeguards.

Project Number: 42414-043
Project Name: Sustainable Urban Transport Investment Program - Tranche 3
Report Date: