The federal government is implementing a new 'Project Management Policy,' which will not only efficiently utilise natural and economic resources of the country for socio-economic welfare of the people, but will also achieve stipulated targets and tangible returns within the time limits.
According to Planning Commission sources, the project management encompasses all the stages of project cycle ie, identification, preparation, appraisal/approval, implementation and post-completion evaluation. First three stages of project cycle precede the actual project implementation stage. Once the implementation stage is reached, the "project supervision/monitoring" assumes greater importance, which is followed by the final stage ie, project completion/post-completion evaluation. Project monitoring is one of the most important management tools. Unfortunately, it has not been very effective in Pakistan. An enhanced government role in project monitoring will lead to efficient and proper implementation of projects.
The term project management covers all activities that are necessary to (i) ensure that the project is implemented with due diligence to achieve planned objectives within approved cost and time frame; (ii) to identify problems promptly as they arise, help resolve them, and modify the project, if necessary, or as circumstances change; (iii) to close a project if it is no longer justified, particularly if it can no longer achieve its developmental objectives and targets; (iv) to draw significant lessons for designing future projects; and (v) to prepare completion reports, sources of Planning Commission highlighted the new policy.
According to planning commission sources, these activities are carried out at three different levels: (a) Project director, who supervises day to day affairs of the project; (b) Sponsoring ministry/department, which takes policy decision, and (c) Provincial planning and development department or projects wing of planning commission, which acts as central agency to oversee execution of projects through periodic monitoring/evaluation. By and large, project monitoring methodology entails physical inspections, studying of day to day & periodic reports and sector implementation reviews covering several or all projects. It is important to note that project management falls in domain of the head of the project sponsoring division/ministry and projects wing of the planning commission.
To ensure proper results, management must receive adequate priority in the allocation of staff and other resources. The project executing and sponsoring agencies and concerned federal ministries/divisions should allocate the resources commensurate with the nature, complexity, duration and size of each project, the problems experienced, and institutional capabilities and needs.
This also implies flexibility in the timing and frequency of supervision, content of progress reports and effective use of available staff. To strengthen institutional capabilities and increase the cost effectiveness of management, project executing authorities should (a) as much as possible, integrate the government's progress reporting requirements with the project executing authority's own monitoring and evaluation system, (b) where necessary, assist in improving and/or developing such systems, and promoting their effective use, and (c) where appropriate, engage local consultants to help carry out supervision.
Where implementation problems are particularly severe, or where many projects face similar problems, project management may be usefully supplemented by sector implementation review meeting with concerned officials to review overall progress, paying particular attention to problems and sectoral and cross sectoral issues. To sum up, a good project may turn out to be a bad project with poor management and a bad project can become a good project with good management. Thus the role of project director is very crucial in the realm of project management.
According to planning commission's guidelines, it outlines the normal policies, procedures, and responsibilities of various agencies for managing projects. It is particularly designed to provide guidance to project directors/authorities who are responsible for day-to-day management of the supervision process.
According to planning commission sources, project management policy of the government of Pakistan is to efficiently utilise natural and economic resources of the country for socio-economic welfare of the people.
This objective may be achieved only when development projects are planned and executed with vigilant management. Objective of development planning is to have projects implemented for the benefit and social uplift of the society. For achievement of stipulated targets and tangible returns, it is imperative to entrust management and supervision of the project during implementation stage to capable and competent persons of required qualifications, experience and calibre.
Project director, who is the focal point in project implementation, is responsible for project execution according to its objectives, work scope and implementation schedule. Suitable and qualified project director should be appointed in case of each project that should not be transferred during currency of the project. Project director should be delegated full administrative and financial powers to improve project management, supervision and help fix technical and financial responsibility.
No member of staff working under administrative control of the project director should be posted/transferred without his/her prior consent/concurrence. As a team leader, he/she is under obligation to account for all actions, steps and decisions taken during project execution.
It is advisable to set up headquarters of the project director as close to the site of work as possible preferably at site, to ensure his availability for spot decisions on unforeseen issues and other ancillary matters. Project director should supervise project and try his/her best to resolve day-to-day problems faced in implementation independently within the administrative and financial powers delegated to him/her for project execution. If necessary, he/she may seek help from concerned federal ministry and/or provincial government for resolving the problems.
In case of mega projects, consultants should be appointed for preparation and supervision of work. Consultants should be associated from the stage of preparation of the project. Donor agencies generally insist on appointment of consultants in accordance with their own procedures. Government of Pakistan should endeavour to employ Pakistani consultants, who should work with devotion and responsibilities. In case it is not acceptable to a particular donor agency, we should insist that our local consultants should work jointly with foreign consultants at equal status and reasonable salary structure comparable with their counterparts, except for the top positions where foreign consultants may continue to operate.
Projects wing of planning commission is responsible for ensuring that mega development projects are executed as per approved scope, targets and timeframe. Projects wing despite its best efforts cannot perform this responsibility without help and co-operation of concerned federal ministry/division and/or provincial government.
Project director should send project implementation status to projects wing on specified proforma and updated monthly progress reports on specified PC-III (B) proforma on 5th of each month on regular basis and indicate problems faced in project implementation. Projects wing would computerise information received on its project monitoring & evaluation system (PMES). Projects wing would prepare project profile and monitoring report of projects and would make necessary recommendations in monitoring report for resolving problems/issues at the highest forum, which are hindering progress. Projects wing would request concerned organisations to resolve issues, which are unnecessarily disrupting or jeopardising progress.
According to planning commission sources, a comprehensive system should be evolved to ensure that quality material is made available in requisite quantity and utilised well in time on execution of project. This should also include installation of field laboratories adequately equipped for day to day testing of materials. In case of mega projects, this should also form part of the duty of the supervisory consultants.
It is important to watch that progress is not pushed at the cost of quality. It is also equally important that the works are not delayed/suspended or slowed down due to impediments in timely supply of materials, acquisition of land, and/or want of requisite funds at appropriate stages. All these strategic points must be sorted out well in advance by the project director in co-ordination with the concerned quarters to avoid time and cost over runs.
Project progress should be monitored on the basis of project implementation schedule/approved work plan. Progress reports are essential for planning supervision and fact finding so that policymakers can concentrate on problem solving. Project directors should ensure that proper procedures for reviewing and responding to progress reports are established and followed.
Project executing and sponsoring agencies should be responsible for monitoring of progress reports and computerise all information under project monitoring and evaluation system (PMES) already developed by the projects wing. MIS should be set up by each sponsoring agency in line with requirement of PMES.
Project implementation agencies/departments should seek the approval of the competent authority as soon as they consider change in scope of work or revision in cost. Sponsoring agencies should also anticipate likely delays. They should also fix responsibility for the delays. Those responsible for not undertaking forward planning and causing delays in implementation of projects should be taken to task.
Projects wing officials will undertake project monitoring/supervision visits to review periodic progress, provide advice and obtain additional necessary information. Monitoring and evaluation, which are also supervisory management tools, play an important role in helping to improve quality of information about implementation and operation of the project.