Implementation

Project Implementation Arrangements
Efficient project implementation requires valid institutional and management arrangements, skills and capabilities. The extent to which these are present in any particular project depend on both the attributes of the individuals who are given responsibility for project implementation and the institutions concerned with operating the project. Between them, there should be a common understanding of what is to be achieved through the project. Moreover, national executing agencies must be technically and administratively able to perform these tasks, and should arrange for the necessary human, capital and financial resources with which to do this and ensure the continuity of results.

Organization and management are inter-related aspects of project implementation arrangements. Organization is concerned with the: (i) allocation of responsibility for specific tasks among the various participating agents; (ii) establishment of hierarchical structures for decision-making and the definition of limits of authority for different agents at different levels; and (iii) setting up of arrangements for the exchange of information on project activities between appropriate agents at appropriate levels. Management is concerned with the planning, implementation and control of the activities which come within the defined jurisdiction of each participating body in the project organization.

Project design must determine the organizational framework and management arrangements of project implementation. More specifically, the design stage must define the:

• roles of institutions involved and, in particular, determine the institution which will have the overall responsibility for the project;
  
• internal and external coordination mechanisms such as the technical advisory committee, steering committee and the extent to which representatives of stakeholders will be involved;
  
• composition of national and international project staff, and a detailed description of their responsibilities included in their terms of reference;
  
• individual responsibilities for managing each activity or project component;
  
• timing and mechanisms for preparing and updating work plans;
  
• arrangements to be made to monitor the project and report on its findings and results; and
  
• mechanisms for sound financial auditing of accounts and timely reporting.

Drawing up the Implementation Schedule
It is very common to find actual project implementation lagging behind schedule. Such projects are too often labelled as "problem projects" or easily considered "failures". However, the very frequency with which this occurs strongly suggests that the responsibility lies in the unrealistic planning of activities rather than in its inefficient implementation.

Apart from the general problem of shortages of skilled managerial staff, there are two other common causes: the problems connected with the initial procurement of transport and basic equipment, and for the recruitment of required staff. Procurement procedures are usually time-consuming at both national and international levels, and their potential impact needs to be taken into consideration. Given the frequency at which they occur, delays in procurement and recruitment can be estimated and taken into consideration during formulation.