PROJECT MANAGEMENT IN IFAD-SUPPORTED OPERATIONS

2014 ARRI Learning Event

Rome, 19 September 2014

INTRODUCTION

Critical importance of project management (PM) for project performance.

Wide variety of PM arrangements in IFAD-supported projects.

History of criticism of parallel project implementation units (PIUs).

A Corporate Level Evaluation of PM has been discussed as an option for the future.

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WHAT IS PROJECT MANAGEMENT?

PM includes: work planning and budgeting; procurement; supervision; monitoring and evaluation; coordination, financial management, etc.

PM is different from, but can overlap with, project implementation

PM extends beyond PMUs. Other actors also matter.

PM arrangements have multiple attributes and are therefore very diverse

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PROJECT MANAGEMENT PERFORMANCE

No IFAD database of PM arrangements.

No dedicated IOE evaluation criteria for PM. Contributes to other criteria (government performance, efficiency and sustainability).

PM is the most frequently raised issue in QA.

PSRs rate 30% of ongoing projects as satisfactory or better for PM quality, with a decline in ratings post-2009.

Performance of M&E is the weakest area.4

MAIN FINDINGS - I Limited IFAD guidance on PM arrangements or costs.

Great diversity of names and arrangements.

Little change in PM arrangements 1999-2011.

Parallel and single PMUs still predominate.

Majority of project managers are designated by the ministry rather than selected by competition.

Design of PM arrangements largely reflect the experience and preference of CPMs.

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MAIN FINDINGS: II

Trend from PIUs to PMUs. Increasing reliance on service providers to implement.

Increasing role of government in choice of PM arrangements.

IFAD country presence and out-posted CPMs provide important support for PM.

Some positive examples of Super-PMUs.6

ISSUES FOR DISCUSSION

Is IFAD making the right choices about project management arrangements?

Is project management being adequately documented and evaluated?

What are the implications of different project management arrangements for effectiveness, efficiency, capacity building, sustainability and scaling up? Are there trade-offs and how can these be managed?

Best practice guidance?

Influence of CPMs and governments?

Adequacy of institutional capacity assessments?

Is the continuation of single, parallel PMUs justified? 7