sivananthan pathmanathan assignment 1 for mds

Development Projects

in Sri Lanka: a

literature Review

Development Issues in Development

This is an essay on literature review for development

projects in Sri Lanka to fulfill the partial requirement

of the course of Master of Development Studies

conducted by the faculty of Graduate Studies of the

University of Colombo, Sri Lanka.

Sivananthan Pathmanathan SID 2011/MDS/57

5/17/2011

Sivananthan Pathmanathan MDS 6101

of 25

Acknowledgement

This is a great opportunity and pleasure to me to remember the people who

have tremendously contributed to the success of my work by numerous ways.

First of all, I sincerely thank Rev. Dr. W. Wimalaratne, the course coordinator

of the programme of Master of Development Studies and the academic staff of

the faculty of Graduate Studies in the University of Colombo. It is also my

bounded duty to thank my mother-in-law Mrs. Puspakanthi Paramanatham,

who encourages me to do this work. Finally, I would like to thank my parents,

wife, and teachers who made me as a man of writing this essay on literature

review.


of 25

Abstract

Development project is the best instrument to meet the people‘s needs and their

desires within the limited resources and unexpected constraints, especially, in

developing countries where there are endless requirements to be satisfied by

inadequate resources on a priority basis. Thus, people are the central point and their

aspiration and degree of involvement are the deciding factors for sustainable

development by those projects. As development projects address the complex issues

related to poverty, livelihood and living standard of people and their betterment, it is

hard to measure the impact of it even after many years of project completion, in

which, managing development projects is crucial and it has many implementing

issues. Weak institutional arrangements and poor technical support are the major

constraints in coordinating and monitoring development projects in Sri Lanka, too,

like other countries in the south sphere of the world. In Sri Lanka, most of the projects

are infrastructure development projects of highways, port and aviation in the

transportation sector and funded by donors either by grants or soft loans. Japan, China

and India are the main donor countries while UNDP, USAID, JAICA, KOICA and

GIZ are some of the international organisations funding to Sri Lanka for its

development. In literature, success of a project is heavily dependant on the degree

of project management and the capability of managers for effective planning,

scheduling and controlling project and managing its potential issues that caused

to delays in critical activities. Therefore, it is a complex task to meet the

objectives of the project by assuring the deliverables within the budget and time

frame. If the project delayed and incurred over cost then the project called fail

due to cost overrun by time overrun. Many IT related projects have failed

worldwide but, in Sri Lanka, many development projects have failed to meet

their objectives even after exceeding the initial cost due to time delays. In

conclusion, the implication of development projects is the key driving force for

the growth of a country and it is heavily dependent on the success of projects.


of 25

Table of Contents

1. Introduction..................................................................................................... 05

2. Development Projects......................................................................................06

3. Development Projects in Sri Lanka..................................................................06

3.1. Donor Interests in Development Projects............................................09

3.2. Project Implementation Issues............................................................10

3.2.1. Project Formulation Issues.............................................10

3.2.2. Project Coordination Issues............................................11

3.2.3. Project Monitoring and Evaluation Issues....................11

4. Role of Project Managers................................................................................12

5. Project Management in Development Projects...............................................13

6. Managing Development Projects in the Context of Sri Lanka.........................14

7. Development Project Failures.........................................................................15

8. Conclusion.......................................................................................................16

9. Reference.........................................................................................................17

10. Appendix.........................................................................................................19


of 25

Acronym

ADB – Asian Development Bank

BBC – British Broadcasting Corporation

DOFABM-Department of Foreign Aid and Budget Monitoring

GTZ – German Technical Corporation

ICRC- International Committee of the Red Cross

INGOs - International Non-governmental Organisations

JICA- Japan Internal Cooperation Agency

JFPR - Japan Fund for Poverty Reduction

KKS - Kankesenthurai

KOICA- Korean International Cooperation Agency

NGOs - Non-governmental Organisations

OCH - Outer Circular Highway

ODA - Official Department Assistance

PMBOK - Project Management Body of Knowledge

UNDP - United Nations Development Programme

UNICEF- United Nations Children's Fund

USAID – United States Agency for International Development


of 25

Development Projects in Sri Lanka: a Literature Review

Introduction

The concept of development becomes broader than the ideology formulated in early

days and it is emphasizing the dynamic changes in societies in a holistic way.

Although, different schools have various thoughts about development, development

has transformed from the economic growth to social improvements and human well-

being with the participation of people. People‘s involvement and their degree of

influence in development initiatives is also a shift from the act of consuming

development outcomes to engage in the process of producing those outputs (Arnstein

1969). Therefore, citizens participation is the key instrument in the development

project, in which, people are centred and their needs and expectations are given more

focus in an objective manner rather than their subjective role in achieving those

targets and goals in the aspect of development. Therefore, people are the heart of the

development and they are the owners of development projects rather than the project

proponents. This concept was first practiced in British colonies in 1930s to combine

the local resources in order to gain benefits at community level, and then it has

widely spread in industrial nations and developing countries in 1960 (MacIntyre

2003). Therefore, development projects, especially aiming at the people‘s

participation to find out their own solutions to overcome resource limitations and

constraints became popular for sustainable development.

For sustainable development, people‘s involvement and their empowerment in taking

ownership is vital for lasting the effect of development benefits to meet their goals,

but the level of participation and the degree of involvement is crucial and that is the

determining factor of the sustainability. Thus, this paper will examine the

development projects in its different dimension by reviewing the past literature of it in

Sri Lanka with the scope of identifying project implementing issues in the aspect of

the role of project managers and their responsibilities for the success or failure of the

project.


of 25

2. Development Projects

Development projects are far different than the commercial or industrial projects.

Although they have some hard components like construction and installation of

sophisticated equipment like industrial projects, it is mostly related to providing

services or facilities to citizens in terms of social and human development without

business focus. Most of the development projects address the issues related to poverty

alleviation, improvement of the living standard of people and protecting human rights

in developing countries with the assistance of local and international donors, but the

jeopardy of it is measuring the outcomes of those projects due to the intangibility of

project/programme impacts associate with people and their betterment (Ahsan and

Gunawan 2010). Therefore, development projects are quite more often different than

other projects and it is hard to manage and evaluate the outcomes, especially in the

context of developing countries where there is lack of institutional and human

resource capacity to manage projects in public sectors incorporate with the existing

Project Management Body of Knowledge (PMBOK).

3. Development Projects in Sri Lanka

Although Sri Lanka does not have a long history in executing development projects, it

is used for that after the independence of the country in 1948 by stepping up in

Galloya project initiated by the first Premier of the country late Mr. D. S. Senenayake.

However, the implementation of ―Mahawali‖ project created the path to Sri Lanka to

vastly using development projects as a key instrument for rapid development of the

country in parallel to many other developing countries in the South Asian region.

With the recovery and rehabilitation programmes and projects to the drastic damages

caused by the Tsunami tidal ways in Indian Ocean on 26th

of December, 2004, Sri

Lanka have had numerous number of such development projects executed by various

donor agencies, and, International Non-governmental Organisations (INGOs) and

local Non-governmental Organisations (NGOs). Despite of these huge donor

contributions, significant number of government projects also was in track with the

utilization of domestic funds in Sri Lanka. This was the peak period of the


of 25

development arena of Sri Lanka in the aspect of running many projects Island wide in

line with other long-term development projects with the scope of meeting the

betterment of people rather than commonly aiming the economic growth of the

country.

At present, there are many development projects being implemented by the direct

execution by the government and by donor agencies such as UNDP, USAID, GTZ,

JAICA, KOICA, UNICEF, ICRC etc., after the end of the civil war lasted for more

than 30 years. This war caused unevaluated damages to the country in both human

capital and national resources. As the result of this, emerging needs have been arisen

in development and for that many such projects some are more identified and

pipelined again after the Tsunami recovery period started in 2005. Considering some

of these projects, it is worthwhile here for understand the value of development

projects and their contribution to the growth of a country, especially a third world

country like Sri Lanka.

Grater Colombo Urban Transport Development project and the Vavuniya and

Kilinochchi Transmission line project are the two major development projects funded

LKR 44 billion (33 billion Yen) by the Japanese government through JAICA. The

target of the first project is to construct 8.9 km length of road section from Kaduwela

to Kadawatha of the Outer Circular Highway (OCH) with the aim of easing the traffic

congestion in the Colombo metropolitan region getting access to southern expressway

(Colombo - Katunayake) and connect other national roads with Colombo city while

the second project scope is to provide reliable, adequate and efficient electricity to the

people in Northern Province by reconstructing 132 KV power transmission network

lines from Vavuniya to Kilinochchi with the construction of a grid sub-station at

Kilinochchi, (Media centre, 24.03.2011). These two projects are tremendously

supporting to the improvement of economy and the well being of the public

incorporate with the government policy that provides infrastructure facilities to

exercise economic activities in the sake of production for people‘s betterment.

According to the Daily News of (07.04.2011) to construct 50,000 houses for war

victims in North is one of the mega projects initiated by the pledge of Indian


of 25

government with the aim of resetting the internally displaced people in their own

places. Apart from that, the development of the regional port of Kankesenthurai

(KKS) with the support of US $ 40 million grant of Indian government under its

assistance for Northern and Eastern provinces of Sri Lanka is an another mega

project. It will support the local farmers in Jaffna to market their agro-products to

other parts of the country by cargo-shipping to Trincomalee, Hambantota, Galle and

Colombo while importing fertilizer, cement and non-cultivated food items such as

dhal, potatoes, species, etc. in cheaper rate from Indian markets (Tuticorni and

Channai), (Media Centre, 16.03.2011). In the meantime, this project also will

contribute to the regaining of the KKS cement factory in the scope of providing

transport facilities to its production to other part of the country. Moreover, in the

context of security of the country, Navy also can use this port to carter their vessels

which are operating in the Pork Sea near to this port as a base for Northern peninsula.

Therefore, this is a multi-purpose project in the aspect of economy, security and social

development of the people who lives in the Northern part of the country.

When considering the government policy that provides infrastructure facilities for

development, priority given to transportation is high not only in road and highway

network improvements but also in port and aviation shipping. The aim of this policy

is to invite foreign investors by giving fast market access to their products while

bearing low transportation cost and cheaper labour wages. In this circumstance, built

of the second international airport in Hambantota district with the support of US $ 200

million (£ 133 million) Chinse loan and boost of the railway network in south of the

Island with Chinse aid of US $ 100 million are surely contributed to major

improvements in the transport network in order to enable the country to engage in

international trades more than the present size of it. Further, the location of the second

international seaport of Sri Lanka at Magampura in Hambantota district will

strengthen the function of these two projects. The Indian credit loan of US $ 70 Mn to

upgrade the southern railway lines will also reinforce the railway network in order to

integrate the strength of transportation of the country, (BBC, 03.10.2010). In contrast,

though donor funded projects have the basic speciality to meet the needs of recipient

countries, it is always accompany with some donor interests.


of 25

3.1 Donor Interests in Development Projects

Though the development projects are tried to address the needs of the country and the

aspiration of the people, the aim of the donors or donor countries is not always

genuine because of their pre-conditions for assistance both in their grants and loans.

The conditions may have some hidden agendas which are always favour to them at

least from appointing a consultant to purchase equipment and technical support from

their countries though they might be available in the recipient countries. For example,

in the project of construction of the second international seaport in South, the local

contract companies and workers have felt that they were neglected from the

construction work of the new project because, one of the Chinese companies took

over the contract. The main criticism is not about that, but about the interest rate of

the loan provided by China to that project, which is higher than the other donors like

Japan or Asian Development Bank (ADB) even Chine‘s projects are quick with few

preliminary studies when comparing with other donor projects, (BBC, 03.10.2010). In

addition to this, the major funding agency of this project is the lending arm of China,

that is, Expert-Import Bank of China and their purpose is to undermine the Indian

influence in Sri Lanka. Similarly, the Indian credit loan of US $ 70 million to upgrade

the Southern and Northern railway lines and it‘s some other mega projects in Sri

Lanka also a counter announcement to react the China‘s rival in its neighbouring

country with having a fear that this is a threat to it for its influence in the region,

(BBC, 03.10.2010). Hence, this kind of pre-determined assistance will lead unstable

in Sri Lanka by creating political tension among the regional countries. Therefore,

donors always have some political or socio-economic interests that favour to them

while they are pumping money to projects in developing countries. Thus,

development projects have critical and sensitive issues with their desired outcomes.

As the main focus of this essay is to review the project implementation issues, the

next topic will only analyse the critical issues of those projects in the past experience

of Sri Lanka.


of 25

3.2. Project Implementation Issues

In general, implementing a project is given more attention than other phases of a

project, which are planning, formulation, monitoring and evaluation. According to a

third party evaluation from June, 2008 to March, 2009 undertaken by the external

advisory committee on Official Department Assistance (ODA) for evaluate the

Japan‘s assistance in respond to Tsunami disaster, to promote the exact preparation of

projects in non-project grant aid is the design-build system and it is heavily depend on

the selection of contractors for construction but, in Sri Lanka, the understanding of

this design-build system by the local contractors is very poor even though the Japan‘s

post-Tsunami assistance to Sri Lanka was evaluated as manageable and implemented

properly, (ODA report, 2009). However, when comparing with other recipient

countries such as Indonesia and Maldives, Sri Lankan project performance was

relatively high in quality and effectiveness along with good degree of necessity and

usefulness. The following topics will somehow to review those issues in deep.

3.2.1. Project Formulation Issues

The ODA report (2009) emphasizes that the assistance of Japan met the targets by

appropriate operations in general but, the function of project formulation should be

strengthen in addition to expose to the design-build system in Sri Lanka.

Subsequently, the ODA report (2009) reviles that two of the Japan Fund for Poverty

Reduction (JFPR) projects through ADB in Sri Lanka was advanced more than those

in Indonesia by exhibiting high relevance and positive effectiveness and impact,

though there was a concern about the sustainability. However, the report points out

that the local bodies would have been taken leadership in the process of project

formulation by the activity of identifying needs, which led to the projects delay, even

there was an urgent rehabilitative support required for fast actions. On the other hand,

in the process of implementing projects, awareness of projects did not correlated with

the effectiveness of those projects and low self-containment of projects is a key factor

for that in non-project grant aids, (ODA, 2009). This indicates that project

formulation is also somewhat problematic in Sri Lanka.


of 25

3.2.2. Project Coordination Issues

The findings of the ODA report (2009) reflect the weakness of project management in

the aspect of project coordination. Some disaster rehabilitation projects in Sri Lanka

are not properly coordinated with other donor projects or rural infrastructure

programme for poverty reduction. As a result of this, they lost their success due to

poor project management. Therefore, the success of a project is vital and it is closely

depend on the responsibilities of project managers.

Gunatilaka (1999) analyses the project coordination in different angle in his studies

that the government is executing projects through their line agencies in Sri Lanka, too

and the project implementation capacity of the government sector has been weakened

through the fragmentation1 of the public institutional arrangements. Thus, this

fragmentation causes for lack of synergies within the projects which are covered large

area and required number of agencies for consultation and coordination.

Having central and provincial institutional arrangement is a constraint to projects to

get such consultation and coordination from different stakeholders when the ruling

political parties are different with having conflict political agendas in those places.

This issue has become after the devolution of power in Sri Lanka since late 1980s,

(Gunatilake, 1999). Therefore, the project coordination can have complex issues in

different paradigm.

3.2.3. Project Monitoring and Evaluation Issues

In Integrated Rural Development Projects (IRDPs) in Sri Lanka, the project outcomes

have given disappointments to the managers and the quality control was the serious

constraint that due to lack of technical capacity to provide high level of supervision

for monitoring. In contrast, Community projects funded by ―Janasaviya‖ Trust Fund

and implemented by NGOs were successful by the systematic implementing

1―Fragmentation has occurred because of the proliferation of ministries, departments, public

corporations and statutory bodies‖, (Gunatilake, 1999).


of 25

procedures and adopted the appraisal and monitoring procedures by the engineers at

various stages of implementation, (Gunatilake, 1999). Hence, these two contradicted

examples further indicate that the implementation of a project is heavily depending on

the project manager‘s role in their responsibilities to lead the project as a success.

Thus, the next topic will tried to extract the role of project managers in their

managerial responsibilities.

4. Role of Project Managers

Before going to review the role of project managers, it is useful to define the success

and failure of the projects in different viewpoints. In general, projects seem to be

failure when it exceeds its due date (time overrun) and draw more money to complete

the tasks (cost overrun) (NetoAlvarez 2003). For example, the critical success factor

is completing the activities in time in construction projects while deliver the product

within the cost is in product development projects. But, today the situation is

different and it is very difficult to determine the project status whether it is achieved

the target or not due to the complexity associate with its management. Belassi and

Tukel (1996) point out that even a delayed project meets its goal with the extra-cost

recovery from project managers as penalty for delays. If it is in this case, the project is

successful in the point of view of organisation in terms of meeting the clients‘

requirement, but it is a failure one for project manager and his or her team members

due to not meeting the targets in time. On the other hand, a project could satisfy the

customers by proving product outputs within the time and cost, although not giving

happy to top-level management without meeting their expected specifications (Balassi

and Tukel 1996). Diallo and Thuillier (2005) argue that management success does not

mean project success because the success directly depends on the act that who is

doing project evaluation; is it project manager or project beneficiaries. Therefore,

defining the project failure is somewhat ambiguity and it depends on the perception of

people. However, many studies identify the success factors in the connection of

project performance and I believe it is heavily depending on the combination of many

of those factors.


of 25

Belassi and Tukel (1996) emphasizes that combination of lack of top level

management support and inadequate competencies of project managers will lead to

inefficiency in their performance of project activities, by which, project failures are

often take place due to weak organisational communication and institutional

coordination, in particular, it is visible in matrix organisation rather than flat one.

Project manager‘s competency is crucial for effective planning, scheduling and

controlling project and managing its potential issues caused to delays in critical

activities. It is also vital to communicate those issues and solutions with primary

stakeholders. Thus, the role of project managers and their managerial capabilities and

communication skills are important to lead the personnel and resources towards the

direction of project vision and success.

5. Project Management in Development Projects

Ahsan and Gunawan (2010) emphasizes that as many stakeholders (donor agencies,

host country, beneficiaries and multi contractors and project coordination units) are

involving in the process of project management, it is a complex task for project

managers to control the schedules of time, cost and performance within the scope of

desired deliverables to meet the specific project goals and objectives by breakdown

the task activities among the diverse stakeholders and dysfunctional institutions and

supervise the milestones of those performance. Diallo and Thuillier (2005) identify

that trust, communication and team cohesion are some of the key success factors

related to project managers in development projects. Therefore, project managers‘

role is the most deciding factor for project success or failures in managing projects, in

particular, to the development projects in the context of third world countries.

Balassi and Tukel (1996) identify some critical success factors of project performance

and categorise them under four areas, which are related to project, project managers

and their team members, organisation and external environment. As factors related

to project managers is one of their focus areas, and they break down it further as

ability to delegate authority, ability to trade-off, ability to coordinate, perception of


of 25

project manager’s role and responsibilities, and, their competence and commitment,

it is rationale to consider this area and related factors to be examined in this study. In

literature, several other researchers also consider similar identities related to project

management as success or failure factors in their studies.

6. Managing Development Projects in the Context of Sri Lanka

In Sri Lanka, the institutional capacity and human resources capabilities of managing

development projects are not satisfactory. According to Koria (2009), inadequate field

capability and capacity including weak planning and insufficient coordination of

resources are major reasons for projects which are unable to meet the ownership and

participation of locals in project implementation in post-tsunami recovery

programmes in Sri Lanka. Yet, he points out that most of the organisations did not

have the appropriate technical and managerial expertise and knowledge to undertake

the reconstruction projects due to not having inherent competence to manage

extensive portfolios of programmes and projects and it is noticeable in his point of

view that the organisations are searching resources to projects while they run those

projects and government also struggle to provide full technical support and

coordination to many development agencies of post-tsunami programmes in Sri

Lanka. Although, over 200 recovery projects are running with the cost ranged from a

few hundred thousand to 10 million in different sectors such as rebuilding of homes,

hospitals, schools and water and sanitation, there was not a single programme or

project office in Sri Lanka, but most of the national organisations which are the

project implementers, have their own project staff (Koria 2009). Therefore, it is

understood that the institutional capacity and resources are not strong enough to cater

the emergence needs of effective project management in public sector development in

Sri Lanka.

Although there are not many specific researches in this field in Sri Lanka, the study of

Koria (2009) identifies several potential project management issues which are

worthwhile to mention here to understand the urgent needs of further studies. Koria

(2009) identifies that projects are handled by line managers instead of formally


of 25

certified project managers or professionals and therefore, the common project

protocols or industry standards of project management and planning tools are not

applied, in which, time is not considered as a cost and monitoring is not systematic to

meet clear goals. The severe criticism on this field in Sri Lanka is about the

management role which is unclear by overlapping the staff, responsibilities and tasks

between the programme and project management that will create vacuum in the

programme management (Koria 2009). Therefore, examination of the role of project

managers is useful to professionals, government entities in this field and countries

having the similar issues in this area. Thus, my focus is to analyse the gap that how

project managers‘ part without deliberately contribute to failures in managing

development projects.

7. Development Project Failures

Projects are very effective tool to achieve desired goals and objectives in an

organisational view and for that better project management is identified as a

prerequisite to plan, design, implement and control targets in its management. Despite

of this general identity about the purpose of project management, many projects are

out of track and fail to meet their targets for numerous reasons. A survey conducted

by Standish Group (2002) reveals that the failure rate of Information Technology

related projects is 16% while costing to US $ 145 Billion damages to US companies

in 2001. On the other hand, in Sri Lanka, only handful number of development

projects (4.5%) meet their objectives within the allocated budget and time frame and

which are rated as highly successful projects according to the Department of Foreign

Aid and Budget Monitoring (DoFABM, 2010), Sri Lanka.

Although, many previous studies indirectly extracted the cause of project failures by

analysing the success factors associated with project performance, only few of them

have focussed on managerial skills and knowledge of project managers. Yet, there is

very less number of studies in project failures in Sri Lanka. Therefore, after this

literature review, the gap in the literature will be filled by studying the development

project failures in Sri Lanka in the perception of project managers and stakeholders.


of 25

8. Conclusion

Development is a broader concept and it is not only mere economic growth but also

socio-economic and cultural improvements for the wellbeing of the people of a

country in a holistic way. People are the central part of development and their

participation and degree of involvement is crucial for sustainable development.

Development projects are far different than the business or industrial projects. It is

providing services or facilities to the people for their betterment in poverty reduction,

improve the living standards, protect the human rights and so on. The speciality of

this kind of projects is mostly executing by governments than private sector

organisations. In Sri Lanka, development projects are widely using for the growth of

the country in many sectors such as infrastructure, power, health, sanitation and

education. Provision of infrastructure facilities for economic exercise is given high

priority in the government policy of Sri Lanka. Many donor funded development

projects are running thereby with the scope of providing livelihoods in order to

improve the living standard of people for their betterment. Unfortunately, those

projects are facing implanting challenges due to weak institutional structure and poor

technical capacity in monitoring and coordinating process of them, effectively.

Accordingly, project management is vital for a project to meet its target within the

time frame and budget. As many stakeholders are involving in the implementation

process of a project and complex task of control the time, cost and constraints with the

scope of desired deliverables, project management is not an easy task but, it is very

important for the success of a project. When project exceed its planned time, that is,

the time overrun will causes delays in meeting its objective and urge extra cost for

price increase or inflation as cost overrun. Therefore, the time overrun of a project

will automatically lead to cost overrun and these two factors are the main causes for

project failures. Hence, plan, design, implement and control the targets of a project

are heavily depend on the managers‘ skills and ability to execute the project.

Otherwise, it is not possible to achieve the development of a country. In conclusion,

development project is the best instrument to drive the development of a country if the

country has proper institutional arrangement and technical capabilities with

professional project managers.


of 25

9. Reference

Ahsan, K and Gunawan, I 2010, ‗Analysis of Cost and Schedule Performance of

International Development Projects‘, International Journal of Project Management,

vol.28, pp.68-78.

Arnstein, SR 1969, ‗Ladder of citizen Participation‘, Journal of American Institute of

Planners, vol.35, no. 4, pp. 216-224.

BBC news, 10.03.2010, viewed on 24.05.2011, http://news.bbc.co.uk/go/pr/fr-

/2/hi/south-asia/8560554.stm.

Belassi, W and Tukel, OI 1996, ‗A new framework for determining critical

success/failure factors in projects‘, International Journal of Project Management,

vol.14, no. 3, pp. 141-151.

Daily News, 07.04.2011, viewed on 23.05.2011, http://www.dailynews.lk

Department of Foreign Aid and Budget Monitoring 2010, ‗Electronic Project

Monitoring System (e-PMS)‘, viewed 25 May 2010,

http://pms.fabm.gov.lk/cp/index.asp.

Diallo, A and Thuillier, D 2005, ‗The success of international development projects,

trust and communication: an African perspective‘, International Journal of Project

Management, vol.23, pp.237-252.

Gunatilake, R 1999, ‗Rural Infrastructure Programmes for Poverty Reduction: Policy

Issues from the Sri Lankan example’, Institute of Policy studies, Colombo.

Koria, M 2009, ‗Managing for innovation in large and complex recovery

programmes: Tsunami lessons from Sri Lanka, International Journal of Project

Management, vol.27, pp.123-130.

MachIntyre, GA 2003, ‗The Third Option: Linking Top-Down and Bottom-up Efforts

in Community-based Development‘, Humanomics, vol.19, no. 1 /2, pp.3-11.


of 25

Media Centre for National Development of Sri Lanka: Ministry of Mass media and

Information 24.03.24 & 16.

NetoAlvarez, SJ 2003, ‗Project Management Failure: Main Causes‘, Graduate

research report, Bowie State University, Maryland.

Standish Group 2002, ‗The Standish Group Report‘, viewed 26 May 2010,

http://www.scs.carleton.ca/~beau/PM/Standish-Report.html.

Thirty party evaluation, 2009, ‗Evaluation of Japan’s Assistance in response to

Tsunami Disaster’, ODA report, pp.1-27.

http://www.scs.carleton.ca/~beau/PM/Standish-Report.html


of 25

10. Appendix

MDGs IN SRI LANKA

Goal-Specific Ongoing Projects

Project Ministry

MDG 1

Gamidiriya Rural Livelihood

Development

Janapubudu , Gampubudu Samurdhi & Poverty Alleviation

Dahasak Maha Wev Agrarian Services and Development

of Farmer Community

Gama Neguma Rural Livelihood Development

Kiri Gammana Estate Infrastructure & Livestock

Development

Kantha Diriya Textile Development

Osu Gammana Indigenous Medicine

Jana Sevana Housing and Construction Industry

Maga Neguma Road Development

DCB, Pubudamu Wellassa, Plan Implementation

Rajarata Navodaya Regional Development

Senkadagala Navodaya Rural Economic Development

Micro Finance Programmes Finance and Planning

Jathika Saviya Nation Building

Townships Development Urban Development and Water

Supply Provincial Council &

Local Government

Secondary Education Education

Modernization Project

Nutritional Food, Uniforms —— do ——

Highways Southern Expressway Highways

Colombo-Katunayake Expressway —— do ——

Outer Circular Highway —— do ——

Ratnapura-Balangoda-Bandarawela Road —— do ——

Reconstruction of 37 Bridges —— do ——

Batticaloa-Trincomalee Road

& Kinniya Bridge Project —— do ——


of 25

Road Network Improvement Project —— do ——

Tsunami Affected Area Rebuilding Project ——do ——

Reconstruction of Roads & Bridges in

North East Province —— do ——

Construction of Manampitiya Bridge —— do ——

Baseline Road Phase III —— do ——

National Highway Sector Project —— do ——

Maintenance of Roads & Bridges —— do ——

Power and Energy Cluster

Norochcholai Coal Power Plant Power & Energy

Upper Kotmale Hydro Power Project —— do ——

Renewable Energy for Rural Economic Development

Power Sector Development Programme —— do ——

Vavunia – Kilinochchi Transmission Line Project —— do ——

Colombo City Electricity Distribution Development Project —— do ——

Greater Colombo Transmission Development Project —— do ——

Urban Development and Water Supply Cluster -

Kalu Ganga Water Supply Urban Development &

Water Supply

Kandy Water Supply —— do ——

Batticaloa, Polonnaruwa, Trincomalee & Hambantota

Water Supply —— do ——

Small Scale Water Supply Schemes Rehabilitation &

Upgrading in Provinces —— do ——

Nuwara Eliya Water Supply —— do ——

Kurunegala Water Supply —— do ——

Greater Colombo Sewerage System —— do ——

Maharagama Town Centre Development —— do ——

Housing for 65,000 Slum Dwellers —— do ——


of 25

Housing Cluster

Public Servants Housing at Jaltara & Geswatta Housing & Construction

Cluster Housing & Settlement Improvement —— do ——

Railways Cluster

New Carriages Sri Lanka

Railways

Double Line Colombo- Matara —— do ——

Purchase of New DMUU —— do ——

Ratmalana – Airport ( Modernized Rail Service) —— do ——

Matara – Kataragama New Rail Road New Railroad

Development

Agriculture Cluster

Develop Horana, Sita Eliya, Agricultural Development

Girandurukotte and Labuduwa Seed Farms

and Maha-Illuppallama Field Crop Research Institute

Promote Packaging Methods & Transportation —— do ——

Establishment of Dedicated Agricultural Product Zones — do ——

Implementation of National Organic Standards —— do ——

Udawalawe Left Bank Agriculture, Irrigation

and Mahaweli

Development

Minor Tank Rehabilitation by Agrarian Services and

Farmer Organization Development of Farmer

Communities

Agro Wells —— do ——

Deduru Oya Reservior Irrigation

Menik Ganga Reservoir —— do ——

Rambukkan Oya Reservoir —— do ——

Plantation Development Project Plantation Industries

Coconut Sector Development Programme Coconut Development


of 25

Fisheries Cluster

Post-Tsunami Coastal Resources Rehabilitation Fisheries and Aquatic

Resources

Fisheries Management Project —— do ——

Establish St. John‘s Fish Market Complex at Peliyagoda —— do ——

Industries Cluster

Industrial Estates Industrial Development

Gamata Karmantha —— do ——

Textile and Apparel College Textile Industry

Development

Services Cluster

Dahas Diriya Programme Enterprise Development

and Investment

Promotion

Science, Technology, Research and Development

Agro Food Project —— do ——

IT Park – Malabe Urban Development &

Water Supply

Social Protection Cluster

Senehasa Programme , Child Development

and Women‘s

Empowerment

Thriposha Programme Health Care and Nutrition

Flood and Drought Relief Programme Disaster Relief Services

Social security for Disabled Soldiers —— do —

Rural Infrastructure Cluster

Development Renewable Energy and Rural Economic Power and

Development (World Bank) Energy

Puttlam Housing Project (for IDPs) Resettlement

Poverty Alleviation Programme based on the Agriculture

Construction of Agro-Wells

Pro Poor Rural Development Project – Finance and

Planning

SIRUP III (JBIC)


of 25

Regional Development Cluster

Ruhunu Udawa Pilot Project Regional

Development

-do-

Infrastructure Development

Roads & Bridges Cluster Highways

Southern Transport Development Project Highways

(Supplementary Loan)

Construction of Flyovers Nugegoda Junction & -do-

Roads Infrastructure Elements

Construction of a Grade Separated Intersection on

Sri Jayawardenpura – Kollupitiya –do-

Road and Nawala - Rajagiriya Road Junction at Welikada

Rehabilitation of CD class roads in North and East Nation Building and

Development

Construction of Mahanama Bridge

Highways

Reconstruction of Mannar Bridge & Causeway -do-

Electricity Cluster

Trincomalee Coal Power Plant Power and Energy

Bradlands Power Plant –do-

Moragolla Hydro Power Project –do-

Kerawalapitiya Kotugoda Transmission Line –do-

Killinochchi Chunakum Transmission Project -do-

New Galle Transmission Development -do-

Trincomalee Veyangoda Transmission Line -do-

Eastern Power Transmission Project -do-

Combined Cycle Power Plant at Kerawalapitiya -do-

Augmentation for Grid Sub-stations -do-


of 25

Production, Services and Environment

Agriculture Cluster

Agri Business Development Project

Agricultural Development

Moragahakanda and Kaluganga Reservoirs

Development Project Agriculture, Irrigation and

Mahaweli

Construction of Fertilizer Storage Areas Agrarian Services and

Development

in Agrarian Centres

Strengthening Small Farmer —— do ——

Development Programme

Assistant of Outdoor Paddy Storage Bins —— do ——

Tharuna Govi Aruna Programme —— do ——

Uma Oya Diversion Project Irrigation

Urawa Diversion Project —— do ——

Yan Oya Project —— do ——

Smallholder Out Growers Estate Development

Programme Plantation

Industries

Fisheries Cluster

Dickowita Harbour Ports and Aviation

Tsunami Affected Areas Rehabilitation Project

Industries Promotion Cluster

SME Sector Development Programme II Enterprise Development

and

Investment

Entrepreneur Development Programme -do-

National SME Data Base Development -do-

sivananthan pathmanathan assignment 1 for mds

Documents