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.
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
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.
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.
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.
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?