Manual for Development Projects - Planning Commission

Chapter-7
14 Tendering S R
15 Evaluation of Tender T S
16 Award of Contract U T
17 Construction of Civil Works V U
18
Procurement of Machinery / other
W
inputs
K / L / V
19
Installation of machinary /
equipment
X W
20 Commissioning / Completion Y V / X
Increase in Scope of Work and Delay in Execution of Projects
7.5 The project implementation agencies/departments should seek the approval of the competent
authority as soon as they consider change in the scope of work was imminent. The sponsoring agencies
should also anticipate the likely delays for taking remedial actions well in time (Annexure-XXXIX).
They should also fix responsibility for delays, if any, in terms of ECC's following decision dated
December 27, 1988 in case No. CEC-542/37/33:-
"Those responsible for not undertaking forward planning and causing delays in implementation of
projects should be taken to task".
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Project Execution / Supervision-Development of Management Information System (MIS)
7.6 The Project Director, supported by ancillary staff, will coordinate day-to-day activities and through
effective management ensure that the project achieves its development objectives and deals with the
problems that arise during implementation. Although the problems of implementation are to be tackled
mainly at the level of the Project Director/Executing Agency, the fullest support of the higher levels ie
the line departments and ministries is also essential. For the closest rapport among all the layers of
responsibility, a Computerized Management Information System (MIS) can prove crucial and must be
instituted to coordinate the flow of information amongst the Project Director, Executing Agency, the
sponsoring agency and the line department or the ministry concerned. At the heart of the system lies the
network diagram, which presupposes the introduction of management techniques such as critical path
methods (CPM), project evaluation and review techniques (PERT), etc., which at present are much in use
abroad. With their assistance, it will be possible for the Project Director to take up the critical activities
for implementation in the right sequence. Besides, significant milestones could be determined and
regularly monitored by the project management, the sponsoring agency and line department or ministry to
ensure that actions are taken in time, especially for the appointment of consultants, contractors,
procurement of inputs, inter-agency coordination and fund releases.
7.7 The Project Director, who is supposed to have studied and grasped the provisions of PC-I and the
contract agreements, keeps a vigilant eye on availability of standardized machinery, material and
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9/23/2010