Manual for Development Projects - Planning Commission

Chapter-7
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qualified staff as well as progress of work on the part of contractor. He may have to review and revise
the CPM when necessary.
7.8 It is vitally important to watch that the progress is not pushed at the cost of the quality and it is
equally important that the works are not delayed/suspended or slowed down due to impediments in timely
supply of materials, acquisition of site, and/or want of requisite funds at appropriate stages. All these
strategic points must be sorted out in advance by the foresight of the Project Director in coordination with
the concerned quarters so as to avoid time and cost over-run to the extent possible. Timely signals must
go out to concerned quarters if the project is in trouble.
7.9 A system has also to be evolved to ensure that quality material is made available in requisite quantity
and utilized well in time on execution of the project. This will also include protection of materials,
installation of field laboratories adequately equipped with standardized machinery and qualified staff for
day to day testing of materials and samples. In case of major projects, this should also form a part of the
duty of the supervisory consultants.
7.10 The project authorities are free to adopt a MIS which may suit their specific requirements. However,
the Projects Wing of the Planning and Development Division has drawn a set of two proformae for a
computerized management information system for monitoring and evaluation of development projects at
the national level. Project Monitoring and Evaluation System proforma-I (PMES-I) would serve as data
base whereas the proforma PMES-II is to be used by the Project Director to furnish quarterly progress to
the Projects Wing, within 15 days of the closing of each quarter. It is expected that the computerized
management information system would enable the Project Management to pass on signals to the Federal
Ministries and Provincial Governments for avoiding possible delays and resolving serious problems well
in time.
7.11 In appropriate cases, there should preferably be a separate and independent organisation engaged on
supervision. In case of major projects, consultants should better be appointed for supervision of works.
For foreign-aided projects, the donor agencies generally insist on appointment of consultants in
accordance with their own procedures. The Government of Pakistan should endeavour to employ
Pakistani consultants, expected to work with greater devotion and responsibility. In case it is not
acceptable to a particular donor agency, we should insist that our local engineers or consultants be
seconded to work jointly with foreigners at an equal status and salary structure at par with their
corresponding counterparts, except for the top positions where the foreign consultants may be continue to
stay and operate.
7.12 For dealing with inter-agency coordination and watching implementation, Review Groups on the
pattern of "Energy Review Group" in the Planning Commission chaired by the Secretary of the
Ministry/Department are highly desirable in each ministry and line department as already set up in the
ministries listed at para 7.19. The strength of these Review Groups will be that the number of projects
they have to oversee within the sphere of their sectoral responsibility is not so large as may be difficult to
steer to the safe haven of completion through timely trouble-shooting.
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9/23/2010