Technical Complexity
Sustainability of the project is the most technically complex aspect of this project.
Partner Countries Commitment
The AMC understands that the project was initiated through formal MOUs between AusAID and the focal points (relevant government department in each country), between AusAID and ASEAN and also directly between AusAID and ACE. These MOUs defined what would be done by the Australian side and by each of the ASEAN participants.
The AMC’s observation is that these arrangements generally worked adequately, with some reservations. In some cases, it seems that the level and timing of the people commitment was not tied down firmly enough, especially noticeable at times at ACE. In other cases good people were provided but not necessarily the same people throughout the project, with progress suffering as a result. Of course, spreading the skill base around a little is to be applauded and some staff turnover over three years is in any case a fact of life, so striking the right balance is not easy.
Project Monitoring
Project monitoring was a technical challenge and it took place at many places:
- By the Project Director and Australian Project Manager (APM) reviewing progress with AMC advisers and teams and implementing plans and strategies to redress identified weaknesses.
- Through the quarterly and ad-hoc project reporting to AusAID.
- Through peer review of draft reports within the AMC and by NPTs, NCCs, ABARE and TAG.
- Through TAG and AusAID review of draft plans prepared by the AMC.
- Through TAG review of model development based on AMC reporting and visits to NPTs and ACE.
- Through preparation and review of training and work attachments reports; and
- Through the PCC and AAMRUG meetings.
The technical and project monitoring and review are a necessary and desirable part of any project. Compared with other projects that the AMC has performed, the level of monitoring was high. It generated a considerable amount of additional work for the APM that might have been spent productively on other things, such as more basic training in business analysis and analytical and report-writing technique. One example is the level of detail and ambition sought by the TAG in the various plans required to be prepared each year, when it was clear that some teams would not progress with the certainty and speed that such planning assumes. However, these are relatively small differences in outlook that were minor deviations from a thorough monitoring regime.
Lessons Learned
- The initial skill levels of participants should be assessed realistically and allowance made for training at the “first principles” level. Any relevant training carried out prior to the project should be refreshed before proceeding to new material and allowance should be made in the project for that.
- The project should provide sufficient flexibility to accommodate the real rather than hoped-for speed of skill development by participants.
- Any software used in a project should be reviewed objectively for reliability, quality of documentation and allowance made to correct any deficiencies e.g. resources to prepare an understandable technical manual.
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