Using results-based monitoring and evaluation to deliver results on key infrastructure projects in China

Abstract

China has been investing heavily in infrastructure development to help fuel its economic growth. However, many projects fail to deliver the expected benefits because: (1) the expected returns were overestimated , (2) key components of the new asset required to realize the full benefit have not been implemented and (3) the realization of benefits post-completion has not been effectively managed. Through this research, we aim to show that these problems can be addressed by adopting a resultsbased monitoring and evaluation system for benefits identification and realization throughout the project life cycle and for the creation of a project organization with clear responsibilities for project owners, sponsors and other stakeholders. We applied the results-based M&E system to analyze nine key infrastructure projects at various stages of their life cycle, including design, construction and operation. We formulated nine propositions and tested them through the nine case studies. We showed that project performance can be improved by adopting a results orientation throughout the project life cycle, and supporting this with a governance structure through which clear responsibilities are assigned for results delivery and benefits realization.

The Relationship between Project Success and Project Efficiency

“…This supports the assertion that project efficiency is an important contributor to project success, but shows quite clearly that other factors contribute significantly as well. We can postulate that these other factors might include: Performance of the project's output post implementation and achievement of the project's output and impact (Turner et al, ; Turner & Zolin, ; Xue et al, ) Whether the project's output was what the stakeholders were actually expecting, or whether there was an omission in or misinterpretation of the specification Risks that were not considered or changes to the environment that were not anticipated (Munns & Bjeirmi, ; Thomas et al, ; Collyer & Warren, ) Acts of God beyond the project team's control. …”

“…Quality is intertwined with issues of technical performance, specifications, and achievement of functional objectives and it is achievement against these criteria that will be most subject to variation in perception by multiple project stakeholders” (p. 7). As we saw above, however, the components of project efficiency are neither necessary nor sufficient conditions of success (Dvir et al, ; Thomas et al, ; Turner & Zolin, ; Xue, Turner, Lecoeuvre, & Anbari, ). Many projects are finished on time and cost but are abject failures, and many finish late and over spent but are considered successful.…”

Co-creation of value and the project context: Towards application on the case of Hinkley Point C Nuclear Power Station

“…Turner (Turner et al, 2013;Xue et al, 2013) argues that the only possibility to improve the results and success of complex projects is a diverse and complete approach to the management of projects with a focus on the link between strategy, design and development. This provides a focus upon inputs, which is the traditional approach to considering value.…”

“…Turner, 2009;Turner et al, 2013;Daniel and Turner, 2016). The execution of large projects and megaprojects have come in for a lot of criticism over many years (Morris and Hough, 1987;Miller and Lessard, 2000;Flyvbjerg et al, 2003;Merrow, 2011;Xue et al, 2013). For example, Morris (1994; has argued for more attention being strategically paid to project scoping on the client side.…”

Health Management Information System (HMIS); Whose Data is it Anyway? Contextual Challenges

“…Result-based M&E systems designed successfully are said to monitor and evaluate projects, programs and policies at all levels [8][9][10]. Information collected and analyzed at any phase of project cycle provides feedback that can better inform key decision-makers and other stakeholders.…”