PROJECT CYCLE

By
Safdar Shah,DD (Audit)/D.D.
Secretariat Training Institute
Islamabad

Defining a Project

Introduction

Before embarking on a new project, it is

necessary to have a good project definition
in written format. Why in written format?
Because by creating a written version, you
are forced to think in greater detail and will
create a more complete description. There
are a number of items that should be
investigated to avoid backtracking, wasting
effort and time, or making mistakes.

Problem Identification and

Definition

There are several broad categories of

information that should be identified
or defined prior to documentation.

Initial project definition check

list

List of terms and their definitions:

Terms.
Acronyms.
Non-technical problem description:
The problem itself.
The causes of the problem.
The organizations or people affected by
the problem.
The way in which the affected parties are
affected.

The number of parties that are affected.

Any other impacts of the problem.
The financial value associated with the
problem.
Initial assumptions and limitations:
Initial assumption list.
Initial limitations list.
Potential commercialization and marketing:
Potential market.
Possible competition.

Terminology

The first item needed in creating a project

definition is a list of the terms and their
associated definitions to insure that all parties
have a common basis of understanding. It
should be remembered that the project
definition and its derivatives are likely to be
read by a number of people with diverse
backgrounds. Therefore, it is better to error on
including too many terms rather than to few.

Problem Description

The next item should be a problem

description written in a completely
non-technical manner. It should
include a description of what the
actual problem is.

Initial Required
Decisions

The third item associated with the

problem description is the initial set
of decisions that that are required.
This set of decisions should be
recorded and expanded as the
project progresses.

Anticipated Market and

Competition

Project Definition

There are a number of topics that

need to be completely defined
before going forward with the
project.

Project goals and scope.

Keys to project success and failure.
Project rationale.
Project description.
Project structure.
Project interfaces.
Organizational involvement and support.
Expected deliverables.

Project Goals and Scope

Every project needs a set of goals.

These goals must not be developed
without forethought. Once again,
these goals must be in written format
to be meaningful.

Each project also needs to have a

defined scope. This scope must
specifically indicate what is within
the scope of the project and why this
component of the scope is necessary.

Keys to Success and

Failure

Recognizing the keys to project

success or failure at the initiation of
the project also is essential to project
success. Examples of some of the
items

Table 4-10. Items to consider

regarding keys to project
success
1.
2.
3.

4.
5.

6.

What are the opportunities for success?

What are the barriers to success?
What are the obstacles that can not be
removed?
What are the obstacles that can be removed?
How can the removable obstacles be
removed?
What are the key items that will insure
success?

7. What are the items that guarantee failure?

8. How will success or failure be judged?
9. Who will make the decision of success or
failure?
10. What will be the basis of this decision?
11. What are the consequences of success in
both the short-term and long-term?
12. What are the consequences of failure in
both the short-term and long-term?

Project Rational

Project rational are in table 4-11 as

under:

Table 4-11
1.
2.
3.
4.

5.

What are we doing?

Why are we doing this?
What are the stakes involved?
What are the potential benefits to
our organization?
What are the potential benefits to
the outside world?

Project Description

there are a number of items that

need to be included in sufficient
detail that there no questions will
arise. At a minimum, the project
description should answer the
questions listed in

Questions to insure a complete

project description

What specifically is to be achieved?

How is it to be achieved?
When is it to be achieved?
How will the project be monitored?
Who will do the monitoring?
What is the estimated starting date?
What is the estimated completion date?
What is the estimated project schedule?
What is the estimated project cost?

Project Structure

The project structure provides

additional details on the project. Its
purpose is to define who will be
involved and their individual roles,
the phasing of the project, and the
necessary project record keeping.

Table 4-14. Questions related

to the project structure

Who is to be involved?
What is the role of each party involved?
How will the project be managed?
Who will provide the management
leadership?
To whom will the project team report?
How will the project be phased?
What decisions will be made at the end of
phase before starting the next phase?

What will be the basis of these decisions?

Who will be making these decisions?
What will be the criteria used for these
decisions?
Who, if anyone, has to approve these
decisions?
What record keeping is required?
Who will create the records?
To whom will they be distributed?

In what form will they be distributed?

Will there be a permanent copy of
these records?
If so, where will the permanent copy of
these records be filled?
Who will be responsible for filling the
permanent copy of these records?

Items to make sure are

included in the project
description

Project goals,
Project scope.
Project rational.
Project approach.
Keys to success and failure.
Project structure.
Project interfaces.
Organizational involvement, commitment, and
support.
Expected deliverables.

What related activities or groups need to be

considered for interfacing?
Why should each related activity or group be
considered?
What should be the form of each interface?
How will each interface be managed?
If conflicts arise, how will they be resolved?
Who has the final authority in each case?
What are the competing activities and groups for the
necessary resources and support for this project?
How can the project be assured of receiving the
necessary resources and support that it requires?

The general result of the project

definition stage or activity is a
project plan, which is covered in
more detail later in this document.
Regardless of whether or not a
formal project plan is produced, it is
likely that some type of project
summary will be written.

The problem to be solved.

The applicable marketing and competition
information.
The possible alternatives identified and
defined.
The selection process and associated criteria.
A description of the selected alternative.
The expected end product, process, or
service.

The estimated required resources:

A) People.
B) Equipment.
C) Facilities.
D) Materials.
E) Subcontracting.
The estimated project cost.
The source of any external financing.
The schedule for the project.

Project Phases

Over the years, those involved in

managing projects have observed
that projects have special
characteristics that can be exploited
to manage them more effectively.
One of those areas somewhat
peculiar to the project environment
deals with project phases:

Projects go through definite and describable phases;

Each phase can be brought to some sense of closure
as the next phase begins;
Phases can be made to result in discrete products or
accomplishments (e.g., test results) to provide the
starting point for the next phase;
The cost for each phase begins small and increase
throughout the project, culminating in development,
procurement, and the operations and support phases;
Phase transitions are ideal times to update planning
baselines, to conduct high level management reviews,
and to evaluate project costs and prospects.

Projects should be structured to take

advantage of the natural phases that
occur as work progresses. The
phases should be defined in terms of
schedule and also in terms of specific
accomplishments.

There are four major project phases:

initiation, planning, execution and
closure. One could make the case that
almost every project goes through these
four phases. Within these phase are
smaller gradations. Some
methodologies suggest decomposing
projects into phases, stages, activities,
tasks and steps.

Cost and schedule estimates, plans,

requirements, specifications, and so forth,
should be updated and evaluated at the end
of each phase, sometimes before deciding
whether to continue with the project. Large
projects are usually structured to have major
program reviews at the conclusion of
significant project phases. These decisionpoints in the life of a project are called Major
Milestones.

This illustrates the linking of major milestone

review meetings with the completion of each
phase. Milestone decisions are made after
conducting a major program review where
the project manager presents the approved
statement of requirements, acquisition
strategy, design progress, test results,
updated cost and schedule estimates, and
risk assessments, together with a request for
authorization to proceed to the next phase.

The early phases will shape the

direction for all further efforts on the
project. They provide requirements
definitions, evaluation of alternative
approaches, assessment of maturity
of technologies, review of cost,
schedule and staffing estimates, and
development of specifications.

A relatively short-term or technically

straight-forward project may have only one
approval event, following a proposal or
feasibility study. Nevertheless, the project
manager should report to customers and
interested senior managers at intervals to
keep them up to date on project progress
and to ensure the continuing soundness of
the project direction and requirements.

If project phases take place over

many months or even years, it is vital
to provide interim deliverables to give
the customers and sponsors a sense
that work is being accomplished, to
provide an opportunity for feedback,
and to capture project successes in
documented form.

The project planning process should be built

around the project life cycle. Particular care
should be given to defining the work to be
accomplished in each phase. This should
include definition of the deliverables to be
produced, identifying testing and
demonstrations to be completed, preparing
updates of cost and schedule estimates, reassessing risks, and conducting formal
technical and management reviews.

Project Management
Principles

Project management principles are

most often learned from experience,
and they have universal validity for
all projects. It is up to you to apply
them intelligently to your project.
Principle Based Project Management
begins with these principles:

Rule #1- Figure out what business you

are in, and then mind your own
business. Make sure your business is viable.
Select projects that are good for your
business. Understand the business value in
your project and watch for changes. Be
diligent in your chosen business, learning and
applying best practices. Define what is inside
and outside your area of responsibility.

Rule #2 - Understand the customers

requirements and put them under
version control. Thoroughly understand
and document the customers requirements,
obtain customer agreement in writing, and
put requirements documents under version
identification and change control.
Requirements management is the leading
success factor for systems development
projects.

Rule #3 - Prepare a reasonable

plan. Prepare a plan that defines the
scope, schedule, cost, and approach for
a reasonable project. Involve task
owners in developing plans and
estimates, to ensure feasibility and
buy-in. Use a work breakdown structure
to provide coherence and completeness
to minimize unplanned work.

Rule #4 - Build a good team with clear

ownership. Get good people and trust
them. Establish clear ownership of welldefined tasks; ensure they have tools and
training needed; and provide timely
feedback. Track against a staffing plan.
Emphasize open communications. Create
an environment in which team dynamics
can gel. Move misfits out. Lead the team.

Rule #5 - Track project status and give

it wide visibility. Track progress and
conduct frequent reviews. Provide wide
visibility and communications of team
progress, assumptions, and issues. Conduct
methodical reviews of management and
technical topics to help manage customer
expectations, improve quality, and identify
problems before they get out of hand. Trust
your indicators. This is part of paying
attention.

Rule #6 - Use Baseline Controls.

Establish baselines for the product
using configuration management and
for the project using cost and
schedule baseline tracking. Use
measurements to baseline problem
areas and then track progress
quantitatively towards solutions.

Rule #7 - Write Important Stuff

Down, Document requirements, plans,
procedures, and evolving designs.
Without documentation it is impossible to
have baseline controls, reliable
communications, or a repeatable process.
Record all important agreements and
decisions, along with supporting
rationale, as they may resurface later.

Rule #8 - Ensure Customer

Satisfaction. Keep the customer's
real needs and requirements
continuously in view. Undetected
changes in customer requirements or
not focusing the project on the
customer's business needs are sure
paths to project failure.

Rule #9 - Be relentlessly proactive. Project problems usually get

worse over time. Periodically
address project risks and confront
them openly. Attack problems, and
leave no stone unturned. Fight any
tendency to freeze into day-to-day
tasks.

Project Cycle

PC-I (Project Document)

PC-II (Feasibility)
PC-III (Monthly & Quarterly progress
report)
PC-IV (Project Completion Report)
PC-V (Evaluation).

PC-1 FORM
GOVERNMENT OF PAKISTAN
PLANNING COMMISSION
PROFORMA FOR DEVELOPMENT
PROJECTS
(PRODUCTION SECTORS)
Agriculture Production
Agriculture Extension
Industries, Commerce
And Minerals

PC-1 FORM
(PRODUCTION SECTORS)
1.
2.
3.

Name of the project

Location
Authorities responsible for:
Sponsoring
Execution
Operation and maintenance
Concerned federal ministry

4. Plan provision
5. Project objectives and its
relationship with sector objectives
6. Description, justification,
technical parameters and
technology transfer aspects
(enclose feasibility study for
projects costing Rs 300 million and
above)

7. Capital cost estimates

8. Annual operating and
maintenance cost after
completion
of the Project
9. Demand and supply analysis
10. Financial plan and mode of
financing

11. Project benefits and analysis

i) Financial
ii) Economic
iii)
Social benefits with indicators
iv)
Employment generation (direct
and indirect)
v) Environmental impact
vi) Impact of delays on project cost
and viability
12. Implementation schedule

13. Management structure and manpower

requirements including specialized skills
during construction and operational phases
14. Additional projects/decisions required to
maximize socio-economic benefits from the
proposed project
15. Certified that the project proposal has
been prepared on the basis of Instructions
provided by the Planning Commission for
the preparation of PC-I for production
sector projects

Prepared by ______________________
Name, Designation & Phone #
Checked by _______________________
Name, Designation & Phone #
Approved by _______________________
Name, Designation & Phone #

Instructions to Fill-in PC-I

Proforma (Production
Sector)
1. Name of the Project
Indicate name of the project.
2. Location

Provide name of district and

province.

Attach a map of the area, clearly

indicating the projects location.

3. Authorities responsible for

i) Indicate name of the agency

responsible for sponsoring,
execution, operation and
maintenance
ii) In case of more than one agency, give
their component-wise responsibility.
For provincial projects, name of the
concerned federal ministry be
provided.

4. (a) Plan provision

If the project is included in the medium

term/five year plan, specify actual
allocation.
If not included in the current Plan, what
warrants its inclusion and how is it
now proposed to be accommodated.
If the project is proposed to be financed
out of block provision, indicate:

Total
block
provision

Amount
already
committ
ed

Amount Balance
propose available
d for this
project

Provision in the current year

PSDP/ADP.

5.

Project objectives

The objectives of the sector/sub sector

as indicated in the medium term/five
year plan be reproduced. Indicate
objectives of the project and a linkage
between the proposed project and the
sectoral objectives.
In case of revised project, indicate
objectives of the project if different
from original PC-I.

6. Description and Justification of Project

Describe the project and indicate existing
facilities in the area and justify the
establishment of the project.
Provide technical parameters i.e. input and
output of the project in quantitative terms. Also
discuss the technology aspect of the project.
Provide details of civil works, equipment,
machinery and other physical facilities required
for the project.
Indicate governance issues of the sector
relevant to the project and strategy to resolve
them.
In addition to above the following sector specific information be

provided

Agriculture Production

For fisheries projects: Give area for fishing and the

legal rights to that area; the availability of trawlers;
amount and type of fish likely to be available.
For forestry projects: Indicate nature and state of
existing forests their growth rate and any problems
connected therewith. Give details of species;
rotation and anticipated rotation and volume yield.
Indicate availability of complementary services, e.g.,
access roads, saw mills etc.
For livestock projects: Give the livestock situation of
the country and mention any problems connected
therewith. Present and future herd size, their
species age characteristics and production capacity.

For agriculture production projects: Give

present and future crop yield, cropping
intensity; land use pattern technological
intervention and the basis for calculation of
the future output.
For all agriculture production sector projects,
provide (i) transport, equipment & field
machinery available with the department (ii)
effect
on farm income and basis for pricing of
outputs (iii) farm gate and international
prices.

Agriculture extension
Provide history of extension
work in and around project area
and justify the extension work.
Provide transport, equipment
and field machinery etc available
with the department.

Industry, Commerce and Minerals

Provide installed capacity, proposed expansion and
available technologies, the selected technology and
reason for its selection.
Whether the output is meant for (i) import
substitution (ii) meeting domestic demand or (iii)
export oriented.
In case of exports, give likely markets and their size,
competitive prices and cost of production to justify
the project.
Provide all information under with and without
project conditions in case of BMR & expansion
projects.

7. Capital cost estimates

Indicate date of estimation of project

cost estimates.

Basis of determining the capital cost

be provided. It includes market
survey, schedule rates, estimation on
the basis of previous work done etc.

Provide year-wise estimation of

physical activities as per following:

Year wise/component wise

physical activities
Items
A
B
C

Unit

Year I

Year II

Year III

Phasing of capital cost be worked out on the

basis of each item of work as stated above
and provide as per following:
Ite
ms

Year - I

Year - II

Year - III

Total

Tot Loc Fec Tot Loc Fec Tot Loc Fec Tot Loc Fec
al al
al
al
al
al
al
al

A
B
C
Total

In case of revised projects, provide

Project approved history alongwith PSDP
allocations, releases and expenditure.
Item-wise, year-wise actual expenditure and
Physical progress.
Justification for revision of PC-I and variation
in scope of project if applicable.
Item-wise comparison of revised cost with the
approved cost and give reasons for variation.
Exchange rate used to work out FEC in the
original and revised PC-Is.

8.
Annual Operating Cost
Item-wise annual operating cost
based on proposed capacity
utilization for 5 years.

9. Demand and supply analysis(for Industrial and

Agricultural
Production Projects)

Description of product/services.
Demand/Supply alongwith unit price for the last five
years
Imports/Exports for the last five years alongwith unit
price (if applicable)
Projected demand/supply for 10 years.
Proposed year-wise production and unit price of the
product.
Existing and proposed arrangements for marketing.

10. Financial Plan

Sources of financing
(a)

Equity:

Indicate the amount of equity to be financed from

each
source
Sponsors own resources
Federal government
Provincial government
DFI's/banks
General public
Foreign Equity (indicate partner agency)
NGOs/Beneficiaries
Others

b) Debt
Indicate the local & foreign debt,
interest rate, grace period and
repayment period for each loan
separately. The loan repayment
schedule be also annexed.
c) Grants alongwith source
d) Weighted cost of capital

11. Benefits of the project and analysis

Financial:
Income to the project
alongwith assumptions
Economic:
Benefit to the economy
alongwith assumptions
Social: Benefits with indicators
Environmental: Environmental impact
assessment negative/positive

Financial/Economic
Analysis(with assumptions)

Financial analysis
Quantifiable output of the project
Profit and loss account and cash flow
statement
Net present value (NPV) and benefit cost ratio
(BCR)
Internal financial rate of return (IFRR)
Unit cost analysis
Break even Point (BEP)
Payback period
Return on equity (ROE)

Economic analysis

Provide taxes & duties separately in

the capital and operating cost
Net present value (NPV) and benefit
cost ratio (BCR)
Internal economic rate of return (IERR)
Foreign exchange rate of the project
(Bruno's Ratio) for import substitute
and export oriented projects

Employment analysis
Employment generation (direct
and indirect)
Sensitivity analysis
Impact of delays on project cost
and viability

12. Implementation Schedule

Indicate starting and

completion date of the project

Item-wise/year-wise
implementation schedule in line
chart co-related with the
phasing of physical activities.

13. Management structure and

manpower requirements
Administrative arrangements for
implementation of project
The manpower requirements by
skills/profession during execution and
operation of the Project.
The job description, qualification,
experience, age and salary of each
job may be provided.

14. Additional projects/decisions

required
Indicate additional
projects/decisions required to
optimize the investment being
undertaken on the project

15. Certificate
The name, designation and phone # of
the officer responsible for preparing and
checking be provided. It may also be
confirmed that PC-I has been prepared as
per instructions issued by the Planning
Commission for the preparation of PC-I
for Production Sector projects.
The PC-I alongwith certificate must be
signed by the Principal Accounting
Officer to ensure its ownership.

PC-III FORM
PROFORMA FOR DEVELOPMENT
PROJECTS
(ANNUAL TARGETS AND PROGRESS
REPORTING)

Government of Pakistan
Planning Commission
Implementation of Development Projects
(Physical Targets based on PSDP
allocation)

To be furnished by 1st July of each year

1. Name of the Project:

2. Approved Capital Cost:

(Million Rs)

3. Expenditure up to the
end of last Financial Year:

Million Rs.
Actual

Accrued

Total

4. PSDP allocations for the

Current year:

Million Rs.
Actual

Accrued

Total

5. Annual Work Plan:

As per PC-I

Achieveme
nts upto the
Item Uni Quantitie end of last
t
s
year

Target for
current
year

6. Quarterly work plan

based on annual work plan:
Item

Unit

Ist
2nd
3rd
4th
Quarter Quarter Quarter Quarter

7. Cash Plan:
1st
Quarter

2nd
Quarter

3rd
Quarter

4th
Quarter

8. Output indicators:

To be determined by project
director on the basis of
indicators given in the PC-I.

Instructions to fill-in PC-III

(a) Proforma
1. Name of the Project:
Indicate name of the project.
2. Approved capital cost:
Provide approved capital cost by the
competent forum.
3. Expenditure upto the end of last financial
year:
Provide the actual and accrued expenditure
upto end of last financial year.
4. PSDP allocations for the current year:
Provide allocations for the project as shown
in the PSDP/ADP.

5. Annual Work Plan:

Provide scope of work as indicated in the PC-I
by major items of work.
Actual physical achievements upto the end of
last financial year against the scope of work
indicated in PC-I.
Physical targets for the year be determined on
the basis of activity chart/work plan to be
prepared each year on the basis of PSDP
allocations. (Blank
activity chart/work plan for major items of
works enclosed).

6. Quarterly Work Plan:

The quarterly work plan be prepared on the basis of
annual work plan.
7. Cash Plan:
Indicate the finances required to achieve the
quarterly work plan targets as indicated at 6 above.
8. Output indicators:
A number of projects start yielding results during its
implementation. In such projects the recurring cost
is capitalized and the project start yielding results
during its implementation. Indicate quantifiable
outcome of the projects for the current year.
The Proforma alongwith activity chart/work plan has to be
furnished by 1st July of each financial year.

PC-III (B) Form

1. Name of project: (Million Rs.)
2. Financial Status
((Million Rs)

PSDP allocations for the Current year (Million Rs)

Current quarter requirements as per cash plan

(Million Rs)

Releases during the month

Expenditure during the month

(Million Rs)
(Million Rs)

3. Physical Status

Item
Physical
achievements
during the month
under report

Unit

Quant
ities

4.

Output Indicators

5.

Issues/Bottlenecks in Projects
Implementation

Instructions to fill-in PCIII(B) Proforma

1.

Name of the Project:

Indicate name of the
project.

2. Financial status:

Indicate PSDP allocations for the current year and

quarter.

According to latest instructions of ministry of

finance, AGPR has been directed to release PSDP
allocations in the 1st week of each quarter. However
in practice, variations in releases are expected. The
executing agency may therefore provide released
amount during the month under report.

Provide actual expenditure incurred on the project

during the month under report.

3. Physical status:
Provide actual physical achievements during
the month against targets for the quarter.
4. Output indicators:
Provide the output of the project during the
month under report against the output targets.
5. Issues/Bottlenecks:

Indicate the major issues responsible for delay

in implementation of Project at policy and
operational level.

PC-IV FORM
PROFORMA FOR DEVELOPMENT
PROJECTS
(PROJECT COMPLETION REPORT)

To be furnished immediately after

completion of Project regardless
of whether or not the accounts of
the Project have been closed.

1. Name of the Project:

2. Implementation period:

As per PC-I:

Commencement

As per actual:

Commencement

Completion

Completion

3.

Capital Cost:

(Million Rs)
Planned
Actual

4. PC-I
phasing/allocations,
releases & expenditure:
Year

1
2
3
4

Phasing
as per
PC-I

PSDP
Release Expendi
allocati s
ture
on

5. Item-wise physical
targets and achievements:
Item

Unit

PC-I estimates Actual

achievements

6.Item-wise planned &

actual expenditure:
Item PC-I estimates
Total Local FEC

Actual
expenditure
Total Local FEC

7.

Quantifiable benefits of the

Project:

Financial
Economic
Social
Employment generated

8. Financial/Economic results based on actual

cost:
a)
Financial

b)

Net present worth

Benefit cost ratio
Internal financial rate of return
Unit cost analysis

Economic

Net present worth

Benefit cost ratio
Internal economic rate of return
For Social Sectors: Provide only unit cost analysis

9. Whether the Project has been implemented as per

approved scope of the project. If not provide details
justification of variation.
10.
Impact of the Project on target group:
11.
Lessons learned in:

Project
Project
Project
Project
Project

identification
preparation
approval
financing
implementation

12.
Suggestions for planning & implementation of
similar projects:

Instructions to fill in PC-IV

Proforma
1.

Name of the project:

Indicate name of the project.
2.
Implementation period:
Indicate planned ,
commencement and
completion date alongwith
actual ones.

3.

Capital cost:
Provide capital cost of the
project
as approved by the
competent
forum and actual
expenditure incurred on the
project till
preparation of PCIV.

4. PC-I phasing, allocations, releases &

expenditure:

Provide PC-I phasing as per approved PC-I.

PSDP allocations as reflected in PSDP/ADP.
Year-wise releases made to the project.
Year-wise actual expenditure incurred on the project.

5. Item-wise physical targets and achievements:

Provide item-wise quantifiable physical targets as

given in the approved PC-I.
Actual physical achievements against physical
targets be provided.

6.

Item-wise planned and actual

expenditure:

7.

Provide item-wise allocations as per

approved PC-I.
Item-wise actual expenditure
incurred on the project be provided.

Quantifiable benefits of the

project:

PC-V FORM
PROFORMA FOR DEVELOPMENT
PROJECTS
(ANNUAL PERFORMANCE REPORT
AFTER COMPLETION OF PROJECT)

To be furnished by 31st July of

each years for 5 years after
completion of Project indicating
Projects operational results
during the last financial year.

1.
Name of the Project:
2. Objectives & scope of project as per
approved PC-I and state as to what extent
the objectives have been met:
3. Planned and actual recurring cost of
the project, with details:
4.
Planned & actual manpower employed:
5.
Planned and actual physical output of
the project:
6.
Planned and actual income of the
project:

7. Planned and actual benefits to the economy:

8. Planned and actual social benefits:
9. Planned and actual cost per unit
produced/sold:
10. Marketing mechanism:
11. Arrangement for maintenance of building
& equipment.
12. Whether output targets as envisaged in
the
PC-I have been achieved. If not,
provide reasons:

13. Lessons learned during the year in:

Operation
Maintenance
Marketing
Management

14. Any change in project management

during the year:
15. Suggestions to improve projects
performance: