Public Investment Management in Contexts of Fragility, Conflict & Violence – Part 2
The PIM Assessment resulted in the establishment of an Action Plan to strengthen the system. Given weak institutional capacity and limited resources, the Plan should include quick-win options where possible, particularly in the early recovery phase...
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World Bank, Washington, DC
2019
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| Online Access: | http://documents.worldbank.org/curated/en/289701550247371408/Public-Investment-Management-PIM-in-Contexts-of-Fragility-Conflict-Violence-FCV-Part-2 http://hdl.handle.net/10986/31298 |
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okr-10986-312982021-05-25T10:54:36Z Public Investment Management in Contexts of Fragility, Conflict & Violence – Part 2 Cuvillier, Emmanuel Chaouali, Rafika Mroczka, Fabienne PUBLIC INVESTMENT MANAGEMENT PUBLIC-PRIVATE PARTNERSHIPS FRAGILE AND CONFLICT-AFFECTED STATES CONFLICT AND VIOLENCE SECURITY AND DEVELOPMENT PEACE The PIM Assessment resulted in the establishment of an Action Plan to strengthen the system. Given weak institutional capacity and limited resources, the Plan should include quick-win options where possible, particularly in the early recovery phase. Evidence shows that the process by which projects are delivered (scale, community involvement, expertise of project managers, etc.) can be more important than getting projects built quickly. This is an important balancing act to consider. A well-sequenced short-, medium- and long-term PIM Action Plan can be organized as follows: i) Formalize the institutional setting (establishing management functions inside the PIM cycle); ii) Develop capacity building in project design, appraisal and selection; iii) Improve capital investment project design, appraisal and selection; iv) Enhance the legal and regulatory framework of the PIM system; v) Improve process registration of projects via an Integrated Bank of Projects (IBP); vi) Establish regularly revisited project selection and prioritization criteria; vii) Formalize use of key performance indicators; and viii) Improve PIP–PPP in project management and ex-post evaluation. 2019-02-15T19:43:45Z 2019-02-15T19:43:45Z 2019-02 Brief http://documents.worldbank.org/curated/en/289701550247371408/Public-Investment-Management-PIM-in-Contexts-of-Fragility-Conflict-Violence-FCV-Part-2 http://hdl.handle.net/10986/31298 English MENA Knowledge and Learning Quick Notes;No. 174 CC BY 3.0 IGO http://creativecommons.org/licenses/by/3.0/igo World Bank World Bank, Washington, DC Publications & Research Publications & Research :: Brief Middle East and North Africa Afghanistan Haiti Iraq |
| repository_type |
Digital Repository |
| institution_category |
Foreign Institution |
| institution |
Digital Repositories |
| building |
World Bank Open Knowledge Repository |
| collection |
World Bank |
| language |
English |
| topic |
PUBLIC INVESTMENT MANAGEMENT PUBLIC-PRIVATE PARTNERSHIPS FRAGILE AND CONFLICT-AFFECTED STATES CONFLICT AND VIOLENCE SECURITY AND DEVELOPMENT PEACE |
| spellingShingle |
PUBLIC INVESTMENT MANAGEMENT PUBLIC-PRIVATE PARTNERSHIPS FRAGILE AND CONFLICT-AFFECTED STATES CONFLICT AND VIOLENCE SECURITY AND DEVELOPMENT PEACE Cuvillier, Emmanuel Chaouali, Rafika Mroczka, Fabienne Public Investment Management in Contexts of Fragility, Conflict & Violence – Part 2 |
| geographic_facet |
Middle East and North Africa Afghanistan Haiti Iraq |
| relation |
MENA Knowledge and Learning Quick Notes;No. 174 |
| description |
The PIM Assessment resulted in the
establishment of an Action Plan to strengthen the system.
Given weak institutional capacity and limited resources, the
Plan should include quick-win options where possible,
particularly in the early recovery phase. Evidence shows
that the process by which projects are delivered (scale,
community involvement, expertise of project managers, etc.)
can be more important than getting projects built quickly.
This is an important balancing act to consider. A
well-sequenced short-, medium- and long-term PIM Action Plan
can be organized as follows: i) Formalize the institutional
setting (establishing management functions inside the PIM
cycle); ii) Develop capacity building in project design,
appraisal and selection; iii) Improve capital investment
project design, appraisal and selection; iv) Enhance the
legal and regulatory framework of the PIM system; v) Improve
process registration of projects via an Integrated Bank of
Projects (IBP); vi) Establish regularly revisited project
selection and prioritization criteria; vii) Formalize use of
key performance indicators; and viii) Improve PIP–PPP in
project management and ex-post evaluation. |
| format |
Brief |
| author |
Cuvillier, Emmanuel Chaouali, Rafika Mroczka, Fabienne |
| author_facet |
Cuvillier, Emmanuel Chaouali, Rafika Mroczka, Fabienne |
| author_sort |
Cuvillier, Emmanuel |
| title |
Public Investment Management in Contexts of Fragility, Conflict & Violence – Part 2 |
| title_short |
Public Investment Management in Contexts of Fragility, Conflict & Violence – Part 2 |
| title_full |
Public Investment Management in Contexts of Fragility, Conflict & Violence – Part 2 |
| title_fullStr |
Public Investment Management in Contexts of Fragility, Conflict & Violence – Part 2 |
| title_full_unstemmed |
Public Investment Management in Contexts of Fragility, Conflict & Violence – Part 2 |
| title_sort |
public investment management in contexts of fragility, conflict & violence – part 2 |
| publisher |
World Bank, Washington, DC |
| publishDate |
2019 |
| url |
http://documents.worldbank.org/curated/en/289701550247371408/Public-Investment-Management-PIM-in-Contexts-of-Fragility-Conflict-Violence-FCV-Part-2 http://hdl.handle.net/10986/31298 |
| _version_ |
1764474005003173888 |