REHABILITATION OF LOWER CHENAB CANAL EASTERN: CHALLENGES IN PROJECT PERFORMANCE MANAGEMENT

Abstract

Many public sector projects in Pakistan do not meet their deadlines because of weak monitoring and performance management procedures. One of the major weaknesses of the existing project performance management system is that projects are monitored solely on a financial basis, without taking into account other time and scope issues. This case highlights this weakness using the example of the rehabilitation of Lower Chenab Canal Eastern project, and points out a better system for project performance management. The suggested system is based on ‘Earned Value’ that incorporates both financial and physical progress of the project. This case can be used to introduce the importance and need of the ‘Earned Value’ technique for project performance management. It can also be used in an introductory graduate course on Project Management, a senior level course in Management at the undergraduate level and it can also be used for executive training of public sector employees, engaged in project management activities.