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	Table of Contents
p. 6 of 30 BACK | NEXT Executive Summary I. The Setting II. Key Variables Affecting Project Quality A. The Approval Culture B. Ownership C. Quality of Macro and Sectoral Analyses D. Portfolio Management E. Institutional Capacity Assessment F. Beneficiary Involvement in Preparation and Implementation G. Evaluation of Risks/Sensitivity Analysis H. Clarity and Implementability of Project Design I. Role of the Bank in Project Administration J. Responsibility for Project Quality K. Major Themes in Project Quality Analysis III. Assessment of Current Bank Practices and Areas for Improvement IV. Findings, Recommendations and Action Plan V. Implications and Monitoring Arrangements

Report of the Task Force on Improving Project Quality

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II. Key Variables Affecting Project Quality

16. In its analysis of the causes contributing to inadequate quality at each phase of the project cycle, the Task Force has identified the key variables that significantly influence project quality. Some of these determinants of project quality are completely internal to the Bank, while others pertain primarily to DMCs. Some affect only a particular phase of the project cycle; others are more pervasive and influence various phases. The nature and implications of these variables and the major themes that emerge in the analysis of project quality are summarized in this chapter.

1. The Approval Culture

2. Ownership

3. Quality of Macro and Sectoral Analyses

4. Portfolio Management

5. Institutional Capacity Assessment

6. Beneficiary Involvement in Preparation and Implementation

7. Evaluation of Risks/Sensitivity Analysis

8. Clarity and Implementability of Project Design

9. Role of the Bank in Project Administration

10. Responsibility for Project Quality

11. Major Themes in Project Quality Analysis

Back C. Critical Attributes of Project Quality	Next A. The Approval Culture