Conclusion
The last topic left to be considered in this rather extended appraisal of the management of Guyana’s public investment programme is its third and fourth phases, namely, project management and implementation and the conduct of ex-post evaluation audits of projects. This will be completed today.
I had indicated earlier on April 14 that, for analytic convenience, I would divide the management of Guyana’s public investment programme into four discrete sequential phases. The first (investment strategy) and the second (feasibility studies and project appraisals for timely project selection and sequencing of projects) have already been fully addressed. Indeed the lengthy consideration of the Amaila Falls Hydropower Project (AFHP) concluded last week was aimed at illustrating crucial issues relevant to the movement from investment strategy (Phase 1) to project choice (Phase 2).
Management, implementation
Phase 3 experiences in several developing countries indicate that