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Project Administration Instructions
PAI 6.05
Revised October 2008
Page 1 of 6
PROJECT PERFORMANCE REPORT
A. Introduction
1. Project Performance Reports (PPRs) are part of the overall project performance management
system (PPMS), which encompasses all stages of the project cycle. PPRs provide information on project
implementation and progress in achieving development objectives. Because of the cause-effect
relationship between the two aspects of project performance, PPRs should present explicit and verifiable
performance targets that reflect progress toward achieving project objectives. They highlight performance
assessments for project supervision, key assumptions and risks, major problems encountered, actual or
proposed remedial actions, and the project ratings for implementation progress and the likelihood of
achieving development objectives. The initial PPR should be prepared from the design and monitoring
framework
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(included in RRPs as Appendix 1) by the loan processing mission leader by one month after
the loan approval and updated periodically during project review missions in consultation with the
executing agencies (EAs) or after receipt of project progress reports. PPR forms are in Lotus Notes (New
PPR database in LNADBG1). They are available to all ADB staff including regional and resident missions
(RMs) administering projects. Reader access by nonoperations departments or executing or
implementation agencies is available on request.
2. PPRs are prepared for all ongoing projects financed or administered by ADB, and are to be
maintained until the loan account is closed. Projects closed during a year continue to be shown in the
main section of the report until the end of the year, but the serial number is blank and project status is
replaced with “closed.” PPRs for the completed projects may be maintained beyond the year only upon
request by Management for continued monitoring. For program and project loans with special
implementing arrangements, the following guidelines apply:
• Program loans: Implementation and monitoring of policy reforms will continue until the
end of the program period, which normally extends beyond the loan closing date.
• Subprojects funded by a technical assistance program loan: One PPR is prepared
for each subproject by the division or RM responsible for the loan implementation.
• Subprojects funded by a multiproject loan: If subprojects are administered by
different divisions or RM, one PPR is prepared by each division or RM to cover each
subproject administered by the loan.
• Development finance institution loans: One PPR is prepared to cover all participating
financial institutions and banks.
3. A unique serial number is automatically generated for each PPR. Projects funded by blended
loans (ordinary capital resources and Asian Development Fund) and supplementary loans show only one
number in the divisional summary, which corresponds to the serial number assigned to the PPR.
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Refer to OM section J1/BP (Project Performance Management System) on use of the design and monitoring
framework in loan, grant-funded and technical assistance projects.