1.
Assignment
on
“Major Engineering Projects: Governance, Risk and Scope” for the
Jamuna Multi-purpose Bridge (“Bangabandhu” Bridge)
A Specialization Course of the University of Leeds
Morshed Denar Alam Manna
INFRASTRUCTURE DEVELOPMENT SPECIALIST
Monitoring & Evaluation of Urban Resilience Project
Planning Commission, Bangladesh

2.
Overview in a glance..
 Jamuna multi-purpose bridge (aka “Bangabandhu” Bridge) is the 6th
longest bridge in South Asia and 11th longest in the entire world.
 The bridge links the eastern and western parts of Bangladesh.
 International Gateway-South Asian Highway and Trans-Asian Railway.
 Multiple Purposes and economical perspective:
 Car and truck transportation
 Rail transportation
 Electrical transmission lines
 Natural gas conduits
 Integrated telecommunication links

3.
Overview in a Glance…
 Jamuna Multi-purpose Bridge is a “box girder” bridge made with
pre-stressed concrete.
 Main bridge crossing is 4.8 km long, but its overall length is 5.63
km. The width of the bridge deck is 18.5 meters.
 47 main spans of ~ 100 meters high with 2 endspans of ~ 65
meters.
 Connected to the bridge from E & W approaches are viaducts, all
12 spans of 10 meters with transition spans of 8 meters.
 Designed to support dual two-lane auto and truck lanes, a railway,
and other logistical functions.

4.
Overview in a Glance…
❖ There are 5 principal components of the Project:
1. Construction of 4-lane Bridge with shoulders and foundation
adequate to carry a 1 meter gauge railway line in the future.
2. Construction of 2 viaducts with east and west approach roads.
3. Construction of two guide bundles (east & west of river).
4. Program to prevent or mitigate negative environmental or social
impacts or effects caused by the Project.
5. Technical assistance and capacity-building / training.

5.
Overview in a glance..
The bridge contractors were as follows:
Main bridge construction: Hyundai Engineering and Construction, Korea;
Approach roads construction: Samwhan Corporation, Korea;
River training works: HAM-Van Oord ACZ Joint Venture, The Netherlands;
Rehabilitation of east flood embankment: AML-Monico, Bangladesh.
Construction management services were provided by the following firms:
For the purpose of providing overall supervision of the project, the Jamuna
Multipurpose Bridge Authority (JMBA) was formed, consisting of a joint team
of Bangladeshi and international experts.
Construction Supervision Management Consultants:
 Rendel Palmer and Tritton (U.K.)
 NEDECO (The Netherlands)
 Bangladesh Consultants Limited
 Halcrow, Price Waterhouse (U.K.)
 Engineering Planning Consultants (Bangladesh)
 Rahman and Huq Associates (Bangladesh)

6.
Summary of Cost and Timely Performance of the Project
Project cost (in US$ millions)
Appraisal
(estimate)
Actual
Civil Works 517.53 555.07
Consulting Services 27.00 29.70
Others 52.50 60.49
Contingencies 99.15 108.47
Total Cost 696.00 753.73
Project Duration
Projected Time Actual time
4 years (June 1994 - June 1998) 4 years (same)

7.
Financing Plan (in US$ millions)
Donor/Financier
Appraisal
(estimate)
Actual
ADB 200.00 206.99
World Bank 200.00 199.11
OECF 200.00 200.00
The Government 96.00 147.63
Total Cost 696.00 753.73
Loans carry a low (“concessional”) rate of interest from
the World Bank (0.75% per annum); ADB and Gov’t of
Japan loans (1% per annum) are repayable over 40 years
with a 10-year upfront grace period.

8.
Stakeholder list
.Owner: Gov’t of Bangladesh (Ministry of Transport)
Client: Bangladesh Bridge Authority (R&H Dep’t)
Contractor: Hyundai-Samwhan-HAM-Van Oord
ACZ-AML-Monico
Consultants:
Construction Supervision Consultant:
Rendel-Tritton-NEDECO-BCL
Management Consultant:
Halcrow-EPC-R&H Associates.
Panel of Experts (POE):
Six International and 3 National experts assist the client and co-
financier with technical and environmental monitoring of Project.
Project Monitoring Committee (POE):
Members from co-financiers and Jamuna Multipurpose Bridge
Authority (JMBA)
Independent Review Panel (IRP)
Review status of Revise Resettlement Action Plan (RRAP)
and Environmental Management Action Plan (EMAP)
Co-financier: IDA-WB, ADB, OECF-
JAPAN
Project Affected Persons (PAPs): To be
determined (tbd)
Local Politicians: tbd.
Local NGOs & INGOs: tbd.
Community Groups &Volunteers: tbd

9.
Categorizes of Stakeholders
.
Stakeholders
High power,
low interest
High power,
high interest
Low power,
high interest
Low power,
low interest
Owners 
Clients 
Contractors 
Consultants 
Panel of Experts (POE) 
Independent Review Panel (IRP) 
Co-financiers 
Project Affected Persons (PAPs) 
Local Politicians 
NGOs & INGOs 
Community Groups & Volunteers 
Media 

10.
Governance
 Benchmark UNDP policy paper, “Good Governance for
Sustainable Human Development” listed 8 elements:
 participation
 rule of law
 transparency of information
 responsiveness
 consensus orientation
 equity
 effectiveness and efficiency
 accountability and strategic vision.

11.
Governance Challenges for the project
3 major challenges for Good Governance of any project:
1. Corruption: a global phenomenon, not endemic to Bangladesh.
However, “speed money” is commonly used to reach
resettlements.
2. Ensuring Compliance : Inadequate legal recourses re: the basis of
land acquisition procedures/rights.
3. Leadership: responsiveness and consensus-based orientation
among local leaders is uneven.

12.
Risk Register
.
Risk no. Risk description Correlation Ownership Severity Likeli- hood Impact
Mitigation
no.
Mitigation description Ownership Risk Comments
1
Improper project planning,
Scheduling and budgeting
Delays in project
completion and cost
overrun
project (Operational). 3 5 15 1
Appoint Monitoring &
Evaluation Team
business unit
(Tactical/Bundle)
Budget might
over run
2
Conflicts among design
team meamber
Delays for checking and
vetting
project (Operational). 2 1 2 2
Adopt 3 tire vetting
system by design cell of
Project (Operationl)
project
(Operational).
Extra time for
vetting
3
Staff do not have sufficient
knowledge about the
subject matter
Delays in abrosption and
knowledge transfer
project (Operational). 2 1 2 3
Capacity Buildig by
Local and International
Training and Workshop
project
(Operational).
Budget might
over run
4
Difficulties in obtaining
opinions and permits
Delays in approval
business unit
(Tactical/Bundle)
2 1 2 4
Form high powerd
Technincla and Steering
committee for progress
review
strategic/corpora
te (Portfolio)
N/A
5
Lack of acceptance by
Business unit of design
proposal
Delays in approval
business unit
(Tactical/Bundle)
3 5 15 5
Adopt 3 tire vetting
system by design cell of
Project (Operationl)
project
(Operational).
Extra time for
vetting
6
Acceptance of unrealistic
deadline in contract
Lose of extra time and
money
business unit
(Tactical/Bundle)
4 9 36 6
Appoint Contract
Management Specialist
project
(Operational).
N/A
7 Change of top management Delays in approval strategic/corporate (Portfolio) 2 1 2 7
Form high powerd
Technincla and Steering
committee for progress
review
strategic/corpora
te (Portfolio)
N/A
8
Delays in getting approval
of Main Deliverables
Need project extention strategic/corporate (Portfolio) 4 9 36 8
Form high powerd
Technincla and Steering
committee for progress
review
strategic/corpora
te (Portfolio)
N/A
Information
Risk number to identify risks clearly when communicating with others
Risk description to state what is included in this risk
Correlation any link with other risks which may be more or less likely to occur if the risk occurs.
NB: in financial publications correlation means the link between Risk and Profit
Ownership the party which can control or manage the risk
Severity usually on a scale such as 1-5
Likelihood usually on a scale similar to severity 1-5
Impact Severity × Likelihood
Mitigation number for identification
Mitigation description other than measure and the extent of the mitigation
Ownership the party which controls or manage the risk
Risk any new or modified risk associated with the mitigation
Comments any further information
A colour coding system, red, yellow and green for example, could be used typically based on impact.

13.
Breakdown of Project Scope.
Planned Scope
Actual
Scope
1. Construction of four-lane bridge of 4.8 km length Same as left
2. Construction of 2 approach roads:
• 16 km on the east side, connected to national route No.4
• 14 km on the west side, connected to national route No.5 Same as left
3. Implementation of river control work:
a. Construction of 2.2-km river control embankments on both banks
b. Construction of flood prevention embankments on the east side
a. 3.07 km for the
east bank and 3.26 km
for the west bank
- b. 1.7 km
4. Consulting services: 2,570 M/M Same as left

14.
Lessons Learned
 In developing countries, political willingness & commitment of leaders in gov’t is
one of most important parameters to successful implement a mega-project.
 International funding and support play a major role in dev’t of infrastructure
facilities IF a strong communication link exists between local gov’ts and donors.
 Consultants and contractors need to have technical experience and skills to execute
a megaproject. Selection should be very competitive and based on merit and cost.
 Strong communication and accountability among project participants significantly
helps keep the project on the right track.
 Local gov’t should ensure participation by local affected people as well as ‘outside’
NGOs to avoid social unrest and backlash.

15.
Recipe for Success
❖ Analyze key data, and make a plan, but keep it simple;
❖ Communicate clearly and directly;
❖ “Get on with things,” then re-evaluate progress;
❖ Minimize bureaucracy, and stay focused;
❖ Innovate and improve continuously; and
❖ Learn from each other's mistakes openly.

16.
Reasons for Similarity between Planned and Actual Performance
Project was implemented very close to plan at appraisal. Major achievement
considering the size and complexity of Project and difficult work environment.
8 major factors contributing to success:
1. Advanced design, pre-qualification and recruitment of contractors, efficient procurement of
civil works, and timey Gov’t approvals.
2. Clear development objectives with well-defined project components
3. Government's strong sense of ownership / commitment; adequate funding & human resources
4. Good partnerships and clear roles among Project's 3 funding agencies;
5. Good implementation arrangements and strong coordinating / executing agency with
consultants' technical assistance / inputs
6. Strong supervision and project management oversight with adequate resources
7. Early identification of social & environmental mitigation measures, and

17.
CONCLUSIONS
 Project was a success because it was well-planned and implemented
by a team with the necessary work experience and a “track record”
of previous similar successes.
 Good example of local participation combined with a team of
international experts executing the Project. This helped train &
transfer knowledge, tools, and skills to local engineers.
 Equipment: most of the heavy and specialized equipment was
imported from Korea. The GoB ensured timely delivery of equipment
by providing special inducements to the contractors, such as relaxed
import procedures , taxes and duties.

18.
REFERENCES
Huq, M. (2002); Jamuna Bridge: Whose benefit?, prepared for GEF Study Group
Session of the Jamuna Char Integrated Development Project (JCDP), Dhaka.
Jamuna Multipurpose Bridge Authority (JMBA); 2002 at
http://www.citechco.net/jmba/, September 3, 2002.
“Management Response From Inspection Panel” of World Bank Group.
(2002).
South Asia Brief at http://worldbank.org/sar/sa.nsf, September 3, 2002.
“Project Completion Report” of Asia Development Bank