Abstract

Slippage of projects particularly in the water and infrastructure sector is a common occurrence. The activity networking techniques initiated in the USA in the 1950s gained large popularity. This was followed by introduction of computer and numerous software on network analysis aiming at effective project control. While these techniques are helpful the real problem of controlling the project slippage still remains largely unsolved. The author is involved in further research in this area. It is felt that arresting project slippage would be largely possible with improvisation and innovation of the techniques already in use. The shortcomings are not so much on the available methods but on their effective application to derive the desired result. An effective control comes from the management process #x2013; the individuals, the team and the implementation of proper controls and procedures.