ASYCUDA++ IMPLEMENTATION GUIDE Ó UNCTAD - SITE (V1.15) B.12 Potential Risks to Project Success Underestimating Tasks and Timetables. Planning   the   time   required   for   any   project   is   often   underestimated.   It   is   a   fact   in   project management that the time invested in ensuring that project plans are complete as well as possible is repaid many times over in time savings during the project life cycle. It is always a risk in the user country that the pressure to show quick results leads to incomplete planning and underestimating timeframes. The result of this is to increase the risks of delays, which in turn sap user confidence and result in cost overruns. High Level Commitment. A potential cause for failure is the lack of Senior Customs Management commitment to the reform of Customs. Without a strongly motivated and committed national team the project will not succeed. Team Selection. It  is  extremely  important  that  the  project  team  have  a  sufficient  number  of  fully  committed  and qualified national Customs and computer experts to work full time from the beginning of the project. Failure to provide a competent team who can take charge of the implementation of the project will jeopardise  the  project  and  successful  skills  transfer  will  not  be  possible.  Reassigning  staff  during the life of project is a common problem and must be avoided wherever possible. Automating Current Procedures. Automating current procedures should not be attempted.  Part of the implementation of ASYCUDA is a thorough analysis of user requirements to ensure the most efficient procedures and document flow  to  compliment  the  introduction  of  automation.  Any  developments  running  concurrent  to  the implementation of ASYCUDA must be integrated into and be consistent with the project objectives. Failure to link Project Objectives to Government and Customs Strategies This will lead to conflict in priorities and resource allocation. This aspect is particularly important in the collection of business and trade statistics to relevant government and business authorities. Management Process. The implementation process must be clearly documented and all parties to the project must submit realistic  project  work  and  plans.  Regular  progress  reviews  against  these  plans  is  essential  to  the success of the project. Change Management. ASYCUDA   will   bring   substantial   change   to   the   internal   Customs   procedures   particularly   to declaration  processing  including  assessment,  accounting  and  examination  processes.  Unless  a well-managed   strategy   is   in   place   to   address   this   change   the   project   could   fail   due   to   the unwillingness of users to accept these changes. Refurbishment of Customs Premises. Customs  offices  need  to  be  physically  adapted  to  the  requirements  of  the  new  computerised environment. Basic needs include air conditioned offices with uninterrupted power supply that are efficiently secured and separated from public areas reserved for agents and brokers. Project Experiences Contact UNCTAD for details on availability of copies of individual reports and reviews of ASYCUDA implementations.