PROJECT

IMPLEMENTATION
INTRODUCTION
☻This part discusses the critical stage in project
management, which is the implementation of
project and monitoring project progress to
ensure that the project is performing according to
plan.

☻Project management changes from stimulating

the initial action to monitoring and reviewing
it in order to control the project’s progress.
PROJECT IMPLEMENTATION
☻The execution phase is typically the longest
phase of the project (in terms of duration). It is
the phase within which the deliverables are
physically constructed and presented to the
customer for acceptance.
☻To ensure that customer’s requirements are
met, the project manager monitors and
controls the activities, resources and
expenditures required to build each deliverable
throughout the execution phase.
☻A number of management processes are also
undertaken to ensure that the project proceeds
as planned.
 PROJECT IMPLENTATION…CONT’D
Build Deliverables
◙ This phase requires the physical construction of each
deliverable for acceptance by the customer.
◙ The actual activities undertaken to construct each
deliverable will vary, depending on the type of project
(e.g. engineering, building development, computer
infrastructure or business process-reengineering projects).
◙ Deliverables may be constructed in a ‘waterfall’ fashion
(where each activity is undertaken in sequence until the
deliverable is finished) or an ‘iterative’ fashion (where
iterations of each deliverable are constructed until the
deliverable meets the requirements of the customer).
 PROJECT IMPLENTATION…CONT’D
◙ Regardless of the method used to produce
each deliverable, careful monitoring and
control processes should be employed to
ensure that the quality of the final deliverable
meets the acceptance criteria set by the
customer.
 PROJECT IMPLENTATION…CONT’D
Monitor & Control
۩ Whilst the Project Team physically producing each
deliverable, the Project Manager implements a
series of management processes to monitor & control
the activities being undertaken.

۩ Each management process follows:

 PROJECT IMPLENTATION…CONT’D
Project Execution Activities
Perform
Phase Review
Perform Perform Perform Perform
Risk Issue Quality Change
Mgt. Mgt. Mgt Mgt
Perform
Comm.
Build Monitor Mgt
Deliverables & Control

Perform Perform Perform Perform

Time Cost Procurem Acceptance
Mgt. Mgt ent Mgt Mgt
 PROJECT IMPLENTATION…CONT’D
(1) Time Management
☻ Time management is the process within which
time spent by staff undertaking project tasks is
recorded against the project.
☻ As time is a scarce resource on projects, it is
important to record the time spent by each
member of the team on a Timesheet to enable the
project manager to control the level of resources
allocated to a particular activity.
☻ A Timesheet register provides a summary of the
time currently spent on the project and enables
the Project Plan to be kept fully up-to-date.
 PROJECT IMPLENTATION…CONT’D
(2) Cost Management
☻Cost management is the process by which costs
(or expenses) incurred on the project are formally
identified, approved and paid. Expense forms
are completed for each set of related project
expenses such as labor, equipment and
materials costs.
☻Expense forms are approved by the Project
Manager and recorded within an Expense
Register for audit purpose.
 PROJECT IMPLENTATION…CONT’D
(3) Quality Management
◙ Quality is defined as “the level of conformance
of the final deliverable to the customer’s
requirements”.
◙ Quality Management is the process by which
the quality of the deliverables is assured and
controlled for the project, using Quality
Assurance and Quality Control techniques.
◙ Quality reviews are frequently undertaken
and the results recorded within a Quality
Register.
 PROJECT IMPLENTATION…CONT’D
(4) Change Management
♣ Is the process by which changes to the project’s scope,
deliverables, timescales or resources are formally
defined, evaluated and approved prior to
implementation.
♣ A core aspect of the PM’s role is to manage change
within the project successfully. This is achieved by
(1) understanding the business & system drivers requiring the change,
(2) documenting the benefits and costs of adopting the change, and
(3) formulating a structured plan for implementing the change.
♣ To formally request a change it is often necessary to
complete a Change Form. The change request details
may then be recorded within a Change Register.
 PROJECT IMPLENTATION…CONT’D
(5) Risk Management
☺Risk management is the process by which risks
to the project (e.g. to the scope, deliverables,
timescales, or resources) are formally identified,
quantified and managed during the project.
☺A project risk may be identified at any stage of
the project by completing a Risk Form and
recording the relevant risk details within the
Risk Register.
 PROJECT IMPLENTATION…CONT’D
(6) Issue Management
♠ Issue management is the method by which
issues currently affecting the ability of the project
to produce the required deliverable are formally
managed.
♠ After completion of an Issue Form (and logging
the details within the Issue Register), each issue
is evaluated by the PM and a set of actions
undertaken to resolve the issue at hand.
 PROJECT IMPLENTATION…CONT’D
(7) Procurement Management
♠ Procurement management is the process by which
product is acquired from an external supplier.
♠ To request the delivery of product from a supplier,
a Purchase Order must be approved by the PM
and sent to the supplier for confirmation.
♠ The status of the purchase is then tracked using a
Procurement Register until the product has been
delivered and accepted by the project team.
 PROJECT IMPLENTATION…CONT’D
(8) Acceptance Management
♣ Acceptance management is the process by which
deliverables produced by the project are reviewed
and accepted by the customer as meeting his/her
specific requirements.
♣ To request the acceptance of a deliverable by the
customer, an Acceptance Form is completed.
♣ The Acceptance Form describes the criteria
from which the deliverable has been produced
and the level of satisfaction of each criterion
listed.
 PROJECT IMPLENTATION…CONT’D
(9) Communications Management
◘ Communications management is the process by
which formal communications messages are
identified, created, reviewed and communicated
within a project.
◘ The most common method of communicating
the status of the project is via a Project Status
Report.
◘ Each communication item released to the
project stakeholders is captured within a
Communications Register.
 PROJECT IMPLENTATION…CONT’D
Perform Phase Review
◙ At the end of Project Execution Phase, a
phase review is performed.
◙ This is basically a checkpoint to ensure that
the project has achieved its stated objectives
as planned.
PROJECT IMPLENTATION…CONT’D
Planning for Implementation
☻Implementation is the process of turning the
system over to the user.
☻The two prime activities in implementation are:
(1) installing the system in the user’s environment and
(2) training the user to operate the system.
☻Plans and resources for the implementation
stage must be developed in advance so that
implementation can begin as soon as system
fabrication is complete.
 PROJECT IMPLENTATION…CONT’D
Planning for Implementation
☻Once the detailed planning and risk
assessments have been carried out, we are
ready to bring together our implementation
plan.

☻A typical implementation plan, including

diagrams and charts where appropriate, will
contain:
PROJECT IMPLENTATION…CONT’D
→ a description of the background to the project
→ its goals and objectives in terms of intended
outputs and/or outcomes
→ the resource implications (budget, personnel –
including any training requirements–and facilities)
→ the project schedule
→ how action will be taken and by whom
→ a description of how the project will be managed
→ the reporting and review arrangements
→the evaluation plan – how success will be measured
→ the risks and contingency plans.
 PROJECT IMPLENTATION…CONT’D
Getting Organised
♥ In order to succeed in project implementation
we need
 basic skills and knowledge on getting organised,
 building and defining team responsibilities,
 motivating and preparing project teams, and
 resourcing the project.
♥ Getting organised is the first step in bringing
together the right combination of human,
physical and financial resources to successfully
undertake planned activities.
 PROJECT IMPLENTATION…CONT’D
♣ Organising is the means by which:
→ the right things are done (what)
→ in the right place (where)
→ at the right time (when)
→ in the right way (how)
→ by the right people (by whom).
 PROJECT IMPLENTATION…CONT’D
Building & Defining Team Responsibilities
 Though implementation action comes next to
project plan this does not mean that project team
will start working on project tasks as soon as the
plan is complete.
 If there are a number of different types of project
team, they may start and finish tasks at
different times.
 PROJECT IMPLENTATION…CONT’D
 Hence, when the work of one project team
depends on another having completed in time,
the relationships between the people in the
teams can have a profound influence on the
process, with the potential to add considerable
value or cause considerable risk.
 PROJECT IMPLENTATION…CONT’D
Target Dates
◘ The overall plan will clearly indicate the start
dates for each group of activities, or each task.
◘ A useful way of focusing activities on achieving
outcomes is to provide ‘milestones’; that is, clear
dates for completion of stages and of final
outcomes.
◘ Target dates ensure that progress is being made
towards attaining project outputs and purposes at
regular intervals during a project’s life. When the
last milestone is reached, we say that the project
has been completed.
PROJECT IMPLENTATION…CONT’D
Coping with Risks and Conflicts
◘ It is clear that when individuals work in team
there might be some misunderstandings and
uncooperative behavior.
◘ Many firms apply Performance Management
Processes as a tool to control misunderstandings
and uncooperative behavior.
◘ The first informal process is face-to-face contact
with the person misbehaving. However, if such
unpleasant behavior continues to disrupt
progress more formal procedure is needed to
bridge the gap in understanding and minimize
project risk.
 PROJECT IMPLENTATION…CONT’D
☺Conflict is a risk to the success of the project, but
it can be managed like any other type of risk – in
a controlled manner.
☺ From the beginning to the end project managers
need to identify the risks, analyze them, develop a
risk mitigation plan, and then monitor the risks.
 PROJECT IMPLENTATION…CONT’D
Motivating and Preparing Project Teams
 The ability of project team to perform tasks
effectively as a group determines the
project’s outcome.
 More importantly, motivation is important at
the start-up of a project. In resourcing the
project it may be useful to build in a reward
system that helps to motivate project team
members.
 PROJECT IMPLENTATION…CONT’D
How to Keep Project Team Motivated?
 Take the time to meet with and listen to team
members.
 Provide teams with specific and frequent
feedback about their performance, and support
them in improving their performance.
 Recognise, reward and promote high
performance; deal quickly with poor performance so
that they can improve and learn from mistakes.
 Provide information on how the organisation has
achieved or failed to achieve its goals.
 Involve teams in decisions, especially those
decisions that affect them.
PROJECT IMPLENTATION…CONT’D
 Give members of the team the opportunity to
grow and develop new skills.
 Provide team members with a sense of ownership
in their work and their working environment.
 Strive to create a work environment that is open,
trusting and fun.
 Encourage new ideas, suggestions and
initiatives.
 Celebrate individuals’ successes and take time
for morale building, team meetings and activities.
 PROJECT IMPLENTATION…CONT’D
Resourcing the Project
 Project works are usually disrupted if the
necessary materials and equipment are not
readily available.
 There is, more direct links between costs and
outcomes can be established by conferring
responsibility to achieve an outcome within the
budget, which in turn reduce the potential for
people to hoard resources against possible
contingencies.
PROJECT IMPLENTATION…CONT’D
 The basic process of resourcing a project includes
the following steps:
 Identify what is to be achieved
 Identify the skills and skill types required
 Identify the people available
 Assess their competence
 Identify any training required to overcome any
deficiencies in skill levels
 Negotiate with the resource providers
 Ensure that appropriate facilities and equipment
are available.
 PROJECT IMPLENTATION…CONT’D

◙ While the implementation plan is being prepared,

the contractor accumulates materials to enable
the user to learn about the system and how to
operate and maintain it.
◙ Simple systems require only a brief instruction
pamphlet and a warranty.
 PROJECT IMPLENTATION…CONT’D
◙ Complex systems require much more, such as:
● lengthy manuals for procedures, system operation,
repair, and service;
● testing manuals;
● manuals for training the trainers;
● training materials and simulators; and
● schematics, drawings, special tools, servicing, and
support equipment.
◙ Much of the information for these manuals is
derived from documentation accumulated during
the design stage.
PROJECT IMPLENTATION…CONT’D
♥ The final implementation plan should contain:
→ a user training plan and training schedule;
→ system installation plans (for installation, check
out, and acceptance of all central and remote
systems);
→ site preparation requirements and schedules
(addressing security, access, power, space,
equipment, etc.);
→ a conversion plan for phasing the old system out
and the new system in; and
 PROJECT IMPLENTATION…CONT’D
◙ The project manager:
♦ coordinates preparation of the implementation
plan,
♦ making sure that all key user and contractor
participants are involved or kept informed;
♦ make sure that activities are scheduled,
budgeted, and adhere to the project plan;
♦ make sure that approvals are obtained; and
♦ make sure that clear agreement is reached on
conditions governing project termination.
 INDIVIDUAL ASSIGNMENT !
 1. How to motivate a project teams ?
 2. Discuss the management process of project
execution