Implementation/ Execution

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 Plan Execution
/Implementation
• During this phase of the project, the project
manager is focused on facilitating the team
members to complete the actual project work.
• To accomplish this, project managers often need
to work on getting the project staff to function as
a team to complete the tasks in the work plan.
• The execution phase of the project usually takes
the most time and resources to complete.
• Therefore to execute the project means to
integrate people and other resources to carry out
the project plans for the project.
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 Project Plan Execution
/Implementation
• When the project is under way the project
manager’s focus shifts to two key goals:
• Making the project happen, and
• Monitoring and measuring progress to ensure that the
project stays on track.
• Implementation begins with the formation of the
project team and follows with the scheduling and
assignment of work packages

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 Project Plan Execution
/Implementation
• Implementation is the carrying out or execution of a
plan, a method or any design for doing something.
• As such, implementation is the action that must
follow any preliminary thinking in order for
something to actually happen.
• Project execution is defined as “coordinating people
and other resources to carry out the (project) plan.”
Project Management Institute, 2000
• Implication: producing the project deliverables.

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 Plan Execution
/Implementation
• Both project plan execution consists of
primary and secondary processes.
• Primary process: the execution
• Secondary processes: The three most
important secondary processes are work
authorization, and information collection and
distribution

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 Implementation
• Implementation of a project is about leading and
motivating people, and coordinating human and other
resources to carry out the plan.
• PMBOK (2000:35) describes the processes involved in
the execution of a project as:
• Project plan execution—performing the activities on the plan.
• Quality assurance—evaluating the overall performance of the
project to meet relevant quality standards.
• Team development—developing individual and group
skills/competencies to enhance project performance.
• Information distribution—making needed information
formation available to project stakeholders in a timely manner
• Some others suggest also:
• Stakeholder management—working with stakeholders as the
project unfolds, shoring up their commitment, responding to
their concerns and monitoring any shifting alliances

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 How to Start

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 Start Up Workshop
• A workshop can be held at different stages
• At a start of execution stage an initiation or kick-off
meeting.
• Main Objectives
• Gain commitment and build team spirit
• Ratify earlier project definition
• Plan the current stage
• Prepare preliminary plans for execution
• Conduct a stakeholder analysis
• Prepare preliminary estimates
• Access risk and develop risk reduction strategies
• Start work promptly
• Agree a date for reviewing the stage deliverables
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 Workshop Attendees
• The workshops should be attended by key
managers, including:
• The project sponsor
• The manager of the current stage
• The manager designate of future stages, especially
execution
• Key functional managers whose groups are impacted
by the project, including technical managers, user
managers, and resource providers
• A project support office manager
• A facilitator

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 Workshop Agenda
• A typical agenda for a workshop is
1. Review the current project definition
• Purpose, scope, and outputs of the project
2. Define the objectives of the current stage
3. Determine the success criteria of the project and the
current stage
• Set a project mission
• Prepare a milestone plan for the current stage
• Prepare a responsibility chart against the plan
• Estimate work content and durations for the work
packages
• Schedule the work packages
• Define the quality objectives of the current stage
• Assess risk and develop reduction strategies
• Prepare initial activity plans
• Prepare a management and control plan
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 How to proceed?

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Implementation and
Monitoring
• Three major undertakings
• Ensuring quality implementation of the
program
• Following up additional opportunities
• Effectively documenting and
communicating the program’s progress
• We can add Leadership, motivation
and teamwork

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Ensuring Quality Implementation
of the Program

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 Implementing the Action
•
Plan
Is the list of tasks outlined in the action plan
being used to guide implementation?
• Is the program running on, or close to, the time
frame?
• If there are delays, how are they to fit the overall
program?
• Is the program on, or close to, budget?
• If not, what changes need to be made and how will
they affect the direction of the program?

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 Ensuring effective
communication
• Maintaining clear roles and responsibilities
• Are the individuals involved clear about what the
program is trying to achieve? Is this evident in their
work?
• Are the people involved communicating effectively
with each other, the target group and the
stakeholders?
• Providing feedback to people involved with the
program

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Contingency Planning and
Action
• Assessing the situation and making
changes
• Are there problem(s) or delays with a
particular aspect of the program?
• What are the options for overcoming,
minimising or avoiding the problems or
delays?

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 Following up Additional
Opportunities

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Identifying opportunities to
raise the program’s role
• Have any opportunities occurred as a
result of the program's
implementation, or circumstances in
the wider community, which could
raise the program's profile?

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Maintaining support for the
program
• Have any changes occurred in the
organisational or wider environment which
reinforce the importance of the issue being
addressed by this program?
• Have any changes occurred which could
weaken management/external support
obtained for the program during the
planning phase?

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Identifying opportunities to broaden
the impact of the program

• Policy development
• Reorientation of
services
• Strengthening
community action

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Effectively Documenting and
Communicating the Program’s
Progress

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Documenting the Program’s
Progress
• Has the following information been
documented?
• Goals, Objectives, Strategies, Action
Plan
• Baseline data about the issue and
target group
• Performance Indicators
• Evaluation methods
• Has a system been set up to record the
program’s progress?

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Communicating the Program’s
Progress

• Are the Districts Health

Services/other equivalent
executives, stakeholders and target
groups being kept informed of the
program’s progress?

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 Leadership, motivation and
teamwork

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 Leadership, motivation and
teamwork
• Leadership, motivation and teamwork are
essential in creating successful project
outcomes.
• Leadership: clear vision, good people skills
and good process skills
• Motivation: building commitment and
creativity are essential.
• get people to execute their duties because they
want to, not because they have to
• Teamwork: interpersonal skills, working well
in groups and working to a common
purpose.
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 Thank You !

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