UNIT FIVE

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 Mgt. Issue Mgt. Quality Mgt Change Mgt

Perform
Comm.
Build Monitor & Mgt
Deliverables Control

Perform Perform Perform Perform

Time Mgt. Cost Mgt Procuremen Acceptance
t 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.
QUESTION
1. One is not the knowledge area of project management
 A. Time management

 B. Quality management

 C. Scope management

 D. Issue management

 E. None
 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.
QUESTIONS
1. Organising is the means by which:
A. the right things are done
B. in the right place
C. at the right time
D. in the right way
E. All
F. None
 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.
 DISCUSSION
 1. Discuss the mechanisms to motivate a project teams
 2. Discuss the management process of project execution