Gada International College

Department of AcFn business

management

Course Title
Project management

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 Chapter Five
Project management /

Implementation, Monitoring And

Evaluation
1
Objective of chapter
 After we learn this chapter we able to now
 understand concepts of project implementation
 Elaborate project management function
 Project planning
 Organizing and organization
structure
 directing and controlling
 List out pre-requestng of successfully project
implementation
 1.5 .Project implementation

•It is the stage the conclusions reached and decisions

made are put into action.
•In this stage, funds are actually disbursed to get the
project set up and running.
•Translating project plan into actual investment and
operation is one of the most critical and difficult task.
•No matter how sophisticated or detail the project
preparation work, it has no value unless it is transformed
into action or implemented.
 Cont…

•Implementation can be defined as a project stage which

covers the actual development or construction of the
project up to the point at which it becomes fully
operational
•Implementation stages begins immediately after the final
decision on the project.
•While in earlier stages of project planning there was more
thinking and less action, in this stage more actions and
less thinking is needed.
5.2 Project Management

 Project management can be defined as a coordination of

group activity, manager plans, organizes staffs, directs,
and controls to achieve an objective with constraints on
time, cost and performance of the end product.
 A discipline that will support the planning,
implementation, tracking, and control of projects.
 Project management function
 Project Management include Planning ,Organizing,
Directing and Controlling activities
1. Planning involves deciding what has to be done when and by
whom
 The resource need to be organized through activities such as
procurement and recruitment.
 Directing (authorizing) the planned activities towards a coherent
objective is also a major management role.
 The activities also need Control to ensure that they fit within the
limit (financial, time) set.
Project planning
 In project management the first function happened to
be project planning.
 The project planning will try to address questions like,
 what has to be done ?
 Who is going to do it?
 When each activity will be done?

 The plan is the basis for estimating the resource requirement

 Plan as a working tool used to help decision making and
guide future activit.
Dimension of Planning

 Mechanism for successfully complete project along

those three critical dimensions:
1. Quality dimension of planning
 It is concerned with the way to ensure that the output
of the project will perform what it is supposed to do.
2. Time dimension
 to finish project with in short time possible.

3. Cost dimension
 Cost minimization and maximize benefits
 Areas of project planning

 Comprehensive project planning covers the following:

 Planning the project work and time
 Activities of project should be spelt out in detail,

properly scheduled and sequenced.

 Planning the man power and organization
 All forms of manpower required for project

managers, technologist, operators, and others.

 Responsibilities of each man power in project.
 Cont’d….
 Planning the money
 Amount of money needed for undertake

project activities .
 Planning the information system
 Information required for monitoring the

project must be defined.

 Project Planning (cont…)
Tools of Planning
 There are a number of tools that can be used to communicate
the project plan.
 Mostly graphical representation is found to be easy to
understand.
Some of the tools commonly used are
1.Bar chart or Gantt chart
This is the oldest formal planning tool
 This is also called Gantt chart or the multiple activity charts.
 This is a pictorial device in which activities are represents by a
horizontal bar on the time axis
 Project Planning (cont…)
Activity Time in week (months) or even days
Jan Feb Mar. April May

37 days
Activity 1
30 days
Activity 2
41 days

Activity 3
45 days

Activity 4 58 day
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 Project Planning (cont…)
Merit of Gantt chart
 It is simple to understand
 Can be used to show progress
 Can be used for man power planning
Limitation of Gantt Chart
 It can not show interrelationship among activities on large
and complex projects

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 Project Planning (cont…)
Net Work technique:
 These are more sophisticated than the traditional Gantt chart.
 Here the activities, events and their interrelationships are represented. by a net
work diagram.
 This also called an arrow diagram

 Activity A run from event 1 to event 2 by itself.

 Activity B can not be started until activity A is completed.

1 B
3
A 2

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Project Planning (cont…)
This can be expanded to include more activities
B

3
41 days
A
C
1 2
7days 29 Days 4

5
62 days
Project Planning (cont…)
E
4 60 days

F H
5 7 8
55 days
55 days

G
6 68 days
 Project Planning (cont…)
Advantage
 It handle inter-relationship among project activities
 They identify the activities which are critical to the completion
of the project on time
 It can handle very large and complex projects

Limitation
 They are not easily understood .
 They do not define an operational schedule which tells
who does what

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Project Planning

 Adequate planning leads to the correct completion

of work

If you plan the work . .. . . . you plan for

success!
 Inadequate planning leads to frustration towards the
end of the project & poor project performance.

 “If you plan for nothing – you will surely get there”

Project Start
Project End
Project plan and scheduling
 A project plan is an extensive document that
includes project risks, budget, organization, scope,
goals, objectives, and also project schedule.
 project schedules is forecasted dates and
sequences of the project activities.
 A plan focuses on the entire deliverables and
processes,.
 project schedules focus on the project activities,
start and finish dates, and dependencies
 Project organization
 Organizing: arranging appropriate resources
such as capital, material and human resources to
perform the project work.
 Role of project manager
 The project manager also assigns responsibility
and delegate’s authority to specific individuals
for the various tasks.
 Project Organization
 The traditional form of organization is a functional
division of management and a well-defined
hierarchical structure. Typically, a firm is organized
into various departments such as,
 Production Department
 Purchasing Department
 Marketing
 Finance
 Human resource
 Engineering (maintenance)
 Research and Development
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 Project Organization (cont…)
Some of these departments have a line function and other
a staff function
Line managers have the principal responsibility for achieving
the goal of the firm and are vested with decision making
authority.
Staff Managers primarily serve in an advisory capacity
(supportive function).
.

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 Some of the most important project organizational
forms are;
 Line Staff organization
 Divisional organization

 Matrix Organization

A) Line staff Organization

 In this form of organization, a person is appointed with primary
responsibility of coordinating the work of the people in the functional
department.
 The project coordinator does not have authority and direct
responsibility of the line management.
 He serves as an assistant to chief executive
 Project Organization (cont…)
Chief
Executive

Project
Coordinator

Personnel Technical Finance Purchasing

Department Department Department Department

Constructio Maintenanc
n e 26
 Project Organization (cont…)
B) Divisional Organization
 Under this form of organization a separate
division is set up to manage and control the
project.
 It is headed by the project manager
 In general, this form of organization implies the
creation of a separate goal oriented division of the
company with its own functional department.
 This is strong form of project organization and it
facilitate
 the process of planning and control, 27

 brings about better integration of efforts

 3. Matrix Organization
 The matrix form of organization seeks to achieve
the twin objective of efficient use of resources
and effective realization of project objectives.
 In a matrix organization, the personnel working on
the project have a responsibility
 to their functional superior and

 to the project manager

 That means the authority is shared between the

project manager and the functional manager .
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 Project Organization (cont…)

The matrix form of organization is not similar to the

traditional organizational theory.

In such form of organization,

 There is dual subordination
 The hierarchical principle is ignored

These all implies that the matrix form of organization

involves greater organizational complexity and creates
conflict situation
It may also cause some confusion to those who are used to a
single reporting relationship.
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 Project Direction
 Project direction refers to the use of authority to carry out the
activities of the project on the desired time.
 Authorizing the implementation of the plan would constitute
project direction.
 Which means executing body or individuals will be
compelled to strictly follow the plan.
 In general, if authorization is not there, plan and
schedule may not work and the whole effort will be
changed into unnecessary paper work.
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 Project controlling
 Controlling: is critical if we are to use our
limited resources wisely.
 Project team members monitor the progress of their
assigned tasks and regularly provide data on
progress, schedule, and costs.
 If actual progress falls behind planned progress or
unexpected events occur, the project manager takes
immediate action.
 Project Monitoring , Evaluation and
Controlling
 Monitoring;- Refers To An Organized Process Of
Overseeing And Checking The Activities Undertaken
In A Project, It Is Capable Of Achieving The
Planned Results Or Not.

 Controlling Projects-controlling Makes Such

Information Available To Decision-makers

 Evaluation ;-it is Process That Compare The

Success Of The Project In Meeting The Objectives
 Cont’d…..
 Monitoring is the collection, recording, and
reporting of project information that is of
importance to the project manager and other
relevant stakeholders.
 Control uses the monitored data and
information to bring actual performance
into agreement with the plan.
 5.5. Human aspects of project management
Human aspects of project management refer to the elements of a
project that involve the people involved in its planning, execution,
and completion. These aspects include:
1.Leadership: Effective project management requires
skilled leaders who can provide direction, motivation,
and guidance to the project team.
2.Teamwork and collaboration: Projects often involve
individuals from different backgrounds and expertise.
3. Communication: Clear and effective communication is
crucial for project success. Project managers must be skilled
communicators who can convey information, expectations, and
 Project Monitoring , Evaluation and
Controlling
4. Conflict resolution: Conflicts can arise within a project

due to differences in opinion, scarce , or resource allocation.
 A project manager must be adept at identifying and
resolving conflicts fairly.
5 .Motivation and engagement: Keeping team members
motivated and engaged throughout the project is essential.
6. Emotional Intelligence: Understanding and managing
emotions effectively is key to building relationships, managing
conflicts, and creating a positive work environment.
 Emotional intelligence enables project managers to
 Pre – requisites for Successful Project
Implementations
 Successful project implementation requires careful
planning and preparation. Here are some pre-requisites
that can increase the likelihood of project success:
1. Clear Project Objectives: Clearly defining project
objectives is essential for project success.
1. Project objectives should be specific, measurable,
achievable, relevant, and time-bound (SMART)
2. Robust Project Planning: A well-planned project lays the
foundation for successful implementation.
 Project planning includes defining project scope, identifying
tasks and deliverables, allocating resources, setting timelines,
and creating a detailed project plan.
3. Adequate Resources: Adequate resources are essential for
successful project implementation.
4. Stakeholder Engagement: Engaging stakeholders is
crucial for project success. Stakeholders include project
team members, sponsors, customers, users, and suppliers