Implementation
The
Implementation 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 the customer's requirements are met, the Project Manager monitors and
controls the activities, resources and expenditure required to build each
deliverable throughout the implementation phase.“Implementation is the carrying
out, execution, or practice 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.”
Monitoring
implementation asks the fourth key question "What happens when we
do?"
Implementation is the stage
where all the planned activities are put into action. Before the implementation
of a project, the implementers should identify their strength and
weaknesses (internal forces), opportunities and threats (external forces).
The
strength and opportunities are positive forces that should be exploited to
efficiently implement a project. The weaknesses and threats are hindrances
that can hamper project implementation. The implementers should
ensure that they devise means of overcoming them.
When
implementation of the project is not on target, there is a need for
the project managers to ask themselves and answer the question, "How best
do we get there?"
Summary of the Relationship:
The above
illustrates the close relationship between monitoring, planning and
implementation. It demonstrates that:
o Planning describes ways which implementation and monitoring should
be done;
o Implementation and monitoring are guided by the project work plan;
and
o Monitoring provides information for project planning and
implementation.
There is
a close and mutually reinforcing (supportive) relationship between planning,
implementation and monitoring. One of the three cannot be done in isolation
from the other two, and when doing one of the three, the planners and
implementers have to cater for the others.
Action carried out in this stage:
A number
of management processes are also undertaken to ensure that the project proceeds
as plan need.
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
re-engineering 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).
Regardless of the method used to construct 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.
Monitor
and Control
Whilst
the Project Team is physically producing each deliverable, the
Project Manager implements a series of management processes to monitor and
control the activities being undertaken.
What do we mean by project monitoring?
It means
to keep a careful check of project activities over a period of time.
Monitoring
is important at this implementation phase to ensure that the project is
implemented as per the schedule. This is a continuous process that should be
put in place before project implementation starts.
As such,
the monitoring activities should appear on the work plan and should involve all
stake holders. If activities are not going on well, arrangements should be made
to identify the problem so that they can be corrected.
Why should we monitor a project?
Surely if
everyone is doing their best, things will go well?
To work
to its full potential, any kind of project needs to set out proposals
and objectives. Then a monitoring system should be worked out to keep a check
on all the various activities, including finances. This will help project staff
to know how things are going, as well as giving early warning of possible
problems and difficulties.
Monitoring
is also important to ensure that activities are implemented as planned. This
helps the implementers to measure how well they are achieving their targets.
This is based on the understanding that the process through which a project is
implemented has a lot of effect on its use, operation and maintenance.
How can a project be monitored?
1. Keep it simple
Remember…
monitoring is meant to be a help to good project management and not a
burden.
2. Objectives
Work
out clearly at the beginning the objectives of the project, including a
budget of the likely cost (expenditure).
3. Plan the activities
o what needs to be done
o when it should be done
o who will be involved in doing it
o what resources are needed to do it
o how long it will take to do
o how much it will cost.
4. Monitoring
Work out the most appropriate way of monitoring
the work - again, keep it simple:
o Meetings
o Diaries
o reports on progress
o accounts, reports on finances.
An overview of each management process follows.
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 resource 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.
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 purposes.
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.
Change Management: 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 Project Manager's
role is to manage change within the project successfully. This is
achieved by understanding the business and system drivers requiring the change,
documenting the benefits and costs of adopting the change and 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.
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.
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 Project Manager and
a set of actions undertaken to resolve the issue at hand.
Procurement Management: Procurement Management is
the process by which product is sourced from an external supplier. To request
the delivery of product from a supplier, a Purchase Order must be approved by
the Project Manager 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.
Acceptance Management: Acceptance Management is
the process by which deliverables produced by the projects 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.
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.
Perform
Phase Review
At the
end of the Implementation Phase, a Phase review is performed. This is basically
a checkpoint to ensure that the project has achieved its stated objectives as
planned.
