 It is the process whereby “project inputs are converted to project

outputs”.
 Implementation usually done by implementing agency (organization) that prepared the
project and received funding for it.
 Other organizations that participate in the implementation of the project by way of
collaboration, say by according good working relationship, extending technical advice or
seconding their staff to the project are referred to as co-operating agencies.
 Project Implementation phase involves Project activation, and Project operation
 Project activation means making arrangements to have the project started. It involves
coordination and allocation of resources to make project operational.
 Project operation is practical management of a project. Here, project inputs are
transformed into outputs to achieve immediate objectives
Importance of Project Implementations
 Is important for project managers and the strategic planning process because it can
reveal new issues and challenges those planners may not have anticipated, ultimately
resulting in more refined strategies, products and processes.
 To put the action plan into operation
 To deliver the results, achieve the purpose(s) and contribute effectively to the overall
objective of the project;
 To manage the available resources efficiently; and
 To monitor and report on progress.
Objectives of the Implementation Phase
 Putting the action plan into operation.
 Achieving tangible change and improvements
 Ensuring that new infrastructure, new institutions and new resources are sustainable in
every aspect
 Ensuring that any unforeseen conflicts that might arise during this stage are resolved.
 Ensuring transparency with regard to finances
 Ensuring that potential benefits are not captured by elites at the expenses of poorer
social groups
Things we must do during project implementation
 Update the stakeholder analysis to ensure that all the needful stakeholders (primary
and secondary) are invited
 Reassess the risks to the project.
 Monitor and review the progress
 Feed the learning from monitoring and reviewing returned into the project design and
the log frame and make adjustments or upgrades in which appropriate.
Project implementation plan refers to a detailed description of actions that
demonstrate a way to enforce an activity in the project inside the context of
 achieving project objectives,
 addressing requirements, and
 Meeting expectations.
The motive of the project implementation plan is

 to provide stakeholders with the self-belief that accomplishment of a modern-day

challenge has been properly considered and to list the tasks, activities, and processes
worried in producing deliverable

The plan includes

a) The project implementation schedule

This is concerned with:

 What activities can produce expected project outputs?

 What is the sequence of these activities?

 What is the time frame for these activities?

 Who will be responsible for carrying out each activity?

The following methods may be used to answer the above questions:

 Critical Path Method (CPM) or Net work analysis

 Project Evaluation and Review Techniques (PERT)

b) The role of the implementing agency

c) Beneficiary participation

d) Organizational structure and staffing

Project structure for purposes of management

Qualifications and skills for the staff

Job descriptions and specifications for the staff

Technical assistance if needed

 e) Financial management

This looks at funds management, accounting period, financial reports and

statements and how often they will be made?

f) Reporting system

g) Sustainability is based on belief that project should result in benefits that have
lasting effect.

Factors affecting project implementation

Factors that lead to success of projects

 Political Commitment
 Simplicity of Design
 Careful preparation
 Good management
 Involvement of beneficiaries/community

Factors and problems that lead to failure of projects

 Financial Problems
 Management problems
 Technical problems
 Political problems other

 Poor scheduling of projects leading to delays in implementation.

 Misallocation of funds
 Delay and sometimes lack of counterpart funding
 Lack of accountability and transparency
 Bureaucracy in decision-making.
 Selfishness/nepotism/favoritism by some project managers.
 Weak monitoring systems
 Natural calamities like drought, earthquakes, landslides, and hailstorms.
 Policy changes
 Migration of beneficiaries
 Lack of team work
 Lack of incentives for implementers.
 etc
Success factors in project implementation
 The success of the contractor and the project manager will usually be judged according
to how well they achieve the three primary objectives of cost, performance and time
 The primary objectives of cost, performance and time are clear benchmarks against
which to judge success or failure when (or soon after) a project is finished and handed
over to the customer.
 Cost objective
Every project should be controlled against detailed cost budgets to ensure that the
expenditure authorized in its contract or charter is not exceeded. Failure to complete
work within the authorized budget will reduce profits and the return on the capital
invested, with risk of a more serious (even terminal) financial outcome in extreme cases
 Performance (or quality) objective
Quality has often been used as an alternative (but less satisfactory) name for the
performance project objective. Perceived quality characteristics will depend on the
nature of the project or product. Here are a few general examples:
 performance at least equal to the specification;
 reliability and freedom from malfunction;
 long useful and economic life;
 low operating and maintenance costs;
 comfort and a pleasant impact on the human senses (sight, smell, taste,
touch, hearing);
 Environmentally friendly.
 Time objective

All significant stages of the project must take place no later than their specified dates, to
result in total completion on or before the planned finish date.

CHAPTER-TWO

THE PROCESS OF PROJECT IMPLEMENTATION

The project implementation plan includes the following steps:

1. Creating the list of outcome required

2. Allocate the champion for each outcome

3. Determine what action needs to be taken for outcomes to be achieved

4. Establish roles, budgets, and accountability

5. Set up a tracking sheet to monitor progress

6. Follow a project management methodology

7. Schedule and undertake a review in six months

 Important Points on the plan
 To decide the actions and the priorities of tasks, we need to list the outcomes that we
want to reap via this implementation exercise.
 We need to allocate a champion to head everyone, a champion who could be
encouraged to attain the outcome and hold the entire undertaking team responsible for
accomplishing it. so that the responsibility is not limited to a single person.
 we need to write down all the actions and Make sure that these actions are doable,
feasible and relevant as per your available resources and goals
 Once we’ve got the listing of actions, we need to decide accountability, responsibility,
jobs and obligations of the implementation team and the budget.
 A tracking sheet will provide you with a quick at-a-glance replacement of where
implementation plan is and what moves are complete, in development, or late. For
instance, a traffic mild manner via your tracking sheet for ease of use: Green color–
movements completed, Yellow color– actions in development and Red color – running
late or the task is at risk
 A project management methodology is a series of various governance controls, shape,
and processes which are designed to help you manage your activities, time, and sources
more efficaciously and handle problems proactively once they arise.
 Through the evaluation process, it’s critical to take a look at what labored and what
didn’t to identify areas for improvement.
Approaches to Project Implementation
a) Top-down Approach Implementation mainly is done by agencies from outside the
community with limited involvement by the beneficiaries.

b) Bottom-up Approach Beneficiaries implement the project. Outside agencies may

provide financial resources and technical assistance.

c) Collaborative Participatory Approach Both top-down and bottom-up approaches to

project implementation are applied in the process.

What is team work?

Teamwork is the act of bringing several individuals together in order to efficiently and
effectively completes a project.

 Is an enabler for the smooth running of projects

 Ensures that resources are well-managed and less time is needed to complete a
project.
  Contribute to economizing, more successful project outcomes and ultimately
higher profits.
 Adds to the quality and individuality of projects.

Selecting the project team depends on a number of factors:

 The goal and objectives of the project

 The nature of the technical work to be done
 The expertise required to recruit, assign, delegate, monitor, communicate, and
Perform the required work in each phase of the project
 Availability of project personnel in the organization where the project will be
housed

SELECTION CRITERIA

 Commitment to the project goal and its completion

 Ability to communicate and share responsibility and power
 Flexibility; able to shift from one work activity to another, depending on project
schedule and need
 Technical competence
 Willingness to admit error and bias and be corrected
 Task-oriented
 Ability to understand and work within schedules and resource constraints;
 willing to work overtime if necessary
 Ability to trust, help others, and be helped
 A team player, not a self-oriented hero
 Entrepreneurial, but open to suggestions
 Ability to work with two or more bosses
 Ability to work without and across formal structure and authority systems
 Have knowledge and experience with project management tools
 Team building starts in the project’s planning process when you begin to assemble
some of the key team players, and it continues throughout the life of the project.
 Team-building activities help improve your team’s performance and keep team
members motivated.
 The kickoff meeting with the project team includes those folks who are going to do the
work of the project. The meeting included the stakeholders, the project sponsors, and
so on. This meeting is for your project team. The purpose of this meeting is to lay the
groundwork for the project.
 The kickoff meeting topics
 Project goals and objectives
  Critical success factors
 Deliverable due dates
 Project schedule
 Task assignments
 Task due dates
 How to alert the project manager of problems or issues
 How and when to turn in status reports
 Dates of future team meetings

Stages of Team Development

Stage 1: Forming

All the team members have been brought together and about the project objectives, the tasks
they’ve been assigned, and the expectations
At this point, team members are asking themselves several questions:

Why have I been assigned to this project?

 What’s expected of me?

What roles do the other team members have on this project?

Will I be able to successfully complete the assignments given to me?

Will I get the resources I need to perform the job satisfactorily?

Can I work well with the project manager?

Stage 2: Storming

The storming stage is where the team starts to realize what the work of the project entails and
become more comfortable around one another You’ll know you’ve entered the storming stage
when conflicts start to occur.
team members start asking these types of questions:

◆ Who is going to do what?

◆ How will the work get completed?

◆ Should we use to do the work?

◆ Who should do it?

Stage 3: Norming

 The norming stage is where the team starts to calm down, settle in, and do the work of
the project. They know what’s expected of them, and they have accepted and
understand the goals of the project. As the project manager, you should continue to
hold team meetings, especially during this stage, because team members can fall back
into the storming stage if left to their own devices.
 During this stage, you should intervene more often when conflicts arise to keep the
team moving forward.
Stage 4: Performing

 The performing stage is the most mature stage of all the development stages. The team
functions in the most productive and effective ways possible.
 There’s a harmony and a synergy among the team members and in their relationship
with you that cannot be duplicated.

Stage 5: Adjourning

As the name implies, this phase refers to the breakup of the team after the work is completed.
Team celebrations at the conclusion of the project are one way to accomplish this.
The reasons why teamwork is vital to effective project management.

 Teamwork is efficient work

 Teams self-monitor
 Teams innovate faster
 Teammates learn from each other
 Teamwork can create healthy competition
 Teamwork promotes strong working relationships

Characteristics of Highly effective team

 Works Toward a Common Objective

 Organized and Values Each Other’s Time
 Doesn’t Shy Away from Problems
 A Good Captain is Necessary for an Effective Team
 Diverse Teams Help with Becoming Even More Effective
 Open Communication Allows for all Employees to Have a Voice
 An Effective Trusts its Members
 A Team That Cares about Each Other Works Better
Project Implementation Models
  a project management methodology is a guiding set of rules, policies, and principles for
planning and executing a project. What methodology you choose will depend on your
team, project-type, and project-scope.
Waterfall Model (linear-sequential life cycle model)
 Each phase must be completed before the next phase can begin and there is no
overlapping in the phases.
 The Waterfall model is the earliest SDLC approach that was used for software
development.

The sequential phases in Waterfall model are

 Requirement Gathering and analysis(requirements of the system to be developed).

 System Design – (system design is prepared). This system design helps in specifying
hardware and system requirements and helps in defining the overall system
architecture.
 Implementation (unit development)
 Integration and Testing
 Deployment of system
 Maintenance
Waterfall model is most appropriate are −

 Requirements are very well documented, clear and fixed.

 Product definition is stable.
 Technology is understood and is not dynamic.
 There are no ambiguous requirements.
 Ample resources with required expertise are available to support the product.
 The project is short.

Advantages:

 Simple and easy to understand and use

 Easy to manage due to the rigidity of the model..
 Phases are processed and completed one at a time.
 Works well for smaller projects where requirements are very well understood.
 Clearly defined stages.
 Well understood milestones.
 Easy to arrange tasks.
 Process and results are well documented

Disadvantages

 No working software is produced until late during the life cycle.

  High amounts of risk and uncertainty.
 Not a good model for complex and object-oriented projects.
 Poor model for long and ongoing projects.
 Not suitable for the projects where requirements are at a moderate to high risk of
changing. So, risk and uncertainty is high with this process model.
 It is difficult to measure progress within stages.
 Cannot accommodate changing requirements.
 Adjusting scope during the life cycle can end a project.
 Integration is done as a "big-bang. at the very end, which doesn't allow identifying any
technological
Agile Model
 Agile is the opposite of Waterfall. Where Waterfall has a heavy front loading in
collecting user requirements and writing them in stone, Agile favors a more nimble
iterative strategy of small incremental steps.
 Since Agile has an emphasis on adapting to change, it best suits businesses that want to
act quickly. You can increase how responsive your company is to different customer
demands or changes to the market.
 The Agile project management route also makes it easy to receive feedback from a
client or stakeholder, which will reduce any opportunity of project failure and turn it
into project success
 The flexibility of the agile approach means that you can adapt it to different types of
projects, the methodology works best for:
 When you don't have a fixed end in mind but have a general idea of a product.
 When the project needs to accommodate quick changes.
 If collaboration and communication are your key strengths (and planning isn't)

Advantage:

 Flexibility and freedom - well-suited for creative projects.

 Lower risk - the stakeholders are involved in feedback

Disadvantages

 No fixed Plan - This lack of any fixed plan makes resource management and scheduling
harder.
 Collaboration-heavy
Scrum Model
 Scrum isn't a fully-featured project management methodology. Rather, it describes an
approach to Agile management with a focus on project teams, short "sprints" and daily
stand-up meetings.
 "Agile is the philosophy, and Scrum the methodology. While scrum is agile, agile isn’t
scrum."
 The Scrum approach places the project team front and center of the project. Often,
there is no project manager. Instead, the team is expected to be self-organizing and self-
managing.

Scrum team roles

 Product owner: Product expert who represents the stakeholders, and is the voice of the
customer.

 Development team: Group of professionals who deliver the product (developers,

programmers, designers).

 Scrum master: Organized servant-leader who ensures the understanding and execution
of Scrum is followed.
Scrum events
 Sprint: Iterative time boxes in which a goal is accomplished. Time frame does not
exceed one calendar month and are consistent throughout the development process.
Sprint planning: Where the entire Scrum team get together — at the beginning of
every Sprint — to plan the upcoming sprint.
 Daily Scrum: 15 minute time boxed meeting held at the same time, every day of the
Sprint, where the previous day’s achievements are discussed, as well as the
expectations for the following one.
 Sprint review: An informal meeting held at the end of every Sprint where the Scrum
team present their Increment to the stakeholders, and discuss feedback.
 Sprint retrospective: A meeting where the Scrum team reflect on the proceedings of the
previous Sprint and establish improvements for the next Sprint.
Scrum Artifacts
 Product backlog: Managed by the Product Owner, it’s where all the requirements
needed for a viable product are listed in order of priority. Includes features, functions,
requirements, enhancements, and fixes that authorize any changes to be made to the
product in future releases.
 Sprint backlog: A list of the tasks and requirements that need to be accomplished during
the next Sprint. Sometimes accompanied by a Scrum task board, which is used to
visualize the progress of the tasks in the current Sprint, and any changes that are made
in a ‘To Do, Doing, and Done’ format.
Advantage
 Scrum "sprints": 30-day sessions with daily stand-up meetings make it easy to manage
large and complex projects.
 Fast paced "sprint" approach with its 30-day limit and daily stand-up meetings
promotes rapid iteration and development
 Team-focused: Since the project team is expected to manage itself
Disadvantage
 Scope creep: Since there is neither fixed end-date, nor a project manager for scheduling
and budgeting, Scrum can easily lead to scope creep.
 Higher risk: Since the project team is self-managing, there is a higher risk of failure
unless the team is highly disciplined and motivated. If the team doesn't have enough
experience, Scrum has a very high chance of failure.
 Lack of flexibility: The project-team focus means that any resource leaving the team in-
between will hugely impact the net results. This approach is also not flexible enough for
large teams.
Application
The Scrum approach is best for highly experienced, disciplined and motivated project
teams who can set their own priorities and understand project requirements clearly. In
short: use Scrum if you're developing complex software and have an experienced team
at your disposal
Assigning Responsibilities
 Responsibility Assignment Matrix (RAM) describes the participation of various
organizations, people, and their roles in completing tasks or deliverables for a project.
 A RAM is also called a Responsible, Accountable, Consulted, and Informed (RACI)
matrix. . .Defines RACI as a RAM used to illustrate the connections between work
packages or activities and project team members.
 Responsible (R): Those who do the work to achieve the task.
 Accountable (A): The one ultimately accountable for the correct and thorough
completion of the deliverable or task, and the one to whom Responsible is accountable.
 Consulted (C): Those whose opinions are sought, and with whom there is two-way
communication.
 Informed (I): Those who are kept up-to-date on progress, often only on completion of
the task or deliverable; and with whom there is just one-way communication.
Responsibility Assignment Matrix (RAM) Goal in Project Management
A RAM is used in
 as a communication tool to ensure that work tasks are designated a responsible agent.
 To define what a project team is responsible for within each component of the WBS.
 to designate roles, responsibilities, and levels of authority for specific activities.
Responsibility Assignment Matrix (RAM) Standard Format
The matrix format shows
 All activities associated with one person and all people associated with one activity. This
ensures that there is only one person accountable for any one task to avoid confusion
 A RAM is displayed as a chart that illustrates the interaction between work packages
that need to be done and project team members.
The most common steps in developing a Responsibility Assignment Matrix (RAM).
Step 1: List all project tasks and deliverables
Step 2: Identify all project stakeholders
Step 3: Determine responsibility and accountability level for each task and deliverable
Step 4: Assign stakeholders to each task
Step 5: Assign overall stakeholder
Step 6: Ensure all stakeholder know their responsibility

CHAPTER-Three

COMMUNICATION AMONG PROJECT STAKEHOLDERS

 Communication is the act of transferring information and messages from one place to
another and from one person to another.
 Project communication is the exchange of project-specific information with the
emphasis on creating understanding between the sender and the receiver.
 Effective project communications ensure that we get the right information to the right
person at the right time and in a cost-effective manner.
 Project communications management as including “the processes required ensuring
timely and appropriate generation, collection, dissemination, storage, and ultimate
disposition of project information.” effective project communications management
must occur throughout all five project process: initiation, planning, control, execution,
and closing
During Project Initiation and Planning
 Identify stakeholders & their information needs.
 Identify project performance metrics and other key elements of status reporting and
communication
 Create a project communication plan.
 the individuals - who will be sending and receiving project information,
 the types of information to be disseminated,
 the frequency at which information will be disseminated,
 the method by which the information will be disseminated, and
 The source of information.
During project execution and control
 Gather and analyze status information.
 Compile project status information.
 Disseminate project status information
 Monitor stakeholder information needs
At Project Close out
 Communicate project results.
The key to ensuring adequate project communication is the activities completed
during the project initiation and planning stages.
Creating a communication plan
 Who will be initiating the project communication?
 Who will be receiving the information?
 When will the information be disseminated?
 What is the critical information to be disseminated?
 How (with what method) will the information be disseminated?
Communicating outside the project team
A stakeholder is an individual or group who has any level of direct or indirect interest in
the progress and / or results of the project and may also be those that can create
obstacles for the project. They must be informed,
 make decisions about the project,
 provide advice or consultation,
 execute actions,
 approve results or deliverables,
 Finance the project, or provide other resources to the project.

Stakeholders can have the following information needs during the project.
 Informational needs are those for stakeholders that do not have direct influence on
the progress of the project
 Decision making stakeholders are those who make operational and /or strategic
decisions about the progress of the project
 Consultative stakeholders provide input into the project, usually are subject matter
experts (SMEs),
 Executing stakeholders are actively involved in the execution of project activities
 Approving stakeholders approve changes in timelines, scope, or budgets; these are
often the project sponsors.
A Model for Evaluating Communication Effectiveness
 The model is a method for assignment of a numerical value to the communications
process of a project, for the purpose of creating a generic platform for comparison b/n
project management and communications.
 The present method is based on an investigation into the relationship between the
nine outputs of project communications processes (communications
management plan, project records, project reports, project presentation, performance
reports, change requests, project archives, project closure, and lessons learned) with
 The four assessment dimensions of global generic organizational
communications (completeness, timing, accuracy, and volume).
 Kerzner (2001) suggests a graphical model for representation of responsibility matrix of
communications management in project.
The measurement of general communication effectiveness
 Completeness – monitors whether the information transfers sustain all the
requirements allocated to the transfers without any loss of relevant data.
 Timing – monitors whether the information transfers, actually arrive within the assigned
time frame.
 Accuracy – monitors whether the transfers to and from, the receiver, are actually, clear,
legible, understandable and precise.
 Volume – monitors whether all the required information is transferred, while
unnecessary and irrelevant information that might clog the system is rejected.
Communication outputs definition
 Communications Management Plan is a document that contains guidelines for
communications management during the project life cycle. Such as stakeholder
identification and analysis
 Project Records- include documents describing the project. These documents deal with
the project's raw data. such as procurement orders, invoices
 Project Reports” include formal reports on project status and/or issues. such as budget
reports, schedule reports
 Project Presentations include formal and informal presentations to any or all of the
project stakeholders. Such as budget, schedule, quality or changes
 Performance Reports present, by written documents, graphs and oral presentations,
the summary of various analyses regarding project's progress.
 Change Requests derive from performance analysis and may be related to any aspect of
the project, such as scope, schedule, budget, resources
 Project Archives contain a complete set of indexed project records. Project electronic
archive includes central database
 Lessons Learned includes documents analyzing the causes of variances, the reasoning
behind corrective action chosen and other inferences and conclusions regarding the
project.
 Project Closure provides the confirmation that the project has met all customer
requirements for the product of the project. The project closure documents may include
regulations approvals, standards approvals.
  Stakeholders have a defining role in any project because they can negatively and
positively influence it. Therefore, it’s essential for the project’s success that you can
recognize your project stakeholders and understand their expectations during project
initiations.

Project Procurement Process (also called “Project Procurement

Management Process”) is a method for establishing relationships between an
organization's purchasing department and external suppliers to order, receive, review
and approve all the procurement items necessary for project execution.

Processes or steps...

 Specification - specify the approved items to external vendors.

 Selection - set vendor selection criteria,
 Contracting.- communicate with the suppliers on delivery dates and payment
conditions and schedule
 Control - controls the delivery and payment processes.
 Measurement. Refers to using a system of performance indicators and measures for
assessing the effectiveness and success of the entire process.
CHAPTER-FOUR
Managing politics and conflicts in Projects
 Politics is a natural fact of life when people in organizations work together. It is a way
for people or groups to exert power and influence.
 Positive use of politics can further the goals of an individual, a project, and an
organization. Such as political skill to negotiate for scarce resources
 The practice of negative politics can further the goals of an individual or organization at
the expense of other individuals and the organization. Such as withholding information
to deceive, using divide-and-conquer
 Managing an intersection of the triple constraints—cost, time, and quality is another
critical source of conflict among project stakeholders.
 Understanding and accepting that conflict is inevitable in project management is the
first step in addressing it. We can deal with conflict in one of two ways. We can choose
to handle it poorly (or ignore it altogether), or we can recognize it and address it directly
in an open and proactive manner.
Conflict Management during Project Implementation
 Initiation Process
 It’s critical to bring conflict into the open.
 Ambiguity- The initiating process is a time when ambiguity can be high. So
reduce Ambiguity.
  Competing for Scarce Resources- is also characterized by a struggle for key-and
limited-resources such as personnel and budget
 Knowing Your Team - Take some time to get to know your project team
members
 Planning process...
 Negotiation and communication characterize the planning process.
 Getting the resource manager’s support to commit resources to plan the
project
 Executing and control process
 Are iterative and integrated.
 Project managers should keep communication at the forefront to be fully engaged in
the project.
 the realization of unforeseen risks,
 delays due to technical problems, and
 The handoff of key deliverables between project team members.
 arise if stakeholder expectations are not managed appropriately
 conflict also increases as individual team members are under immense pressure to
perform
 Closing process
 the closing process holds the least amount of potential for project
conflict
 Pressure to perform increases on the team.
 Team members are completing individual tasks, and the pressure to meet
scheduled dates and milestones is incredibly high.

Types of Conflict Management

Constructive Conflict

Conflict is constructive and healthy when it results in

 increased innovation and creativity,

 arouses increased interest and curiosity on the part of team members,
 improves the quality of decisions,
 and provides an environment that encourages the airing of problems.

Destructive Conflicts

Destructive conflict is any conflict scenario that produces no positive outcome for the persons
in conflict, the project, or the organization.
 Conflict Management Process

The conflict process has five stages:

 potential opposition or incompatibility,

 cognition and personalization,
 intentions,
 behavior,
 and outcomes.

Conflict Resolution Models

The Thomas-Kilmann Conflict Mode Instrument (TKI)4 describes five basic modes for resolving
conflict—competing, avoiding, accommodating, collaborating, and compromising.

The primary conflict handling intentions. Using two dimensions-

 cooperativeness (the degree to which one party attempts to satisfy the other
party’s concerns) and
 assertiveness (the degree to which one party attempts to satisfy his or her own
concerns)
Competing/Forcing
 Competing/Forcing is assertive and uncooperative—an individual pursues his own
concerns at the other person’s expense.
 a power-oriented mode
 use whatever power seems appropriate to win your own position
 Means “standing up for your rights,” defending a position which you
believe is correct, or simply trying to win.
 This conflict mode is most appropriate when very quick and particularly
difficult decisions need to be made. It is also useful when protecting
your interests.
 Accommodating/smoothing is unassertive and cooperative—the complete
opposite of competing. When accommodating, the individual neglects his own
concerns to satisfy the concerns of the other person; there is an element of self-
sacrifice in this mode
 This mode may be used during times when you need to create a
sense of good will or
 keep the peace to advance the project, or when the outcome of
the conflict is not critical to you or the project .
  Avoiding/withdrawing is unassertive and uncooperative-the person neither pursues
his own concerns nor those of the other individual. Thus he does not deal with the
conflict.
 take the form of diplomatically sidestepping an issue, postponing
an issue until a better time, or
 Simply withdrawing from a threatening situation.
 The avoiding mode is an effective technique to employ when
issues arise that are of low importance to the overall goals of the
project, or
 when you need to buy time when you’re in a position of low
power or influence.
 Compromising/Reconciling is moderate in both assertiveness and cooperativeness.
The objective is to find some expedient, mutually acceptable solution that partially
satisfies both parties. It falls intermediate between competing and accommodating.
 If you’re dealing with issues that are moderately important to
you, the project, or your team, you may want to work to
compromise with the party in conflict.
 Compromise is also used when temporary solutions are required
to meet time constraints
 Collaborating/confronting/problem solving is both assertive and cooperative—
the complete opposite of avoiding.
 Collaborating involves an attempt to work with others to find some
solution that fully satisfies their concerns.
 It means digging into an issue to pinpoint the underlying needs and wants
of the two individuals or trying to find a creative solution to an
interpersonal problem.
 Very important issues that impact the entire project lifecycle warrant the
time and energy of collaboration to reach agreement.
 The skills required for collaboration are active listening and attention to
detail, and there must be a non-threatening environment in which both
parties feel it is safe to participate.
CHAPTER-FIVE
SUPERVISING THE PROJECT IMPLEMENTATION PROCESS

Project management aims to control the project environment’s dynamic factors, including
 Project Management framework- is the guiding principles, processes and practices for
managing projects and how the project personnel and product interact with the
operational functions of the organization(s) involved.
 Benefit – the real purpose of the project (and often the forgotten factor).
 integration - focuses on the collaborative management of the other nine functional
areas of project management
 Scope – defines the characteristics, features and specifications of the project product,
the asset.
 Time - the planned duration to develop and deliver the project product as defined by
the project scope of work;
 Cost - the planned cost of the project as defined by the project scope of work; o
 Quality - the agreed characteristics, features, requirements, standards and
specifications of the project product as defined by its scope of work;
 Human resources - the people required to manage the project and develop and deliver
the project product as defined by its scope of work;
 Stakeholders – the relationships between the project and the interested parties of the
project and/ or the project product;
 Communication - the information that flows between the project and the project’s
stakeholders
 Risk - the uncertainty and difficulties that are attached to the project’s management and
the product
 Procurement - the acquisition of any and all goods and services, via formal contracts,
The ten functional areas (knowledge areas) of project management are an individual
function of work with specific responsibilities within the project delivery process. Project
management methodologies and frameworks generally refer to the same or similar ten
functional areas.
 Although PMF recognizes that not all projects will require all functional areas, there are
four core functional areas that will appear in every project. These include scope, time,
cost and quality;
 To enable the Project Management Team to develop and deliver the project product in
strict accordance with the approved PMF the following matters must be considered:
 Timely direction must be sought and given by the Governance Board;
 Performance of project and quality assurance audits, by the Project Office, must
reflect the experience and longevity of the Project Management Team,
 Approval to use any contingency funding must be supported by the Project
Office;
 Performance of project and quality control inspections, by the Project
Management Team, must reflect the experience and longevity of Product
Delivery Resources,
Monitoring the performance and the progress of the project is conducted through the comparison
of actual project performance against the project’s planned performance targets (baseline).

 Scope creep – identification and undertaking of any unauthorised additional work, or provision of
planned work to a higher standard of quality than agreed.
 2. Schedule adherence – identification of any movement, in the delivery schedule, away from the
approved delivery schedule;
 3. Resource utilisation – identification of the over or under use of project resources when
compared to the planned use of said resources.
 4. Risks, issues and problems – identification of changes in the identified risks, issues and/or
problems.

Controlling the project is technically only required when non-conformance has been identified. The
aim of the controlling process is to bring the performance of the project back on track. Project control
actions often begin early in the execution phase and end when the client formally accepts the project
Minor control action – situations where the non-conformance does not or will not impact the projects
agreed scope of work. product.

Major control action – situations where the non-conformance does or will impact the projects agreed
scope of work. The Governance Board must approve a suitable course of control action.

Supervising the project functional areas....

Managing Project Integration:

Integration management is the iterative process, performed by the Project Manager in

collaboration with the Project Management Team, which oversees, monitors and coordinates
the implementation of all actions in accordance with the PMP.

 Amendments to the PMP may require additional planning activities to be undertaken in

response to the approval of said amendments.
 Executing integration responsibilities involves the administration of the day-to-day
aspects of the project management process.
 Integration management will ensure all of the functional areas are considered, and
responded to, when determining an appropriate course of action for the project.

Managing the execution of the project’s scope of work is a critical aspect of the Project
Management Team’s responsibility. Led by the Project Manager

 Validate Scope of Work -Validating the scope of work aims to confirm the
project product conforms to the quantity and quality of the product requested
and that the product is fit-for-purpose by the end user.
Managing Project Schedule will include, executing the work in accordance with the baseline
schedule and managing the time associated with responding to unpredictable circumstances
and events.

Two effective techniques of monitoring include:

 1. Milestone monitoring; or
 2. Earned Value Management (EVM).

Managing Project Budget the Project Management Team must aim to deliver the project
product, within the approved cost constraints

 In the situation where a cost adjustment is required the Project Manager in consultation
with the Governance Board must consider the Client Organization’s original cost
limitation as recorded in the project brief.
 The cost limitation includes the total amount of financial resources available, including
any contingency funding.

Managing the project quality management system must involve all project personnel; this
includes the Project Management Team and Product Delivery Resources.

 A culture of ‘right first time’ must be quickly established to ensure limitation of quality
defects or non-conformance.

Managing Project Human Resources

 People management aims to inspire a ‘common commitment to a common goal'.

 It involves regular and timely training, coaching and mentoring.

Managing Project Stakeholder Engagement

 will call upon the leadership skills of the Project Management Team and include
relationship management and communication skills. Led by the Project Manager, it is
important to establish long-lasting relations with the project stakeholder community.

Managing Project Communications

 Managing the communication should aim to promote the positive outcomes that are
desired to keep all stakeholders on board with the project.
 It is therefore imperative that the Project Management Team develop the capacity to
actively listen to the stakeholder community and prepare a considered response.
 Project information refers to the inordinate amount of project documentation such as:
plans, drawings, emails, reports, submittals
Managing Project Risks

 Managing project risks, issues and problems is a major exercise for any Project
Management Team.
 Unknown unknowns are the reason behind risk management being another iterative
project management process
Project personnel, and if possible all supportive stakeholders, must identify and report:
 • Changes to existing risks, issues, problems or crises;
 • New risks, issues, problems or crises that may emerge;
 • New risks, issues, problems or crises that have occurred;
 • The onset of risks becoming issues;
 • Issues becoming problems; and/or
 • Problems becoming a crisis.

Managing Project Procurement and Contracts

 Procurement during the execution phase generally shifts to contract management which
will rely heavily on the Project Management Team’s capacity to build and maintain
relationships.

CHAPTER-SIX

PROJECT TERMINATION AND CLOSURE

 Acceptance testing has been carried out, and the project deliverables have been
handed over to the client.
 Project Termination is a situation when a given porject is supposed to be closed or
finalized because there’s no more need or sense for further continuation.
 Projects usually are terminated for two basic reasons: project success or project
failure.
 The main purpose of the close-out stage is to evaluate how well you performed and
to learn lessons for the future.
Project termination is managed under a respective procedure that requires
 the management team to examine the current state of the project work,
 review prowess of goals and objectives,
 evaluate the project against success criteria,
 And check status or deliverables.
Types of Project Termination
There are two main types of project termination. These are “natural project
termination” and “unnatural project termination”.
 Natural termination of a project refers to those projects that reach the project close
because the aims of the project have been completed. Natural termination is the
successful completion of a project.
Unnatural termination on the other hand is quite the opposite which refers to when an
organization that has backed the project or where the project is commencing chooses
that they are no longer willing to invest resources, time, and cost that is needed to
complete the project.
Reasons for Project Termination
 Technical reasons,
 Requirements of the project result are not clear,
 Lack of project planning,
 Sufficient human resources or material are not accessible,
 Profit becomes extensively lower than expected,
 The parent organization changes its strategy, and the project does not support the new
strategy,
 Natural disaster (e.g. earthquake, flooding, etc.)
 Lack of management support etc.
Varieties of Project Termination
four fates are project termination by
 extinction,
 project termination by addition,
 project termination by integration,
 project termination by starvation.

Project termination by extinction is when a project is stopped due to either its successful or
unsuccessful conclusion.

Project termination by extinction could happen in the following cases:

 The project has met its scope and the client or end-user has accepted the project
outcome
 The project has been superseded by external developments like a market crisis,
technological advancements, etc
 The project has failed to achieve its goals

Project termination by addition, if a project is a success, the project may be terminated by

institutionalizing it as a formal part of that parent organization in the context of ‘in-house’
projects
project termination by integration, the project that is being aborted is either integrated into
other larger projects that are underway or becomes part of the ongoing operation of the
organization.

Project termination by starvation can occur for several reasons. These reasons could include
things such as politics, placated sponsors, or even just general budget cuts. Termination by
starvation, therefore, is the act of depriving a project of necessary resources it needs to sustain
its ongoing activities.

Project Termination Process

Eight Steps are:

1. Confirm work is done as per the requirements

2. Complete procurement closure

3. Gain formal acceptance

4. Complete final performance reporting

5. Index and achieve records

6. Update lessons learned

7. Hand-off completed products

8What is project closure?

Project closing is the last phase of a project, when the project outputs are
handed over to the stakeholders, contractual agreements properly taken care of,
and project records elicited and stored for future reference

• Main goals:

– Ensuring project outputs can be used

– Ensuring there are no pending/further obligations

– Taking stock and learning. Release the resources

  Planned project closure is a formal step that has been incorporated in the
planning done at the outset of the project and is carried out as scheduled
to formally set in motion the wind-up of the project.

Project Closure Problems

 Heerkens (2002) says that the problems could be largely categorized under
three headings – technical, project team, and customer.
 Spirer (1983) uses tree representation to illustrate the problems of closing
the project. In the tree like representation (shown in below) it can be seen
that the problems branch out in two key areas –
 emotional dealing with staff and client,
 and intellectual having internal and external aspects. Page 19

Project Closure Competencies

The project closure stage requires different set of skills & competencies.

For example, emotional maturity, diplomacy, conflict management, negotiation

skills and managing stakeholder expectations are helpful

Project Closing Activities (Checklists)

Richman (2012) categorizes the project closure activities under the following
headings –

project, finances, project documentation, personnel and resources.(page 22)

Finance....

 Have all payments been made to vendors and contractors?

 Have all costs been charged to the project?
 Have project accounts been closed?
 Have remaining project funds been returned?
 Project Documentation...
 Have project plans and supporting documentation been revised to reflect
the “as-built” condition?
 Have final project reports been prepared and distributed?
 Has the project plan been archived with supporting data?
 Have “lessons learned” been documented, shared with appropriate
people, and archived with the project plans?
Personnel...
 Are all parties aware of the pending closeout?
 Has effort been recognized and rewarded?
 Have project personnel been reassigned?
Resources'....
 Has excess project material been dealt with?
 Have project facilities, equipment, and other resources been reallocated?

Project Closure reports...

 A project closure report starts in the planning phase of the project’s cycle. If
nothing else, project managers use the planning phase to understand what
the project sponsor and other stakeholders need at the closing of the
project.
 This insight guides the project manager in knowing what to deliver in the
project closing report.
 The primary use of the report is for sponsor signoff for project completion
and for permanent documentation of project results.
THE END