• Chapter Three

Project Management (Implementation)

• 3.1 Project Planning
• Project planning is at the heart of the project life cycle, and tells everyone involved where you’re
going and how you’re going to get there.
• It involves creating a set of plans to help guide your team through the implementation and closure
phases of the project.
• The plans created during this phase will help you manage time, cost, quality, changes, risk, and
related issues.
• They will also help you control staff and external suppliers to ensure that you deliver the project on
time, within budget, and within schedule.
• 3.1 Project Planning Contn’d
• The project planning phase is often the most challenging phase for a project manager, as you need
to make an educated guess about the staff, resources, and equipment needed to complete your
project.
• The purpose of the project planning phase is to:
• Establish business requirements
• Establish cost, schedule, list of deliverables, and delivery dates
• Establish resources plans
• Obtain management approval and proceed to the next phase

• 3.1 Project Planning Contn’d

• A project plan is a series of formal documents that define the execution and control stages of a
project. 
• The plan includes considerations for risk management, resource management and communications,
while also addressing scope, cost and schedule baselines.
•  Project planning software is used by project managers to ensure that their plans are thorough and
robust.
• The project plan, also called project management plan, answers the who, what, where, why, how
and when of the project, it’s more than a Gantt chart with tasks and due dates.
• The purpose of a project plan is to guide the execution and control project phases.
• As mentioned above, a project plan consists of the following documents:
• 3.1 Project Planning Contn’d
• Project Charter: Provides a general overview of the project. It describes the project’s reasons,
goals, objectives, constraints, stakeholders, among other aspects.
• Statement of Work: Defines the project’s scope, schedule, deliverables, milestones, and tasks.
• Work Breakdown Structure: Breaks down the project scope into the project phases, subprojects,
deliverables, and work packages that lead to your final deliverable.
• Project Plan: The project plan document is divided in sections to cover the following: scope
management, quality management, risk assessment, resource management, stakeholder
management, schedule management and the change management plan.
• 3.1 Project Planning Contn’d
• This guide aims to give you all the information and resources you need to create a project plan and
get it approved by your customers & stakeholders.
• How to Create a Project Plan
• Your project plan is essential to the success of any project. Without one, your project may be
susceptible to common project management issues such as missed deadlines, scope creep and cost
overrun.
• While writing a project plan is somewhat labour intensive up front, the effort will pay dividends
throughout the project life cycle.
• The basic outline of any project plan can be summarized in five steps:
• 3.1 Project Planning Contn’d
• Identify risks and assign deliverables to your team members, who will perform the tasks required
and monitor the risks associated with them.
• Organize your project team (customers, stakeholders, teams, ad hoc members, and so on), and
define their roles and responsibilities.
• List the necessary project resources, such as personnel, equipment, salaries, and materials, then
estimate their cost.
• Develop change management procedures and forms.
• Create a communication plan, schedule, budget and other guiding documents for the project.
• 3.2 Project Organization
• “The day to get organized is now, not later”. 
later”. 
• Without having some organization for your project, you run the risk of sending an extensive and
time-consuming project spiralling into abject failure.
• A well-organized project ensures that everyone knows what’s expected of them, what their authority
is and what they need to do.
• It provides the track on which to run a project. Without it, a project is in shambles.
• The project organization is the structure of the project. It’s created separately, with specialists and
workers from various departments.
• These personnel work under the project manager.
• 3.2 Project Organization Contn’d
• Project organization is a process. It provides the arrangement for decisions on how to realize a
project. It decides the project’s process: planning how its costs, deadlines, personnel, and tools will
be implemented.
• The project organization is then presented to the project stakeholders.
• Areas of Responsibility
• There are three areas of competence and responsibility in a project organizational structure:
project leadership, project team and project board.
• The project leadership is responsible for the management of project, and the project team
implements the project.
• The project board is the decision-making body that defines project success and whether or not a
project must be cancelled.
• 3.2 Project Organization Contn’d
• Types of Project Organizational Structures
• There’s a variety of project organizational structures. Here are three:
• Functional is when the organizational departments are grouped by areas of specialization. In this
case, the project is usually executed in a silo environment.
• Projectized is when the entire organization is organized by the project.
• Matrix has teams report to both a functional manager and project manager, sort of a hybrid of the
previous two structures.
• Organic project organization embraces flexibility.
• Virtual is when the project manager is the hub in the network.
• Multi-division means that functional groups are decentralized.
• 3.2 Project Organization Contn’d
• Understanding what type of organizational structure to use determines a project’s management. 
• The structure provides the bones for the project, and therefore the project plan must align itself with
the structure. This is usually done with a project organization chart.
• Project Organizational Structure Charts
• Figuring out what structure to make a project organization is only the start of organizing a project.
The real work is implementing and applying that project organization. That’s why a project
organization chart is so important.
• It establishes the formal relationships between the project manager, project team, development
organization, the project itself and project stakeholders.
• 3.2 Project Organization Contn’d
• The project manager creates the project structure, which must meet the project needs throughout its
phases.
• The project organizational structure, however, cannot be too rigid or too loose, but strike the right
balance between those two points.
• The object of a project organization is to help the team achieve the project goal and do their best.
Therefore, a project manager must analyze their team members’ strengths for the start and, when
assigned, ask them if they’re comfortable in their roles.
• While the project organization chart fosters collaboration in a cost-effective way, avoiding
duplication and overlaps of effort, it has only limited value.
• That’s because it is only illustrating a hierarchical relationship among the team, not how they’ll do
the work.
• 3.2 Project Organization Contn’d
• How to Make a Project Organization Chart
• The project organization chart will identify the roles and responsibilities of the team, but also detail
those team members selected for those roles.
• This includes identifying training if needed, recognizing how to allocate resources and
determining appropriate ways to involve stakeholders.
• To do this, there are six steps to take.
• 1. Identify Personnel
• First, who are the people that are related to the
the project scope? Those who have an impact on the
project.
• They are key staff. These ranges from marketers to salespeople, department heads and IT personnel
to consultants and support staff, etc.
• 3.2 Project Organization Contn’d
• 2. Create Senior Management Team
• Get a team who is responsible for the project, individuals with a vested interest in the project and
are committed to its success.
• This team is usually made up of project sponsors or the client, though it can also include experts
who offer guidance throughout the project.
• 3 Assign Project Coordinators
• There’s a need to have a point person, or group at the mid-to-low management level, to carry out
duties that fall to this level.
• This person or group will help synchronize team tasks. The number of coordinators will be
determined by the size of the project, but always focus on three areas of a project: planning,
technical and communications.
• 3.2 Project Organization Contn’d
• 4. Note Stakeholders
• It is key to identify stakeholders, as they are impacted by the project and participate in project
development.
• 5. Identify Training Requirements
• Sometimes teams are proficient at their tasks and sometimes they’re not and need a training before
the project executed. This is the point where any training that is needed is established and offered to
the team.
• The project coordinator is usually who manages this task of up skilling team members.
• 6. Create Project Organization Chart
• Finally, it’s time to develop the project organization chart. First, review the previous steps and then
make this visual representation of how the people in the project will collaborate, what their duties
are and where they’re interrelated.
• Be sure that the reporting and communications channels are also defined and described.
• 3.3 Project Direction
• Project direction goes beyond the conventional project management: it is the management
process through which all the components in a project are aligned to the corporate objectives
ensuring that a project does not develop 'outside' the company but grows to be an integral part of it.
• The Project Manager has to exercise direction, coordination, and control to execute the project
efficiently.
• All these forces help to attain the results timely. Directing is concerned with carrying out the
desired plans.
• It is concerned with initiating action.
• 3.3 Project Direction Contn’d
• It consists of all activities concerning influencing, to guide the subordinates for the effective
performance by the subordinates to complete the group activities.
• Directing is the implementing and carrying out of those approved plans that are necessary to
achieve objectives. Directing involves such steps are as follows.
• Staffing: Seeing that a professional person is chosen for every position.
• Training: Training individuals and groups on how to fulfil their duties and responsibilities.
• Supervising: Giving day-to-day instructions, guidance and discipline as required so that they can
fulfil their duties and responsibilities.
• 3.3 Project Direction Contn’d
• Delegating: Assigning work, responsibility, and authority so that others can make maximum
utilization of their abilities.
• Motivating: Encouraging others to put more effort into the successful completion of the projects.
• Counselling: Solve the personal problems and holding private discussions about how he might do
better work.
• Coordinating: Bring synchronization between different activities and seeing that activities are
carried out in relation to their importance and with a minimum of conflict.
• 3.3 Project Direction Contn’d
• Functionalities of project direction:
• Direction is concerned with initiating action, or it consists of activities related to influence or guide
subordinates to increase their efficiency in their job.
• The following are directing functionalities:
 Establishing effective work processes
 To create standards to align with sound instructional design practices
 Ensuring consistent interfere design for maximum usability
 Conducting team meetings
 Communicating standard of quality control through all stages
 Control of work
 Project quality plan
• 3.3 Project Direction Contn’d
• Directing subordinates isn’t a simple task due to the short time duration of the project.
• Whenever directives are necessary, project managers must be decisive and move forward rapidly.
• Characteristics of Project Direction : 
• Project direction is dynamic in nature, universal performed at all levels, and is concerned with
human relationships.
• The following features of direction bring out the nature of directing function of project
management.
• 3.3 Project Direction Contn’d
• It may be a dynamic function:
 Directing is a dynamic and continuing function. A manager has got to continuously direct, guide,
motivate and lead his subordinates.
 As with the change in plans and organizational relationships, it is the duty of the project manager to
change methods and techniques of direction.
• It initiates action
• By directing it initiates organized and planned activities and ensures effective performance by
subordinates towards the accomplishment of group activities.
• It is regarded as the essence of management-in-action.
• 3.3 Project Direction Contn’d
• It is a Universal Function:
 Direction is a universal function that is performed in all types of projects and at all levels of
management.
• It is concerned with human relationships:
 Directing deals with the relationship between people working on a project in an organization.
 It creates co-operation and harmony among the members of groups.
• 3.4 Implementation Phase
 The project implementation phase is the part of the project lifecycle where the tasks that build the
deliverables are executed.
 The project implementation phase begins when the project plan is approved and the resources
necessary for executing the starting task are assembled.
 The project team executes the tasks as mapped out in the project plan.
• 3.4.1 Process of Implementation
I. Executing the Project:
 Execution is the act of carrying out planned activities.
 The execution of the project plan is simply the act of performing task and activities that
result in the production of the project deliverables.
 Task and activities performed must be completed effectively and efficiently.
II. Measuring the Project:
 Performance measuring involves the collecting, analyzing, and reporting project
performance information to provide the project team and stakeholders with information on
the status of project execution.
• 3.4.1 Process of Implementation Cont’d
III. Project Reporting:
 A standard requirement of all projects is to provide information to both executive management and
the project team members on the status of the project.
 The project status report is a means of communicating regularly the ongoing progress and status of
a project.
IV. Modify Project (Apply Management Control):
• Any change in the project’s objectives may require an adjustment of the project’s work breakdown
structure, resource requirements, responsibility assignment matrix, or project plan.
• The project manager’s decision making skills are critical when modifying the project.
• 3.4.1 Process of Implementation Cont’d
V. User Acceptance:
 Acceptance criteria for project deliverables establishes in advance an agreed upon standard
of performance or capability that the user will accept in a specific deliverable.
 The acceptance criterion is the standard that the user uses to judge if each deliverable is
satisfactory.

• 3.5 Project Termination

 Project termination (sometimes called project closeout) is the last phase in the project lifecycle.
 Closeout begins when the user accepts the project deliverables and the project oversight authority
concludes that the project has met the goals established.
 Project closeout includes the following key elements:
  Turn over of project deliverables to operations
 Redistributing resources like staff, facilities, equipment, and automated systems
 Closing out financial accounts
 Completing, collecting, and archiving project records
 Documenting the successes of the project
 Documenting lessons learned
 Conduct Post Implementation Review

• 3.5 Project Termination Cont’d

• Turnover to Operation:
 The most important aspect of project closeout is the physical turnover of control of the
product, good, or service delivered by the project.
• Administrative Closure:
 Administrative closure involves preparation of administrative documentation, collection of project
documentation, disposition of project documents, and logistics activities that ensure that the project
resources are redistributed.
 Administrative closure includes, task such as:
o Documentation of project information
o Personnel reassignment
o Facilities turnover (or closure)
o Financial account closure
o Contract closure
 The purpose of Administrative Closeout is to perform all administrative tasks required to bring the
project to an official close.
• 3.5 Project Termination Cont’d
 The Final Report:
 The final report documents the completion of closeout tasks and project performance.
 The report provides a historical summary of the projects deliverables and baseline activities
over the course of the project.
 The project closeout report identifies variances from the baseline plan, lessons learned, and
disposition of project resources.
 The project closeout report is intended to provide a concise evaluation of the project.
 It is the file that others can check to study the progress and impediments of the project.
• 3.6 Project Evaluation and Types of Evaluation
 What is Project Evaluation?
 Evaluation is a learning and management tool: an assessment of what has taken place in order to
improve future work.
 Evaluation is judging, appraising, or determining the worth, value, or quality of a project, whether it
is proposed, on going, or completed.
 This is done in terms of:-
o Relevance: it refers to the appropriateness and importance of goals and objectives in
relation to assessed needs.
o Effectiveness: it refers to the degree to which goals have been achieved.
o Efficiency: it refers to the cost-effectiveness of activities.
o Impact: it refers to the broad, long-term effects of project.
• 3.6.1 Relationship of Monitoring to Evaluation
o Monitoring is concerned mostly with project activities, and concentrates on the short-term
performance compared with the project plans.
o Evaluation looks more at the overall project purpose/ objectives, and examines longer-term effects
of the project.
o Monitoring is a continuous process, while evaluation is a periodic event.
• 3.6.2 The Purpose of Evaluation
 There are many different reasons why evaluations are carried out. Some good reasons
are:
 To measure progress and effectiveness
 To look at costs and efficient use of resources
 To find out if it is necessary to change the way things are being done
 To learn from what has happened in order to make plans for the future
• 3.6.3 Different Kinds of Evaluation
• Appraisal or ex-ante evaluation:
o Information collected before a project starts, or in the very early stages, helps to define what is to be
done, and provides a baseline from which to measure change.
ii. On-going evaluation:
o Monitoring indicates whether activities are being carried out as planned and what changes are
happening as a result.
iii. Mid-term evaluation:
o Midterm evaluation is carried out while the project is under way; in order to check weather the
project is functioning properly.
o The mid-term review will verify the relevance, sustainability and efficiency of the project and will
recommend relevant adjustments.
• 3.6.3 Different Kinds of Evaluation Cont’d
iv. Termination evaluation(Post Implémentation Evaluation):
 Is conducted at the formal end of the project with emphasis on documenting what the project
has achieved in comparison with the stated objectives and targets.
 A final report of a project written by a project manager can be evaluative, comparing
objectives with what was achieved.
v. Ex-post evaluations:
 These happen some time after a project has finished. They look at impact and sustainability.
• 3.6.4 Evaluation Criteria
 The criteria that are commonly used as a focus for shaping evaluation questions are:
 Effectiveness: how far is the project achieving objectives?
 Efficiency: what is the cost of achieving the objectives?
 Relevance: is the project relevant?
 Impact: what are the effects of the project?
 Sustainability: will project activities and benefits continue after external support is
withdrawn?
 Progress: is the project achieving the original objectives, or have these changed?
• 3.6.5 The Steps in Doing an Evaluation
 Whatever the purpose of an evaluation, or the methodology chosen, there are seven distinct stapes
in the process.
 All the seven phases are critical for provision of useful information.
Step 1: What/Who is it for?
 Assess the objectives and their relevance
 Assess the progress in achieving the objectives
 Evaluate the impact of the project
 Assess the long-term sustainability of the project
 Look at external factors that may affect the project
Step 2: Who will do it?
  Internal evaluation is used within organization to bring about improvements in project
implementation and thus project staff can conduct it while external an outside consultant may
conduct evaluations.
• 3.6.5 The Steps in Doing an Evaluation Cont’d
Step 3: Preparation:
 In this step, the ground preparations are made for the monitoring or evaluation exercise. This
includes finalizing the objectives of the exercise, looking at information already gathered,
and deciding on data collection and analysis methods.
Step 4: Collecting information:
 Collecting information is central to the monitoring and evaluation processes. It includes
analyzing existing information, conducting field visits, interviewing people, organizing
meetings, and ensuring all key stakeholders are included.
• 3.6.5 The Steps in Doing an Evaluation Cont’d
Step 5: Analyzing the information:
 It is very important that the collected data is accurately analyzed. Analysis may include
entering data, use of computer projects, recording information, summarizing findings, and
translating documents.
Step 6: Report preparation, presentation and feedback:
 Conclusions can be drawn as a result of the monitoring and evaluation exercises.
 The report should be written with the main users in mind: who needs what information in
what form?
Step 7: Follow-up:
 Follow-ups to recommendations are integral to any evaluation exercise.