5-Step Project Management

PLANNING IMPLEMENTATION

DEFINE PLAN ORGANIZE CONTROL CLOSE

State the Identify Determine Define Obtain
Problem project Personnel Management Client
Identify activities Needs Style Acceptance
Project Estimate Recruit
Goal Establish Install
time and Project Control Tools Deliverables and
List the cost Manger
Prepare Commissioning
Objectives Recruit
Quality Project Team Status Reports
Determine Document the
and
Preliminary Organize Project
Communic Review
Resources Project Team
ation Project
Identify Schedule, cost, Issue Final
manageme
Risks and Bidding team report Report
nt
stakeholders Write Assign Work
Issue Change Conduct Post-
Project Packages Implementation
Success criteria Proposal Orders
Audit
Project charter WBS
Decision
Recruit Criteria Variance Reports Final Report
Project network Define Work packages Status Reports Audit Reports
Project proposal Assign Work Packages
1
 Project Implementation
• Process whereby “project inputs are
converted to project outputs”. May be looked
at as:
– Putting in action the activities of the project.
– Putting into practice what was proposed in the
project document (i.e. transforming the project
proposal into the actual project.)
– Management of the project or executing the
project intentions.

2
 Project Implementation (cont.)
• 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.

3
 Project Implementation phase
involves:
• Project activation, and
• Project operation
Project activation
 This means making arrangements to have the project
started. It involves coordination and allocation of
resources to make project operational.
Project operation
 This is practical management of a project. Here, project
inputs are transformed into outputs to achieve
immediate objectives.
4
 Project operation and
maintenance
Operation and maintenance
• To attain value and maximum returns, the
district/municipality or the beneficiaries organize for
the facility to have the project properly managed
and maintained regularly.
• An operation and maintenance manual is prepared
by the contractor and handed to the beneficiaries.

5
 Approaches to project implementation
Top-down approach
• Implementation mainly done by agencies from outside
the community with limited involvement by the
beneficiaries.
Bottom-up approach
• Beneficiaries implement the project. Outside agencies
may provide the financial resources and technical
assistance.
Collaborative participatory approach
• Both top-down and bottom-up approaches to project
implementation are applied in the process.
6
 Project implementation plan (PIP)

• If PIP not carried out during the project

design process and embodied in the
project documents, it is carried out at the
project activation stage.

7
 Project implementation 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?
8
Project implementation plan includes:

• The following methods may be used to

answer the above questions:
 Gantt chart
 Critical Path Method (CPM) or Network analysis
 Project Evaluation and Review Techniques (PERT)
 Simple formats

9
 Practical

Develop
a Gantt chart
Simple Format
project implementation schedules in relation
to the identified projects in the project
identification session.

10
 Project implementation plan (cont.)

b) The role of the implementing agency

• The specific responsibilities of the key staff
during project implementation and
monitoring are outlined.

c) Beneficiary participation
• The involvement of the beneficiaries in
planning and implementation and what is
expected of them is spelt out.
11
 Project implementation plan (cont.)

d) Organizational structure and staffing

Here the following are sought:
– 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?
12
 Project implementation plan (cont.)

f) Reporting system
This looks at who will be reporting to whom and how
often. There is need to design standard reporting
formats.
g) Sustainability
The concept of sustainability is based on belief that
project should result in benefits that have lasting effect.
Project should be sustained beyond the life of funding -
especially if it is a grant.
Project should not exhaust the available resources like
raw materials and labor.
13
 Project implementation plan (cont.)

Time control and remedial action

Time taken to implement project activities is one
measure of successfulness of supervision or
monitoring of project implementation.
Supervisor pays particular attention to time control
measures, time scheduling and its supervision, time
extension and postponement, damages for non-
completion and defect or warranty period.

14
 Project implementation plan (cont.)

Supervision of implementation of project

schedule
This involves a set of checks and balances to ensure
that the schedule is being adhered to.
To ensure that the time schedule is being adhered to,
the project activity time listing can be of great
importance.

15
 Project Activity Time Listing

Activity Activity Activity Activity Activity Progress

code Description duration earliest time latest time remark

Start Finish Start Finish

16
 Practical

• Using the Project Activity Time Listing,

develop a Project Activity Time Listing table
in relation to the Identified project in project
identification session, and fill it in.

17
 Factors affecting project
implementation

• Factors that lead to • Factors and problems

success of projects
• Political Commitment
• Simplicity of Design
• Careful preparation
• Good management
• Involvement of
beneficiaries/community
that lead to failure of
projects
• Financial Problems
• Management problems
• Technical problems
• Political problems

18
 Factors affecting project
implementation
Other typical implementation problems
• 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.

19
 Factors affecting project
implementation
Other typical implementation problems (cont.)
• Weak monitoring systems
• Natural calamities like drought, earthquakes,
landslides, and hailstorms.
• Migration of beneficiaries
• Lack of team work
• Lack of incentives for implementers.
• etc

20
 Organising the Project Team
• Projects are only as successful as the project
manager and team who implements them
• Building an effective team takes a lot of work
• Must consider more than just a person’s
technical skills

21
 Organising the Project Team
• The selection of team members is based on
skills, availability and personality
• There needs to be a commitment and
chemistry among the team members
• Team building is not a perfect art, there is
always the risk of conflict

22
 Organising the Project Team
• Organized and located to facilitates open
continuous communication
– This does not mean they have to be physically
located together

• Team members may be reallocated for the

duration of the project or remain in their
function areas

23
 Organising the Project Team
• Large projects
– Dedicated core team
– Structured
– More defined roles
– Need for open and continuous communication
lines
– Self contained

24
 Organising the Project Team
• Small projects
– Part-time commitment from team members
– Team members remain in their functional units
– Conflicting priorities/demands exist
– Conflicts may arise from having more than one
boss or more than one team involvement

25
Organising the Project Team

• Be sure all parties understand the need to:

– Build the team
– What the priorities are within in the
organisation and
– Their assistance is appreciated
• Project manager to ensure that the cross
functional relationships are maintained and
supported
26
 Opening a Project
• Owner schedule a kick-off meeting:
– Meet contractor and other key personnel
– Identify areas of responsibility
– Establish job philosophy (set the ground rules)
– Set up requirements for on-or off-site meetings and set the
frequency of such meetings, who should attend
– Discuss problems anticipated in execution
– Discuss special sequence of operations or scheduling
limitations
• Issue written Notice to Proceed
– Set precise start date - good practice

27
 Selection of Project Manager
• Key position on the project
– Selection of appropriate individual is essential to
success of the project

• Selection criteria should be established based

on the skills required to carry out project

28
Project Manager Selection Criteria
1. Background and Experience
– Should be consistent with the nature and needs
of the project
– Education should be compatible with nature and
expectations of the project
– Look for a individual with a mix of conceptual,
analytical, operational and practical experience

29
Project Manager Selection Criteria
2. Leadership
– Ability to design, co-ordinate, control and
implement project plan
– Stay the course until completion
– Ability to see the big picture and understand the
details

30
Project Manager Selection Criteria
3. Technical expertise

– Ability to direct, evaluate, and make decisions on

technical alternatives
– Does not and can’t be an expert in all areas of the
project
– Should have expertise in project management,
team management and training

31
Project Manager Selection Criteria
4. Interpersonal skills

• Should be able to:

– Motivate, inspire, and coach
– Actively listen, give and receive feedback
– Empathise, relate feelings, needs and concerns in a
positive manner
– Prevent and resolve conflicts, negotiate
– Keep team, senior management and stakeholders
informed through effective communication channels

32
Project Manager Selection Criteria
5. Proven Managerial Ability

– Good track record, excellent indicator of the

future
– Knowledge of the organisation and its operation
– Ability to effectively interface with all levels of the
organisation
– Ability to link project goals to corporate mission
and goals

33
 Selecting the Team
• Selection of team members depends on a
number of factors:
– Nature of the technical work to be done
– Level and type of expertise required at each phase
of the project
– Availability of staff in the organisation and
reporting relationships
• Sometimes you cannot always choose

34
 Team Selection Criteria
• Similar to those of the project manager
• More emphasis on the technical skills
• Interpersonal skills essential
• Ability to function as a team member with
shared goals and objectives (us instead of me)

35
 Effective Team Characteristics
• Commitment to the project goals and completion
• Ability to communicate, share responsibility and
power
• Flexible willing to change or try some new methods
• Technically competent
• Willing to:
– Admit mistakes
– Admit not have all the answers
– Accept feedback

36
 Effective Team Characteristics
• Politically astute
• Team players
• Creative and open to suggestions
• High self esteem, can do attitude
• Willing to work for more than one boss, across
formal structure and authority system
• Results oriented

37
 What Makes Teams Work
Successful Projects:
• The team has fun
• Have the support of senior management
• Everyone understands the reason for the
project
• Conflicts are addressed and dealt with
• The entire organisation is committed

38
 What Makes Teams Work
Successful projects:
• Team understands the organisation’s mission
and how the project fits within that mission
• Team understands what is to be achieved and
when it is achieved
• Trust and communication

39
 Human Resources Management Tips
• Listen to understand
• Be responsive
– Provide positive feedback
– Act on problems in a timely manner
• Deal with problems
– They won’t go away, but will get BIGGER
• Provide constructive criticism
• Document appropriately
• Take time to have FUN

40
Total Project Quality Management
Quality Assurance

Total Project
Quality Design
Quality
Control Basis
Management

Continuous Improvement
 Project Quality Improvement

• Develop a quality management plan early in the

project
• Include representatives from all affected
organizational units on the project team
• Initiate the project effectively through kick-off
and alignment meetings
• Review performance and measure success
Project Quality Improvement (con’t)

• Define scope and review periodically

• Limit scope changes
formal change procedure
require justification
• Complete more engineering up-front before
defining cost and scheduling
• Obtain constructability, operability and
maintainability input to design