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Chapter 5 Project Implemtation, ....
Chapter 5 Project Implemtation, ....
Chapter 5 Project Implemtation, ....
Project planning need is much greater for project work than for
normal operations.
• Project planning provides a basis for organizing the work on the project
planning.
actions
02/15/2024 Instructor: Dr. Dagnu L. 6
5.3. Work breakdown structure (wbs)
defined.
environment)
• A financial plan is prepared to identify the quantity of money required for each stage in the
project the total cost of labor ,equipment & materials is quantified and an expense schedule
is defined which provides the project manager with an understanding of the forecast spending
ensure that the quality expectations are clearly defined and can reasonably be achieved, a
quality plan documented the quality plan Defines what quality means in terms of this project
• Lists clear & unambiguous quality targets for each deliverable. Each quality target provides a
set of criteria & standards which must be achieved to meet the expectation of the customer
• Outlines a plan of activities which will assure the customer that the quality targets will be met
• Identifies the techniques used to control the actual level of quality of each deliverable as it is
• Mitigate/reduce
• Transfer
distributing & responsibility of each person in the project team for distributing
• The procurement plan provides a detailed description of the products ( i.e goods &
Purpose of control
Purpose is to correct errors, not punish the guilty
Be careful not emphasize short-run results at the
expense of long-run objectives
• Overview
• brief description of project
• deliverables
• milestones
• expected profitability and competitive impact
• Objectives
• detailed description of project’s deliverables
• project mission statement
• General approach
• technical and managerial approaches
• relationship to other projects
• deviations from standard practices
• Contractual aspects
• agreements with clients and third parties
• reporting requirements
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• technical specifications Instructor: Dr. Dagnu L. 15
• project review dates
Cont’d
• Evaluation methods
• evaluation procedures and standards
• procedures for monitoring, collecting, and storing
data on project performance
• Potential problems
list of likely potential problems
scheduling.
planning (scheduling).
– Bar Chart
– Network Techniques
– Divides project implementation into time phased activities & shows the
duration of each activity.
– The left-hand end of the bar shows the beginning time and the right-
hand end the ending time.
Company 3
formation
Financial 2
planning
Organization 5
al build up
Technology 4
acquisition &
transfer
Acquisition 2
of land
3. Analyze the work content of each sub-task to determine how much time it takes to
Work to be done
Resources needed
Results to be produced
02/15/2024 Instructor: Dr. Dagnu L. 20
.
– It is simple to understand
There may be a physical limit to the size of the bar chart (this
may limit the size of the project that can be planned with this
technique).
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2. Network techniques
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Technique (PERT) Instructor: Dr. Dagnu L. 22
1. Critical path method (CPM)
Activity-on-node network
construction
02/15/2024 Repetitive nature of jobs
Instructor: Dr. Dagnu L. 23
Program evaluation and Review Technique
(PERT)
• Activity
– Represented by an arrow
• Dummy Activity
• Critical Path
• The longest path (time); determines the project
duration
• Critical Activities
• All of the activities that make up the critical path
3
Lay Dummy
foundation
2 0 Build Finish
house work
3 1
1 2 4 3
6 1
7
Design house Order and
and obtain receive 1 1
financing materials Select Select
paint carpet
A D
1 3 4
B C
activities.
– They identify the activities that are critical to the completion of the
project on time.
Limitations
– They do not define an operational schedule that tells who does, what,
02/15/2024 Instructor: Dr. Dagnu L. 32
and when.
5.7 Forms of project organization
There is a need for entrusting an individual (or group) with the
2. Divisional organization
02/15/2024 Instructor: Dr. Dagnu L. 33
3. Matrix organization
a) Line and Staff Organization
• A person is appointed with the primary responsibility of coordinating the work of
the people in the functional departments. He/she acts in a staff position to facilitate
• The project coordinator does not have authority and direct responsibility of line
information and seeks to promote the cause of the project by rendering advice,
He may gently coax line executives to strive for the fulfillment of project goals.
This type of organization is usually not suitable for large projects. However, it is
project manager, this division has its complement of personnel over whom
the project manager has full line authority. It implies the creation of a
separate goal oriented division of the company, with its own functional
departments.
• While the project manager still has the problem of coordinating the inputs
objectives.
a project.
– People’s problems may not be adequately solved in the short span of the project
life.
• Authority
• Orientation
• Time & cost over-runs of projects are very common in developing countries (particularly in the public sector).
What can be done to minimize time & cost overruns and improve the prospects of the successful completion of
projects?
1. Adequate formulation
a project.
organization:
performance.
actual implementation.
run, etc.
(manpower, materials, money, etc) for each period to realize the time
plan.
project.
Acquisition of land
Calling of tenders
– Desirable to have funds even before the final approval to initiate advance action.
Questions:
– How much should we depend on foreign suppliers?
– How much should we rely on indigenous suppliers?
contracts.
• The competence & capability of all the contractors must be ensured. One
insisting that they should develop realistic & detailed resource and time
• Help should be extended to contractors & suppliers when they have genuine
problems.
02/15/2024 Instructor: Dr. Dagnu L. 45
8. Effective Monitoring
• A system of monitoring must be established to follow-up the progress of the
– It should focus sharply on the critical aspects of project implementation. It must lay
• May lead to redundant paper work & diversion of resources if the system is
overcomplicated.
• Time/Cost Reports
• Variance Reports
• When
• the degree to which the project has met its goals
• the degree to which the project qualifies against a set of factors associated with success or failure
1. Project Extinction
2. Termination-By-Addition
3. Termination-By-Integration
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“ THE END “
Instructor: Dr. Dagnu L. 51