PROJECT MANAGEMENT DIPLOMA COURSE UNIT FOUR PROJECT IMPLEMENTATION TUTOR TALK: The Learning Outcomes for this assignment are: Evaluate how a project is prepared for implementation. Analyse the following types of charts: o Preparation control chart o Events control chart o Budget control chart Define monitoring performance and identify the popular monitoring methods. Introduction The Project Implementation phase is the stage in which a project is launched. Consequently, this phase is often described as the action phase of the project cycle. Despite all the preparation beforehand, when a project actually gets underway many external conditions or unexpected changes can influence a project s progress. Whether or not a project ultimately succeeds depends on how well the project is implemented! Therefore, it is important that the first stage of this phase prepares project management for the implementation process before actual construction or development takes place. Project Management Diploma Course Unit Four Page 1
Preparing a project for implementation Before a project is implemented it is important to prepare the project team for unexpected events which may hamper a project s progress during the implementation phase. Unplanned material shortages, interpersonal difficulties, task failures, or suchlike conditions can occur at any stage during this phase. Consequently, a project s success depends largely on how well prepared a project team is for these challenges, if and where they occur. Preparing a project team can involve many different activities. Generally though, project preparation begins with a list of steps which the project team should apply before starting the project tasks. For example, in the case of material supplies part of project preparation would involve: Reviewing a project s resources requirements as defined by the Strategy Framework, Checking their availability, and Finding suitable alternatives in the event of shortages. Another consideration during project preparation is to ensure that the project team knows about the details of the Strategy Framework and what is required from each person in this regard. Specifically, the project team should be reminded of their responsibilities and possible changes to their routine during the implementation phase. Project preparation should also be as simple as possible and avoid long or drawn-out ideas of what should be done. However, the detail or blueprint required for project preparation, as described in the Project Breakdown Structure (refer to an earlier unit) depends on the nature of a project. For example, engineering projects such as building houses, installing drainage or planning water supplies can be fairly detailed. On the other hand, people-oriented projects such as the provision of health care or education do not need so much detail because the objective is less quantifiable or calculable (for example, how do you measure education?) Finally, project management must also keep in mind the fact that each task does not necessarily operate or progress at the same time, as planned in the project schedule. Therefore possible adjustments in time have to be considered when preparing a project for implementation. Consequently, project management should clarify the nature of a project and on this basis, decide the type of detail required for its implementation. A more flexible approach can be adopted in cases where projects are likely to change as the project evolves, for example people-centred projects such as teaching management skills. Project Management Diploma Course Unit Four Page 2
Implementing a project The project team managing a project during the implementation phase has a number of duties to perform to ensure that a project is launched successfully, namely: They must be in control of the work or activities in progress They must ensure that everyone involved is kept informed of all the relevant events taking place, and They must ensure that a smooth transition takes place between the Project Planning phase and Project Implementation phase by making sure of planned supplies and looking out for a possible breakdown in communication between the responsible individuals. The former duty (controlling a project s progress) forms the main activity of the Project Implementation phase, while both latter duties (keeping people informed and ensuring a smooth transition between both phases of the project cycle) help to facilitate this process. Controlling a project s progress If a project involves more than one person, a project manager must often play a number of diverse roles in order to implement a project successfully, in particular a project manager is expected to be a: Listener, Informer, and Leader. Each role is briefly described. Listening is a skill where the project manager is informed by other team members about the relevant aspects of a project s progress. The project manager must therefore be able to identify potential problems and find solutions to these issues. An important aspect of this skill is to detect how things are said so that possible frustrations, disappointments, and other negative human emotions are noted and resolved timeously (listening skills are discussed in a future unit). Communicating is a skill which allows the project manager to brief or inform other team members about the state of a project s progress. (Communication skills are discussed in a future unit). Project Management Diploma Course Unit Four Page 3
Leadership is central to both the above roles and is a recognition of a specific project manager s responsibilities and command. A critical element of good leadership is the ability of a project leader or coordinator to make decisions based on the inputs and consensus of all involved. A good leader also recognises good performance and rewards it appropriately, corrects poor performance and is able to continuously motivate the project team throughout the project cycle. (Leadership skills are discussed in a future unit). A project manager needs to be a good listener, communicator and leader! These roles or skills are applied throughout the project cycle, especially during the three stages of project control, namely: 1. Applying standards, 2. Monitoring performance, and 3. Regulating progress. Each of these stages is described in the following section. Applying standards It is important to set the criteria or standards against which a project s progress can be measured. This tells us whether a project is progressing satisfactorily or identifies emerging problems. Reference to specific standards should be listed in the Project Breakdown Structure (refer to an earlier unit) and closely adhered to during a project s actual implementation. Not following these standards could result in a project s failure! A project s overall progress is usually monitored by graphical indicators. Two charts, notably the Gantt and PERT Charts have already been discussed (refer to an earlier unit). Other charts which monitor project standards are the: Preparation Control Chart, Events Control Chart, and Budget Control Chart. Each chart is described in the following section. Project Management Diploma Course Unit Four Page 4
Preparation Control Chart The Control Preparation Chart prepares project management for possible mishaps or unplanned changes to a project. The Control Preparation Chart lists the possibilities of what could go wrong in a project and provides alternative methods or ways to resolve these issues if, and as they occur. This chart improves the opportunity for timely and well-executed responses to new circumstances and conditions affecting a project s agenda. Table 4A illustrates a sample Control Preparation Chart. Events Control Chart The Events Control Chart lays out a broad picture of completed tasks or activities as they take place and monitors the progress of a project by comparing actual completion dates with planned completion dates. This chart provides an informative summary of a project s progress and indicates whether planned completion dates for specified tasks are on target or whether any such tasks require extra time. Table 4B illustrates a sample Events Control Chart. Budget Control Chart The Budget Control Chart compares the progress of actual project costs with estimated project costs. This chart is used to keep relevant costs in line with what can be afforded and warns project management of possible price or cost escalation s which may require a readjustment in the overall budget or a change in task priorities. Table 4C illustrates a sample Budget Control Chart. Both the Events Control Chart and the Budget Control Chart can be included in the Preparation Control Chart if more money or time is needed during the course of a project. These charts must be updated regularly so that a realistic picture of a project s progress is maintained. Monitoring performance Monitoring a project s performance ensures that the project goal and objectives set out during the Project Identification phase (refer to an earlier unit) are being achieved during its implementation. Monitoring measures the progress of a project as it is implemented and provides an early warning to project management about potential or developing problems. Monitoring therefore confirms the satisfactory progress of a project. Project Management Diploma Course Unit Four Page 5
As with the other stages of the Project Implementation phase, monitoring should be as simple as possible in order to avoid unrealistic or inadequate measures which may slow or halt the project altogether. Proper monitoring prepares project management for corrective action to respond to unplanned events timeously and, by setting efficient performance standards, effectively. Monitoring methods allow the project manager to follow the progress of important tasks as they evolve during this phase without having to stop a project before its completion for evaluation purposes. Popular monitoring methods include: Observation of what is happening as the project activities get underway on a random basis. This involves asking questions to other project team members about a project s activities and keeping up-to-date with the project s progress. Regular review of a project s progress on a periodic basis, for example twice a week. This involves comparing what was planned with what is taking place up to a point in time. Reviews should include a definition of the problems encountered and the methods applied to resolve them. Scheduled evaluations confirm whether the standards or planning quality determined beforehand in the Project Breakdown Structure are being applied after each task is completed (refer to an earlier unit). This method compares the actual quality of project output or performance as against the planned output or performance. Scheduled evaluations therefore involve interviews with other project team members or beneficiaries of the project. Effective monitoring usually involves a mixture of these approaches in practice and is complemented by the charts described earlier in this unit. Any method used to check a projects progress can be described as a monitoring procedure. Keeping up-to-date with a project s progress ultimately depends on how useful or precise the relevant information gathered from such monitoring is. In part, good or useful information depends on performance evaluation. Evaluating performance Evaluation complements monitoring by reassessing the Project Breakdown structure as a project progresses. Where necessary, a project s objectives can be modified if an evaluation indicates that the existing objectives are inadequate or inappropriate. This does not mean that a project will have to be stopped but rather that alternatives will have to be considered so that the original or intended goal is ultimately achieved. For example, if during the early process of building a house applied monitoring procedures followed by an evaluation indicate that the original design material is unavailable then alternative design materials will need to be considered and chosen. Project Management Diploma Course Unit Four Page 6
Unfortunately, monitoring and evaluation are often seen as administrative tasks that simply become an information gathering exercise. If this data is not understood, becomes too complicated or is irrelevant then an evaluation can be a waste of time. Poor evaluations can lead to ill-preparation which can further result in a project s failure. To avoid this possibility project management should be prepared (as discussed in the first part of this unit) and consider measures for regulating a project s progress. Regulating performance At the outset it is useful to remember that no project is always perfectly on time, within the exact budget or complies precisely with set standards. However, a well planned and implemented project depends on a number of regulatory conditions or measures in case of unexpected conditions. As discussed earlier in this unit, these measures should ensure that the project has the best possible opportunity to succeed. Subsequently, when regulating a project a number of conditions should be kept in mind, namely: That the applied monitoring and evaluatory techniques or approaches be as simple as possible and have the commitment of those involved in the project, That important or relevant types of data required are clearly identified beforehand and closely correlated with the task objectives defined in the Project Identification stage, and That the collection and evaluation of such information is not excessive in terms of financial costs and time. In the course of regulating a project s progress however, issues specific to the planning elements of the Project Implementation phase may need to be considered, namely quality, time or cost issues (refer to an earlier unit). Examples of how to regulate each of these conditions follows. Regulating a quality issue: In the event that quality or standards drop during the Project Implementation phase, for example by shortages in a particular type of material, project management will have to consider whether to: Continue with the project, Adopt the available alternative materials, and if so, Consider how this change could affect the project s final outcome. Project Management Diploma Course Unit Four Page 7
Regulating a time issue: If a project falls behind schedule project management will have to consider whether to: Provide additional incentives, such as higher wages for shorter task times completed, or Increase the overall budget so that more labour or skills can be hired for the remainder of the project. Regulate a cost issue: In the case where actual expenses become greater than planned expenses project management will have to consider whether to: Refine the objectives set out (for example building fewer houses than originally planned), Include other sources of income (such as increasing the price of houses built for sale afterwards), or Obtain more funding (loans and investments). Review The Project Implementation phase is the third phase of the project cycle. The Project Implementation phase involves careful preparation before a project is implemented and control during this actual process. A project should be as simple in its design as possible. The simpler the design (and approach to a project), the clearer everyone will be about the require measures needed for implementation. A project must be carefully prepared for implementation and attention given to the practicalities and nature of its objectives. Good management skills, especially listening, communication, and leadership skills are important for the successful implementation of a project. Once a project is being implemented and is near completion, the project cycle moves into the final phase: the Project Completion and Evaluation phase. Project Management Diploma Course Unit Four Page 8
TUTOR TALK: Well done of completing your fourth unit. You are now half way through this fascinating course. The tables related to during this unit can be found after this page. Keep up all your good work. Now move on and complete your question paper relating to this unit. Copyright Reserved Opportunity may knock only once, but temptation leans on the doorbell. Anonymous Table 4A Table 4A: Sample Control Preparation Chart CASE STUDY: BUILDING A HOUSE A Control Preparation Chart should identify when and how something may go wrong or not according to the project schedule (Gantt or PERT Chart). Parameter Problem? Monitor Action Quality Building might be shoddy On-site inspections and Make-builders redo shoddy or and not measure up with see how the project is poor work again. Consider the plan details. progressing. contracting replacement workers. Cost The costs of a step or item Agreements or purchases Consider alternative suppliers. may exceed to budgeted where the costs have If charges are made higher costs as planned in the been estimated or than the contractually agreed project budget. contracts signed with price then go to court. labour and expertise. Time Steps or the project Closely follow the Make provision for extra time schedule may be falling progress against the on the non critical activities. behind on time. project schedule as laid Consider adding total time to out in the Gantt or PERT the project. Provide for chart. additional labour or expertise if the budget allows. Project Management Diploma Course Unit Four Page 9
Table 4B Table 4B: Sample Events Control Chart CASE STUDY: BUILDING A HOUSE The Events Control Chart gives a broad picture of how a project is progressing. The project is scheduled for 100 days with 40 days spare. Note that in some steps the schedule is slightly behind (see Wall built) or slightly ahead (see Funding obtained). These changes do not necessarily indicate serious project schedule problems but the project manager should be aware of schedules falling behind which may require an adjustment to other planned steps. Events (steps) Date to be completed Date completed Plan completed Funding obtained Builders & material organised Contract & building permit completed Foundation laid Walls built Roof built Windows installed Exterior painted Electrical fixture installed Plumbing installed Doors finished Inside of house painted Cleanup completed Project finished 26 January 30 January 8 February 13 February 26 February 9 March 12 March 27 March 23 March 9 April 9 April 9 April 12 April 30 April 30 April 26 January 29 January 8 February 10 February 25 February 10 March 12 March Project Management Diploma Course Unit Four Page 10
Table 4C Table 4C: Budget Control Chart CASE STUDY: BUILDING A HOUSE A Budget Control Chart compares the estimated costs of each step with the actual costs of each step as it takes place. Estimated costs are linked to the Budget Worksheet (see Table 3F: Part I) as calculated for each step (see Table 3F: Part II). Step Estimated Cost Actual Cost Sub-Total Develop idea 183.75 190 190 Meet Architect and 433.75 430 620 Quantity Surveyor Draw up plan 433.75 420 1040 Obtain funding 143.75 150 1340 Complete contracts and 543.75 520 1860 building permit Lay foundation 1551.25 1345 3205 Build walls 3732.50 3800 7005 Build roof 2251.25 2100 9105 Install windows 1474.25 1350 10455 Paint exterior 1026.25 1250 11705 Install electrical 1101.25 1300 13005 fixtures Install plumbing 1401.25 1400 14405 Put in doors 1251.25 1000 15405 Paint interior 1026.25 1000 16405 Cleanup and finish 801.25 500 16905 The total spent (16905) was less than the estimated budget costs (17499.25) which shows a saving of 594.25! Project Management Diploma Course Unit Four Page 11
STUDENT NOTES: Please use the space below for recording what you consider to be any pertinent information or notes. You may find it helpful to refer back to it later on! Project Management Diploma Course Unit Four Page 12