QCF LEVEL 7 (EDSML)

PROJECT DEVELOPMENT AND IMPLEMENTATION FOR STRATEGIC MANAGERS

LECTURE NOTES (WEEK THREE) LEARNING OUTCOME Be able to implement a project ASSESSMENT CRITERIA Implement a project in accordance with an agreed specification Develop appropriate measures to monitor and evaluate progress and outcomes Monitor the implementation of a project Evaluate the outcomes of a project Make justified recommendations for improvements to the project.

Project Implementation
Project implementation is the carrying out, execution, or practice of a plan to develop a project. Implementation is the action that must follow any preliminary thinking in order for a project to be accomplished. In project implementation or project execution, we put it all together. Project planning is complete, as detailed as possible, yet providing enough flexibility for necessary changes. In a customer-contractor relationship, the contract is signed.

Project Implementation Schedule

The Key Components A well-designed project implementation schedule clarifies and describes what the project should deliver and within what time-frames. The project implementation schedule is an important time management document that defines and schedules the major phases of project work being carried out to fulfill the desired project objectives and achieve expected deliverables. This document describes project initiatives as a logical sequence of events over time to progress the project from its original concept to the final implementation.

The development of the project implementation schedule refers to the following two statements: 1. The schedule creates a framework for the whole project implementation plan and facilitates creation of the work breakdown structure (WBS) by placing the related activities, tasks and responsibilities on timeline. 2. The schedule outlines the project phases and their overlaps and shows them on the common projects timeline.

 In the project implementation schedule, the following information (the key components) should be provided in a clear and easy-to-read format:  Number and brief descriptions of project phases. A project phase is a manageable portion of work that is accurately defined and measured by a deliverable and time-frame.  The deliverables set being archived within each project phase  Major activities for each deliverable  Key milestones. The way to audit and control implementation of each project phase is to define check points to be conducted on a regular basis during the implementation process.

 Responsibilities and assignments. Completion of each project phase requires allocation of responsibilities. The project manager should set employee responsibilities and assignment per project phase and also define who is responsible for and assigned to the delivery of the major activities within each project phase.  Dependencies. A dependency is a measure of interaction between two or more project phases that identifies how one project phase exerts influence on other phases.

Planning for Success

The key contributing factors to implementation failure reported were: Lack of planning unclear vision, goals and approach, not aligned with vendor incentives, schedules, other practice priorities and other resource responsibilities. Incomplete, unclear and/or changing requirements. Lack of executive support and commitment. Lack of resources dedicated to the project (staff, time, money, end-user involvement, project management and IT support) Unrealistic expectations for what can be accomplished and how quickly it can occur.

Planning for Success

Other contributing factors to implementation failure are:
Believing the vendor will assume responsibility for all tasks Hoping the vendor/system will fix your operational and personnel problems Fear of change Fear of technology

Project implementation is a Process Managing a project is a process (i.e. a series of actions or steps taken to achieve an end). It consists of orderly steps that if carried out properly will: a) Maximise resources b) Ensure effective communication among project personnel and the projects clients c) Contain enough flexibility to handle the unexpected bumps along the way. In fact, one of the biggest detriments of the success of a project is how effectively the project manager carries out this process of project implementation.

What Are The Steps of Project implementation?

Step 1: New Project Managers Should Seek Guidance Step 2: Acquire appropriate project management tools. These include communication devices and software, computer hardware, and any software specific to project management. Step 3: Clarify the details of the project. One of the first tasks assigned to the project manager is the creation of a project proposal which should include the following: What will the project accomplish, or what are its goals?

1.

2. 3. 4. 5. 6.

What is the time-frame for project completion? What is the project budget? Who will be involved in completing the project along with assigned tasks? What methods will be used to complete the project? How will project uncertainties be met? Step 4: communicate job responsibilities among team members Step 5: Make sure a system is in place to monitor progress

 Step 6: Document project information. Easy to understand and accurate documentation helps to ensure that all parties involved are clear about the projects goals, the time-frame for project completion, the task agenda and the budget throughout the duration of the project. Step 7: Communicate with upper management and project clients. Aside from regular meetings with team members, the project manager is also responsible for ensuring that supervisors and/or clients are kept well-informed throughout the projects progress. Step 8: Project management reports.

Project Evaluation & Control: The Project Control Cycle

1. Setting a Goal

4. Taking Action and Recycling the Process

2. Measuring Progress

3. Comparing Actual with Planned

Milestone Analysis
Milestones are events or stages of the project that represent a significant accomplishment.

Milestones show completion of important steps signal the team and suppliers can motivate the team offer reevaluation points help coordinate schedules identify key review gates delineate work packages

Tracking Gantt Chart

Project status is updated by linking task completion to the schedule baseline

Human Factors in Project Evaluation & Control

Optimistic progress reports Level of detail Process evaluation Non-technical performance measurement

Critical Success Factors in the Project Implementation Profile

1. Project mission 2. Top management support 3. Project plans & schedules 4. Client consultation 5. Personnel 6. Technical tasks 7. Client acceptance 8. Monitoring & feedback 9. Communication channels 10. Troubleshooting

Leadership Factor During Project Implementation Leadership is: The ability to inspire confidence and support among the people who are needed to achieve organizational goals. Project management is leader intensive!

Leaders Vs. Managers

Managers have official titles in an organization Leaders focus on interpersonal relationships rather than administration Important differences exist between the two on: Creation of purpose Outcomes

Network development Focus timeframe

Execution

How the Project Manager Leads

Project managers function as miniCEOs and manage both hard technical details and soft people issues. Project managers: acquire project resources motivate and build teams have a vision and fight fires communicate

Acquiring Resources
Project are under funded for a variety of reasons: vague goals no sponsor requirements understated insufficient funds distrust between managers

Traits of Effective Project Leaders

A number of studies on effective project leadership reveal these common themes: Good communication Flexibility to deal with ambiguity Work well with project team Skilled at various influence tactics

The New Project Leadership

Four competencies determine a project leaders success: 1. Understanding and practicing the power of appreciation 2. Reminding people whats important 3. Generating and sustaining trust 4. Aligning with the led

Identify Necessary Skills Identify People With Skills Talk to Potential Team Members Negotiate with Their Supervisor

Building the Project Team

Renegotiate with Top Management

Success? Yes Assemble the Team

No Yes Success? No Build Fallback Positions

Effective Project Teams

Clear Sense of Mission Productive Interdependency Cohesiveness Trust Enthusiasm Results Orientation

Reasons Why Teams Fail

Poorly developed or unclear goals Poorly defined project team roles &

interdependencies Lack of project team motivation Poor communication Poor leadership Turnover among project team members Dysfunctional behavior

Conflict Management During Project Implementation

Conflict is a process that begins when you perceive that someone has frustrated or is about to frustrate a major concern of yours.

Categories

Views

Goal-oriented Administrative Interpersonal

Traditional Behavioral

Sources of Conflict
Organizational

Reward systems Scarce resources Interpersonal Faulty attributions Uncertainty Differentiation Faulty

communication Personal grudges & prejudices

Conflict Resolution
Mediate defusion/confrontation Arbitrate judgment Control cool down period Accept unmanageable Eliminate transfer Conflict is often evidence of progress!

Project Termination & Close-out: Elements of Project Closeout Management

Harvesting Gaining Handing Finishing Over the Acceptance the Benefits The Work Product for the Reviewing Product How It All Went Putting it All to Bed

Disbanding the Team

Closeout Paperwork

Documentation Legal Cost Personnel

Why are Closeouts Difficult?

 Project sign off can be a de-motivator  Constraints cause shortcuts on back-end  Low priority activities  Lessons learned analysis seen as bookkeeping  Unique view of projects

Early Warning Signs of Project Failure

Lack of viable commercial objectives Lack of sufficient authority to make

decisions

New product developed for stable

market

Low priority assigned to the project by

management

Early Termination Decision Rules  Costs exceed business benefits  Failure to meet strategic fit criteria  Deadlines continue to be missed  Technology evolves beyond the
projects scope

The Top 10 Signs of IT Project Failure

10. Best practices and lessons learned are ignored 9. Project lacks people with appropriate skills 8. Sponsorship is lost 7. Users are resistant 6. Deadlines are unrealistic 5. Business needs change 4. Chosen technology changes 3. Project changes are poorly managed 2. Scope is ill-defined 1. Project managers dont understand users needs

Project Termination Issues

Emotional

Intellectual

Staff

Client

Internal

External

Claims & Disputes

Two types of claims Ex-gratia claims Default by the project company Resolved by Arbitration
Binding Non-binding

Standard litigation

Protecting Against Claims

o Consider claims as part of the project plan o Verify stakeholders know their risks o Keep good records throughout the life cycle o Keep clear details of change orders o Archive all correspondence

Final Report Elements

Project performance Administrative performance Organizational structure Team performance Project management techniques Benefits to the organization and customer