project implimentation chapter oneppt

Project Implementation and
Closure(PPM 552)
Dereje Teklemariam, PhD and Asst. Professor
Chapter One
Concepts and Approaches to
Project Implementation
Dereje Teklemariam, PhD Feb 2018 1

What is a Project?

The Project concept

The Project concept
• A project is a unique venture with a
beginning and an end, conducted by people
to meet established goals within parameters
of cost, schedule, and quality.
Buchanan & Boddy
• Projects are goal-oriented, involve the
coordinated undertaking of interrelated
activities, are of finite duration, and are all,
to a degree unique.
Frame

The project concept
 A simple precise definition is not easy to give,
nor is it absolutely necessary.
 A project is a problem scheduled for solution.
 ‘ ....A temporary endeavour undertaken to
create a unique product (= Good or Service)
(PMI)

What do we mean by …
 Turner defines a project as: “ ..... An endeavor in
which human, (or machine), material and
financial resources are organized in a novel
way, to undertake a unique scope of work, of
given specification, within constraints of cost and
time, so as to deliver beneficial change defined
by quantitative and qualitative objectives."

Project Characteristics

Project Concepts Summarized
A project can be considered any series of
activities and tasks that have various features
such as:
• Specific objectives to be completed within
certain specifications,
Defined start and end dates,
Funding limits,
Human and nonhuman resources, and
Multifunctional focus.

....features
• Complex, one-time processes
• Limited by budget, schedule, and resources
• Developed to resolve a clear goal or set of
goals
• Customer-focused
• Ad-hoc endeavors with a clear life cycle
• Building blocks in the design and execution
of organizational strategies
• Responsible for the newest and most
improved products, services, and
organizational processes
• Provide a philosophy and strategy for the
management of change

Why are Projects Important?
1. Investments! Resources! Changes!
2. Shortened product life cycles
3. Narrow product launch windows
4. Increasingly complex and technical products
5. Emergence of global markets
6. Economic period marked by low inflation

What is Project
Management?

What is PM?
 “ ..... the application of knowledge, skills,
tools and techniques to project activities
in order to meet stakeholders’ need and
expectation from a project." (PMBOK,
2005)
 Stakeholders = Internal + external
 Three different perspectives:
How the project fits into the organization?
How the project will evolve over time?
What skills are required to successfully manage the
project?

What is PM?
 Peter Moms described PM as: “ ..... the
process
needs
of integrating everything that
to be done (typically using a
number of special pm techniques) … in
order to meet the project's objectives. "

PROJECT MANAGEMENT: PM
• Can be seen as dealing with a series of
Phases
• Can be envisioned as a bunch of Knowledge
areas
• Can be considered as the amalgamation of
skills
CAN YOU EXPAIN THESE?

PM as a series of Phases
• Origination
• Identification
• Initiation
• Design/Preparation
• Appraisal
• Planning (or scheduling)
• Implementation/Execution
• Monitoring and ‘E’
• Evaluation
• Closure

PM as a series a group of Knowledge
Areas
• Integration Management
• Scope
• Time
• Quality
• Cost
• HR
• Communications (= Stakeholder)
• Risk
• Procurement

PM : as composition of skills and tools

Project
Implementation

 Project implementation can be referred to as
a process whereby: “project inputs are
converted to project outputs”.
 The PI process involves a series of activities,
which need to be planned, operated and
controlled, and which will inevitably involve
the utilization of resources.

 Project implementation 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.

Project Planning and Implementation: Are
they separate issues?

Project Planning: A key to successful
implementation
22
NASA’s Rule:
No. 15
‘The seeds of problems are laid down early.
Initial planning is the most vital part of a
project. The review of most failed projects or
project problems indicate the disasters were
well planned to happen from the
start’(Madden and Stewart, 2014:3 ).
One Hundred Rules for
NASA Project Managers
= Read the 13 page
document summarized by
Jerry Madden and Rod
Stewart
Dereje Teklemariam, PhD Feb 2018

Project Implementation Process
[PIP]

Project Implementation Process [PIP]
 The PIP provides guidance on the main phases
in the delivery of a prescribed project.
 Experience has shown that all of “the steps” in
the PIP need to be completed to achieve a
successful project, but it is not necessary to
follow the steps consecutively or to go into the
same level of detail for every project.
 How many steps should we have in PIP?
Discuss.

Project Implementation Process[PIP]
 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.

Approaches to Project Implementation [API]

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.

Responsibility
Assignment

Responsibility Assignment
of a project rests
of a project manager
on the
among
 The success
performance
others.
 Hence, proper selection and assignment of
responsibility is a major task in project
implementation.
 But what factors determine the selection
of a project manager? /Discuss/
 Answer: Deliverables and Stakeholders

 The person ultimately assigned as the
project manager may very well be
assigned based upon the size, nature, and
scope of the deliverables.
 Deliverables are outputs, or the end result
of either the completion of the project or
the end of a life-cycle phase of the project.
 Deliverables are measurable, tangible
outputs and can take such form as:

 Hardware Deliverables
 Software Deliverables
 Interim Deliverables
 Stakeholders are individuals or organizations
that can be favorably or unfavorably impacted by
the project.
Hence, project managers must interface with
these stakeholders, and many of the
stakeholders can exert their influence or
pressure over the direction of the project.

A Linear Responsibility Chart: Example

Responsibility Chart:
Also Called: RACI Chart
•Responsible
•Accountable
•Consulted
•Informed
RESPONSIBLE: In charge of a particular activity
ACCOUNTABLE: Make the responsible persons to
properly executed the task
CONSULTED : As they may have information/feedback
INFORMED: To make aware of them

Project implementation is beyond
RA (Responsibility Assignment)!
 SO WHAT IS IT???
 Of Course! Implementation begins with the
formation of the project team and follows with the
scheduling and assignment of work packages.
 As work progresses the project manager utilizes
a system of reports and controls to keep the
project on schedule and within budget.
 Implementation is complete when the project
deliverables have been accepted by the client
and made operational and all final reports have
been filed.

Project implementation is beyond ...
• Of Course it requires Continuous improvement:

Project Implementation: Inputs and deliverables

Pillars in Project Implementation
LEADERSHIP
PEOPLE
PROCESSES
SYSTEMS
• In a nut shell, It is the transformation of a theoretical and
planned concept into physical and material structures.

The Pillars.....
The actual site preparation, buildings,
Equipment, machinery, facilities….etc, and
 Being ready to functioning to deliver objectives.
SYSTEM
PEOPLE: Employees
The Organizational framework and structure,
 Personnel are hired and trained
Adequate ‘soft institutions’ for managing and operating
PROCESSES
Supply Chain Management ( Procurement),
 Maintenance management
Accounting, Marketing and public or stakeholder relations

The Pillars
A good project leader must have gained prior experience
across the three main areas in the execution of a project, for
example the case of an industrial project:
1. Construction,
2. Commissioning, and
3. Operations activities.
There must also be overlapping skills and knowledge by the
construction, commissioning, and operations leaders.
This overlapping expertise is best demonstrated in the
following figure
LEADERSHIP

The Pillars.....
Leadership Skills are absolutely important
 Skills and Experience capabilities

The Pillars: the leadership environment

Project Implementation Structure:
A good project leader must have gained prior experience
across the three main areas in the execution of a project, for
example the case of an industrial project:
1. Construction,
2. Commissioning, and
3. Operations activities.
There must also be overlapping skills and knowledge by the
construction, commissioning, and operations leaders.
This overlapping expertise is best demonstrated in the
following figure
LEADERSHIP

Pillars:
 Leadership: Creating and sharing the vision,
To create shared vision, leaders should show
commitment to the project in a visible manner, and
these leaders must have the ability to articulate clearly
what the project is designed to do and how to arrive at
that end.
Effective Communication
Incentivize performance (= Motivation skills)!
Honesty and integrity
Team-building
 Being Front Line Leader is a key asset in implementation

Requirements of frontline leaders
COPs= Codes of Practice
SOPs= Standard Operating Procedures
PSM= Process safety mgt stds

Combined: Implementation readiness

Implementation Organization
• It refers to creating a structure to the project in
order to fit and integrate it with the parent
organization.
• There are different and hybrid ways of
organizing projects within the parent
organization.
• For instance,
1. The project is part of the functional organization or
pure line organization
2. The project can be free standing part of the parent
organization (project organization)
3. Matrix organization

Pure line organization or functional
organization
Top management
Division Division Division
Department
Employee
Employee
Employee
Department
Employee Employee
Employee
Project manager
Department

Free standing Project Organization

Matrix organization
Top management
Division Division Division
Department
Employee
Employee
Employee
Department
Employee Employee
Employee
Project mgr
Team leader
Team leader
Department

Project Organizational Structure
Selection
• Group Assignment 1 (15%):
Explore the different Forms or types of
Organizational structure for Projects,
Identify the merits and demerits of each
structure
State one PRACTICAL example for any
one of the structures you identified.
(Group: Maximum of 6 colleagues)

Resource Mobilization

Resource Planning
 The nature of the project and the organization will
affect resource planning
 Some questions to consider:
 How difficult will it be to do specific tasks on the project?
 Is there anything unique in this project’s scope statement
that will affect resources?
 What is the organization’s history in doing similar tasks?
 Does the organization have or can they acquire the
people, equipment, and materials that are capable and
available for performing the work?

RM: Basic Concepts
 RM is the process by which an organization
acquires and manages the financial, human and
logistical resources it needs to fulfill its mission
[accomplishment of a project].
 RM can be defined as a management process of
identifying people who share the values of your
organization and take steps to manage this
relationship.

Some tips on resource mobilization
• Supporting conceptual and analytical
skills with:
• Tools
• Programs
• Software
Examples:
Microsoft Project :

Factors affecting project
implementation
 Factors that lead to
success of projects
 Political Commitment
 Simplicity of Design
 Careful preparation
 Good management
 Involvement of
beneficiaries/community
 Factors and problems
that lead to failure of
projects
 Financial Problems
 Management problems
 Technical problems
 Political problems

Factors affecting project implementation
Other typical implementation problems
Poor scheduling of projects leading to delays in
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.

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

End of Chapter One

project implimentation chapter oneppt

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