Ghana Institute of Management and Public

Administration (GIMPA)

CSIR
(Senior Management Development Programme)

PROJECT MANAGEMENT:
IMPLEMENTATION, MONITORING &
CONTROL

Dr. Joe Oteng-Adjei

Monday, June 22, 2009

 Integrated Business Strategy

Marketing
OPERATIONAL
Strategy Product
STRATEGIES
Strategy

Financial Product
Business Control and
TARGETS
Goals Strategy Project
Business Portfolio
Systems Delivery POLICIES
Strategy Strategy
 Project
The Business Approach

■ Team Working

■ Cross Functional Perspective

■ Process Orientation
NGE
■ Logical Progression CHA

■ Strong Leadership
 Project Types
■ Capital Facilities

■ I.T. / Computing

■ Research & Development

■ Product Introduction & Launch

■ Company Mergers & Acquisitions

■ Organisational Change

■ Decommissioning
Why Undertake Projects ?
■ Financial

● Social

■ Political

● Strategic

■ Legislation

● Business Process Redesign

What is a Project ?
 What is a Project ?
■ Specific Goal / Objective
■ Defined Time Cost and Quality
■ Unique and One-Off
■ Finite Duration
■ Multi-skilled Teamwork
■ Many Interrelated Tasks
■ Complex Relationships
■ Deliverables
■ Life Cycle - Phases
 Specific Goals and Objectives
■ A PROJECT HAS A TEAM OF PEOPLE WORKING
TOGETHER TO COMPLETE A PARTICULAR TASK :

● By a

SPECIFIED TIME

● within a

SPECIFIED BUDGET

● to a

SPECIFIED STANDARD
Project Management Objectives
ADEQUATE

BEST

LE
AB

PR
PT

OJ
QUALITY
CE

EC
AC

T
COST TIME

CHEAPEST FASTEST

ECONOMICAL REASONABLE
Responsibility and Authority
General
Management

Responsibility for Project

Authority over Personnel

PROJECT Project
MANAGER
Team
 The Ultimate Challenge

■ The ultimate challenge for project managers is to

meet cost, schedule (time) and quality goals of the
project without damage to the environment.

● That means project ends with high morale, great

relationships with customers, and vendors that
can’t wait to work with you on the next project.
 Project Phases

THINK PLAN DO
OR...

FEASIBILITY PHASE

PLANNING PHASE

ACTION PHASE
 Product Development
CONCEPT PLANNING IMPLEMENTATION OPERATION

IDEA Conceptual
Study

Prototype
7 6
Product
Planning
5
Design &
Devpmnt

4 Production Trials Testing Launch

On
3 2 Sale
1 0
 1-1

Project Life Cycle

 Product vrs. Project Life Cycle

■ New product development, like a project, has a

beginning and an end and produces a unique
product, it may consist of more than a single project.

● The product development life cycle describes the

work required to create the product. The project
life cycle focuses on managing the work.

● A product life cycle may contain many projects,

each of which must go through the full project life
cycle.
 The Two Components of Project Management

■ HARDWARE
● Project Network Analysis
● Work Breakdown Structures
● Planning and Scheduling
● Control Techniques

■ SOFTWARE
● Teambuilding
● Leadership
● Presentation
● Communication
 1-5
The Technical and Socio-cultural Dimensions of
the Project Management Process
 Proven Techniques for Project Management
PROJECT

Work Breakdown 1.1 1.2 1.3

Structures
1.1.1 1.1.2 1.1.3 1.3.1 1.3.2

B
Project Network A C E G
B

A C E G
Techniques D
F D F
CPM / PERT

Resource
Allocation

Progress
Measurement
 Eight Steps to Project Success

WHAT DID
WE LEARN

WHERE

WHAT - IF

WHEN HOOK- UP

MAINTENANCE

HOW MUCH
/WHO

HOW

WHAT WBS

OBJECTIVES
 Project Characteristics - A Summary
■ A project is an enterprise with fixed objectives and
goals of :
● Time
● Cost
● Quality

■ All industries, sectors and organisations carry out

projects.

■ The strategy of an organization is achieved by projects

that are successful

■ People carry out projects in teams, with a leader.

 1-5

The Three Project Management Functions

DEFINITION PLANNING CONTROL
•Enlisting a sponsor •Risk Management •Measuring progress
•Naming the stakeholders •Detailed Scheduling •Communication
•Making the project rules •Budget •Corrective actions
•Resource Plan •Project closure

•Statement of Work •Risk Log

•Responsibility Matrix •Schedule
•Communication Plan •Budget
•Charter •Resource Plan

Feedback, Changes and Corrective action

Power/Interest for Stakeholders Prioritization
 Management Planning Cycle

Change
OBJECTIVES
Objectives

Revise PLANS &

Plan / Budget BUDGETS

DETAILED
WORKING
SCHEDULES
Revise
Schedule

COMPARE
V PLAN / HOOK- UP

ACTUAL MAINTENANCE
Framework

PROGRAMME /
PROJECT
 Implementation
■ Once the project funding has been approved,
the originating authority must ensure that
action is taken to implement the project.

■ Implementation usually entails:

● detailed implementation planning,

● tendering and award of contracts,

● purchase of materials,
 Implementation
■ Implementation usually entails:
● the construction of the physical components of the
project,
● the purchase and installation of equipment and

● putting in place the institutional systems, policies

and procedures to facilitate implementation.

■ Monitoring becomes essential once implementation

has started.
Monitoring: Definition
 Monitoring: Definition
■ Monitoring implies
● watching,

● observing,

● tracking and

● documenting project implementation

● in order to ensure compliance to project plan.

 Monitoring: Definition

■ Monitoring is the process of collecting,

analysing and using data/information about
the actual situation and comparing it to the
planned or expected situation to provide
feedback to management staff for appropriate
action to be taken to ensure that performance
is on track.
 Monitoring: Characteristics
■ Traditional monitoring focuses on
implementation monitoring (tracking inputs,
activities and outputs)

while

■ Performance-based monitoring entails the

regular collection of actual results (i.e. outcomes
and impacts or goals)
 Traditional (implementation) M&E
vs. Performance-Based M&E
• Long-Term, widespread improvement
< Result s >

Impact
in society (End Outcome)

• Intermediate effects of outputs on

Outcome clients (Intermediate Outcome)
< -- Implementation -- >

• Product and Services produced

Output

Activities •Tasks personnel undertake to transform

inputs into output

• Financial, human and material resources

Inputs
Control - Definition
 Control - Definition

■ Project Control includes all activities that keep the project

moving towards the goal. These include:
● Progress measurement

◆ Helps to identify problems early and serves as a

feedback to management
● Communication

◆ Keeps all the participants coordinated and aware of

project progress and changes
● Corrective action

◆ Day to day responses to all the obstacles and problems

a project may encounter
What Needs Controlling
What Needs Controlling
■ SCOPE
■ QUALITY
■ COST
■ SCHEDULE (TIME)
■ RESOURCES
■ ORGANISATION / MANAGEMENT
■ DELIVERABLES / BENEFITS
■ CONTRACT

S K
Σ = CHANGE RI
 Plan / Monitor / Control

CONTROL
PLAN

TIME
MONITOR

COST QUALITY
 Monitoring and Control

A N
PL
GATHER DATA CONSOLIDATE INFORMATION
HOOK - UP

MAINTENANCE

ANALYSIS & CONCLUSIONS MONITOR

DECISIONS / APPROVAL

AMEND PLAN
TAKE
ACTION
COMMUNICATE / FEEDBACK
 Monitoring the Project

■ Objective
● Accumulate progress data

● Determine performance by analysing

significant deviations
● Forecast the impact on the project

“What is happening and where are we going”

 Monitoring Involves :

■ Information Gathering
■ Consolidating Data
■ Analysis, Conclusions and
Recommendations  Reports

 Reviews

 Meetings

REACT & FEEDBACK

 Consolidating to Information

■ Graphs

■ Barcharts

■ Resource Charts

■ Progress Performance Curves

■ Summary Reports
 Reviews

■The three main types of reviews are:

• Project Progress Reviews
• Design/Technical Reviews
• Project Completion Reviews
 Project progress reviews
■ Responsibility
● The project manager should be
responsible for calling progress
reviews.
 Project Progress Reviews
■ Aims
● Review progress against the master
schedule
● Review progress against work package
schedules
● Review expenditure against the work
package budgets
● Assess the amount of work to be
completed and now accepted
 Project Progress Reviews

■ Outcome
● Discuss and agree any control actions
which are necessary.
● Document actions arising for the project
controller to progress.
● The project owner should be responsible
for progressing commercial matters.
 Design Reviews
■ Responsibility
● The project manager should be responsible for
calling design reviews.
● Staffs who are not directly involved in the
design work or project should be involved
 Design Reviews
■ Aims
● It is a preventative evaluation rather than a post
mortem.

● A formal, documented and systematic study of a

design by specialists not associated with its
development.

● Addresses: function, reliability, values and

appearance.
 Design Reviews

■ Outcome
● Assesses: quality, adherence to
specification, customer requirements,
use of appropriate techniques or
approach / methodology, design for
manufactures and costs.

● Document actions and responsibilities.

 Project Completion Reviews

■ Responsibility
● The project owner should be
responsible for calling the review.

● Attended by all appropriate staff who

worked on the project.
 Project Completion Reviews
■ Aims
● Discuss the methods/procedures used at each stage of
the project.

● Discuss the degree of success or failure of the

method/procedure.

● Establish the lessons learned.

● Highlight any problems and establish their causes.

● Review the overall financial and technical success of

the project.
 Project Completion Reviews
■ Outcome
● The project manager should complete a
post project completion report and circulate
this as appropriate.
 Meetings
■ Meetings are needed to aid communications
within the project team and between the team
and external parties.

■ A meeting is a natural group, convened for

carrying out the process of specific decision-
making, communications and problem
definition.
 Meetings
■ Principles
● Clearly define the purpose and an agenda.

● Keep meetings to a minimum.

● Involve interested parties who will make a

positive contribution.
 Meetings
■ Aims
● Important that clear, concise and actions
and statements are produced and
circulated.

● Actions should include owners and

timescales.
 Take Action
■ Withoutthe ability to take action
and make decisions, ‘control’ is
meaningless.

■ The input to control is the

monitoring process and the output
from control is the change
process.
 Take Action
■ Takingaction involves three steps:
● Making decisions and getting
approval
● Amending the plan

● Publishing the plan and feeding

back
 Lesson 1
■ A crow was sitting on a tree, doing
nothing all day. A small rabbit saw the
crow and asked him, “Can I also sit like
you and do nothing all day long?” The
crow answered: “Sure, why not.” So, the
rabbit sat on the ground below the crow
and rested. All of a sudden, a fox
appeared, jumped on the rabbit and ate it.
 Lesson 1
■ Moral of the Story
● To be sitting and doing
nothing, you must be sitting
very, very high up.
 Lesson 2
■ A turkey was chatting with a bull. “I would love to
be able to get to the top of that tree,” signed the
turkey, “but I haven’t got the energy.” “Well, why
don’t you nibble on some of my droppings?” replied
the bull. “They are packed with nutrients.” The
turkey pecked at a lump of dung and found that it
actually gave him enough strength to reach the first
branch of the tree. The next day, after eating some
more dung, he reached the second branch. Finally,
after a fortnight, there he was proudly perched at the
top of the tree. Soon he was promptly spotted by a
farmer who shot the turkey out of the tree.
 Lesson 2
■ Moral of the Story
● Bull shit might get you to the top,
but it won’t keep you there.
Visibility Room

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