Project Management

Project Stages

Stage 4 Implementation - of the Project

Five Stages of Projects

If the work in the previous stages has been done thoroughly, the Project Manager should be in a situation where:

There is a clear, agreed definition of the project which others can understand and relate to.
The Project Sponsor understands the complexity of the project and the likely difficulties. Understands what is required of them, and will work to support the project as required.
There is a detailed plan showing what activities need to take place and when, which is understood by those affected by it.
Those working on the project know what the project is about and understand what contribution is needed from them and when it is needed.
All involved (particularly stakeholders) are committed to the success of the project. They see that the project is relevant, important, interesting and that it is likely to be a success.

If these elements are broadly in place, then the project has a good chance of success. If they are not all in place, then rather than simply forging ahead regardless (as one is often tempted or pressed to do), the best tactic is to take stock and revisit the implementation issues and strategies.

Often, the difficulties arise from misunderstandings and misperceptions and in this situation the Project Manager needs to develop a Communications & Marketing Strategy for the project to clarify those perceptions – particularly for those projects that impact on the whole organisation.

If those elements are largely in place, then the Project Manager now needs to get the project moving and keep it on the move. This involves action on three fronts:

three balls of change

1. Maintaining the Support of "Others"

Keeping the sponsor and other key stakeholders informed of relevant progress and ensuring their continuing support.

Early in the project experienced Project Managers create a framework to ensure them access to key people. Using their stages plan as a basis, they book formal project review meetings with the sponsors well in advance – at least as "end-of-stage" reviews - and any formal updates and review sessions with other key stakeholders. It also provides the meetings with a focus and agenda

2. Progressing the Project

Keeping the project on track. In particular,

monitoring progress - keeping in touch with progress on the individual activities and tasks – particularly those which could delay the project. Updating the planning to reflect any changes or delays.
When monitoring progress, there is no alternative to regularly getting in touch with the team and contributors to see whether things are going to plan and using that information to identify problem areas.
managing risk - looking ahead for "Roadblocks", implementation issues which could affect the project and steps to resolve them.
On managing risk, in change projects Project Managers may use formal approaches such as attitude surveys and awareness seminars to help them assess people's reactions and identify potential difficulties, but also often try to develop an informal "intelligence network" during a project.

3 Keeping the "Team" Connected, Committed, and Energised.

Communicating to all contributing to the project, keeping them up to date with the relevant facts and maintaining their commitment to the project.

To keep a team connected and committed, one has to have regular team meetings. Experienced Project Managers hold regular team progress meetings as a means of checking how individuals are progressing and also updating everyone on progress and possible problems. On large projects, this will be supplemented with a formal communications system.

The key to effective implementation is sound planning.
If this is not done before implementation starts, then the Project Manager may well find that instead of them managing the project, the momentum is underway and the project starts to manage them.