Setting the Stage for Project Implementation and Evaluation

In order to ensure the efficient implementation of the project, the project manager first needs to confirm:

• The resource commitments.
• The communication processes.

Confirming Resource Commitments

The key activity owners (KAO’s) per responsibilities identified should be asked to verify their task lists, making sure that no tasks have been forgotten. The duration of each task needs to be confirmed, including the start and end dates and the available float, if any.

A record of actual start and end dates must also be kept. The procurement of resources necessary for the project also needs to be confirmed. This includes verifying whether materials and services will be available when and where needed as scheduled in the project plan. We must bear in mind that materials and services can be from internal and/or external sources. Materials may come from local suppliers or need to be imported. Services may be provided by in-house specialists or by external consultants, specialists or contractors.

It is essential that the project manager verify that these materials and services will be available on time, in the right quantities and of the right quality. During implementation, these resources have to be carefully monitored and controlled.

Confirming the Communication Processes

Without proper communication, a lot of conflict can be expected. It is absolutely essential that the necessary communication processes be identified and communicated to every stakeholder of the project. Good communication in the team, between the project manager and the team and between the project manager and the key stakeholders should be ensured. Feedback on the current progress of active tasks, problems encountered, problems anticipated, and technical difficulties encountered are needed throughout the implementation phase. An information system should be created, giving the project manager the information, he needs to make informed, timely decisions that will keep project performance as close as possible to the project plan.

The use of a communication plan ensures regular and timeous feedback on project progress.

We will focus on two communication mechanisms essential in the effective monitoring and tracking of the project:

Project status reports: The key stakeholders expect to receive regular feedback on project progress in the form of status reports. The frequency and format of these reports should be agreed upon even before the project is launched. Kerzner suggests that status reports be kept short and concise, containing pertinent information only.

A single page, standard template can be designed to ensure consistency and focus in reporting, recording: a concise summary of overall progress; a list of milestones due to be completed since the last report and their current status, e.g. on time or late; actions taken to correct any slipped milestones; forecasts for the project completion based on current information; reasons for any revision to earlier completion forecasts; any issues/problems still waiting for resolution; and costs to date compared to the budget.

The data contained in the report will depend primarily on whether it is a routine report, an exception report or a special analysis report.

Team members should issue status reports to the project manager and the project manager then report to the key stakeholders, e.g. the sponsor and management.

Meetings: Project review meetings are another important communication mechanism.

What kind of meetings may be required?

• one to one meeting with the project sponsor;
• one to one meeting with team members;
• project progress meetings with the team;
• problem solving meetings;
• meetings with particular stakeholders, e.g. the customer; and
• project review meetings with other stakeholders.

These meetings can be highly structured or very informal, but each meeting should have a definitive purpose. People often dread meetings; therefore, it is important to keep a meeting as short as possible, sticking to the agenda and ensuring a specific outcome is achieved. Status reports are often delivered at a face-to-face meeting, not necessarily always in a written format. Project progress meetings can be scheduled throughout the project and even be shown on the Gantt chart, whilst other meetings need to be scheduled as the need arises.

Once everything is in place, the project can be launched. This is often done by calling a launch meeting. A launch meeting can be regarded as a milestone in the project, after which all project work starts. The aim of the launch meeting is to get everybody involved focused, informed and ready for the tasks ahead. The meeting should be well planned, and the project team should be well prepared to address any concerns raised by the other stakeholders. The project plan is discussed in some detail at this meeting and acceptance and commitment to the work ahead is sought. The project manager should use the meeting to make sure everybody understands exactly how the project will be executed and to what extent everyone will be involved.