1. Project Implementation
Section 4.0
Project Implementation

2. Course #1031-1: Project Management Tools & Techniques Module 4: Project Implementation
Instructor Say
The next phase on the Roadmap to Project Management success is project implementation.
The implementation phase is the time when the project team actually completes all of the tasks in the project.
As you can see, the project manager has several responsibilities associated with implementing the project.
These responsibilities are in addition to any project activities that the project manager has as a team member.
Copyright 2001, General Physics Corporation Instructor Guide

3. Factors that Ensure Success
Update the project plan
Stay within scope
Authorized change implementation
Providing deliverables on time
Conducting project reviews
MBWA
Progress
Performance
Moral

4. Project Manager’s Role
Course #1031-1: Project Management Tools & Techniques Module 4: Project Implementation
Project Manager’s Role
Managing customer expectations
Carrying out project start-up activities
Directing and supporting the project team by using leadership skills
Tracking activities
Communicating project status
Managing change to control deviations from the established plan
Resolving issues in a timely manner
Maintaining the project notebook
Instructor Say
The key responsibilities of the project manager during implementation are:
Managing customer expectations
Carrying out project start-up activities
Directing and supporting the project team by using leadership skills
Tracking activities to ensure that they:
Communicating project status by:
Managing change to control deviations from the established plan
Resolving issues in a timely manner
Maintaining the project notebook
This not any easy job and time must be allocated in the project plan to perform these tasks.
Copyright 2001, General Physics Corporation Instructor Guide

5. Implementation Model Step 1 Perform Tasks Resolve Issues Step 4
Update the Plan
Step 2
Track Progress
Step 3
Manage Change

6. Course #1031-1: Project Management Tools & Techniques Module 4: Project Implementation
Instructor Say
As mentioned earlier, one of the key activities of the project team during implementation is to perform all of the tasks that make up the project.
In order to be successful, team members need to know their work assignments, work authorization procedures, communication lines, reporting procedures, the project schedule, etc.
All of these items need to be addressed early in the implementation phase as part of project start-up.
Copyright 2001, General Physics Corporation Instructor Guide

7. Collect Project Data Team Member Status Reports
Course #1031-1: Project Management Tools & Techniques Module 4: Project Implementation
Collect Project Data
Team Member Status Reports
Team Member Status Review Meetings
Project Manager
Instructor Say
Collecting project status data is a time consuming, necessary, and ongoing activity of the project manager.
The project manager obtains progress data from many sources:
Team member status reports
Team status review ratings
Supplier status reports/meetings
Automated information systems
Automated Information Systems
Supplier Status Reports/ Meetings
Copyright 2001, General Physics Corporation Instructor Guide

8. Reporting Activity Progress
Course #1031-1: Project Management Tools & Techniques Module 4: Project Implementation
Reporting Activity Progress
Estimate to complete (ETC)
80 hour rule
Instructor Say
The most accurate way to report activity progress is to estimate the amount of time required to complete the activity (hours, days, etc.)
This reporting method should provide accurate status especially if the 80-hour rule was used when doing the work breakdown structure.
Definition
80-hour rule: No tasks should be larger than 80 hours.
Copyright 2001, General Physics Corporation Instructor Guide

9. Percent Completion Reporting
Period 1 2 3 4 5 6 7 8
Planned 20 40 60 90
100
Actual 94 96 97
97.5
Everything looks fine until you reach 90%!

10. Reporting Project Progress
Course #1031-1: Project Management Tools & Techniques Module 4: Project Implementation
Reporting Project Progress
Progress review meeting
Project reports
Instructor Say
Progress review meetings and project status reports are the two most common ways of reporting project status.
Copyright 2001, General Physics Corporation Instructor Guide

11. Project Progress Data Detail data: All activities Detail Gantt charts
Course #1031-1: Project Management Tools & Techniques Module 4: Project Implementation
Project Progress Data
Detail data:
All activities
Detail Gantt charts
All milestones
All risks and issues
Project manager Team members Cross-functional groups
Level of Detail Presented
Audience
Summary data:
Summary activities
Decision matrix
Major risks
Serious Issues
Senior management Project sponsor Customer Program manager
Instructor Say
Remember that when reporting project status, either at a meeting or in a report, the level of detail reported is a function of the audience being addressed, as well as contractual reporting requirements.
A good rule of thumb is to only report summary data to higher level management and the customer.
Detailed project data should be included in reports to the project manager, team members and cross-functional groups.
Progress review meetings should reflect status of the project. This is the time to assess the state of the project, look back, and look forward and determine appropriate corrective action.
The frequency of meetings will be determined by the duration and end dates of activities.
Formal project progress review meetings should be held every 2 weeks.
When deadlines approach or activities are less than one week in duration, meetings should occur weekly. This way, important activities and deliverables are not overlooked or allowed to slip by unnoticed because everyone is waiting for the next meeting.
Copyright 2001, General Physics Corporation Instructor Guide

12. Project Progress Review Meetings
Course #1031-1: Project Management Tools & Techniques Module 4: Project Implementation
Project Progress Review Meetings
Review of action items from last meeting
Update on activities and schedule
Problem identification and corrective action planned
Review of issues (closed, open, new)
Change request status
Risk status
Plan for next period
Instructor Say
A typical agenda for a formal project progress review meeting is shown in the slide.
Instructor Do
Quickly cover each of the points in the slide.
Remember that meeting minutes should be written and distributed within 2 days of the meeting.
Transition
In addition to formal review meetings, written project progress reports are an excellent way to communicate project status.
Do any of you use a project progress report?
Do you use it as a tool or are you required to complete them?
A generic project progress report form is included in your participant manual on pages 4-6-8, 4-6-9, and
Copyright 2001, General Physics Corporation Instructor Guide

13. This is the first page of the progress report.
Course #1031-1: Project Management Tools & Techniques Module 4: Project Implementation
Instructor Say
This is the first page of the progress report.
In the top section of the form, project administrative data is included:
Project title
Project manager
Authorization reference
Data submitted
Report period
Contract charge number
Usually the only items that change in this section are date submitted and report period.
In the area titled Summary of Progress During Period refer to your Gantt chart and summarize the progress made on project tasks during the reporting period:
Tasks completed
Tasks started
Tasks in progress since last period
Copyright 2001, General Physics Corporation Instructor Guide

14. Course #1031-1: Project Management Tools & Techniques Module 4: Project Implementation
Instructor Say
The next stop on the Roadmap to Project Management Success is tracking progress.
The objective of project tracking and control is to evaluate project progress against the original plan and take corrective action to minimize deviation.
Copyright 2001, General Physics Corporation Instructor Guide

15. Project Tracking and Control
Step 1
Perform Tasks
Step 4
Update the Plan
Step 2
Track Progress
Resolve Issues
Step 3
Manage Change

16. Compare Progress to Plan
Course #1031-1: Project Management Tools & Techniques Module 4: Project Implementation
Compare Progress to Plan
Quality reviews
Gantt schedule performance charts
Cost performance charts
Earned value techniques
Instructor Say
As shown in the slide, several tools can be used to measure performance against the baseline plan for quality, schedule, and cost.
We’re now going to spend a few minutes discussing each of them.
Copyright 2001, General Physics Corporation Instructor Guide

17. Quality Reviews Product design Specifications Manuals Parts
Course #1031-1: Project Management Tools & Techniques Module 4: Project Implementation
Quality Reviews
Product design
Specifications
Manuals
Parts
Computer program code
Instructor Say
Special meetings, called quality reviews, should be held to review the status of project deliverables.
The purpose of the meeting is to determine if the predefined customer expectations related to quality for a particular deliverable are being met.
The focus of the meeting should be on the deliverable and not the producer.
Some of the deliverables that should be reviewed are shown on the slide.
These meetings are important to conduct. Unfortunately, when projects get behind schedule, they seem to be among the first things that get dropped.
Copyright 2001, General Physics Corporation Instructor Guide

18. Schedule Performance Charts
Course #1031-1: Project Management Tools & Techniques Module 4: Project Implementation
Schedule Performance Charts
Gantt charts
Cost Performance
Instructor Say
Gantt charts and milestone charts can be used to evaluate schedule information.
Their application in planning can be extended by showing the original project plan baseline compared to the current plan.
Transition
We’re now going to look at some examples of their use.
Copyright 2001, General Physics Corporation Instructor Guide

19. Course #1031-1: Project Management Tools & Techniques Module 4: Project Implementation
Gantt Chart
Instructor Say
An example Gantt chart for showing schedule performance five weeks after project start is shown here.
Two schedules are shown on the chart:
The original plan for each activity is indicated by the letter P.
Actual progress and the current forecast is plotted below the original plan for each activity and is indicated by the letter A.
Activity bars that are shaded indicate progress. Actual work has taken place on these activities.
Instructor Do
Ask the students to review the chart and determine how the project is doing.
According to the chart, Activity B was completed one week behind schedule because it took two weeks rather than one week as originally planned. As a result, activities E and F were not started and have been delayed by one week.
Ask the students to name some things that could have caused this.
Copyright 2001, General Physics Corporation Instructor Guide

20. Cost Performance Week Planned Value Actual Costs 1 $3,000 $8,000 2
$6,000
$16,000 3
$18,000
$30,000 4
$48,000 5
$44,000
$66,000 6
$54,000 7
$64,000 8
$80,000 9
$83,000 10
$89,000

22. Earned Value Analysis (EVA)
Course #1031-1: Project Management Tools & Techniques Module 4: Project Implementation
Earned Value Analysis (EVA)
Performance status based on costs
Project projection tool
Originated by government
Instructor Say
Gantt charts and milestone charts can be used to evaluate schedule information.
Their application in planning can be extended by showing the original project plan baseline compared to the current plan.
Transition
We’re now going to look at some examples of their use.
Copyright 2001, General Physics Corporation Instructor Guide

23. Earned Value
Analysis System

24. Earned Value Analysis (EVA) Terminology
Course #1031-1: Project Management Tools & Techniques Module 4: Project Implementation
Earned Value Analysis (EVA) Terminology
Planned Value (PV)
This is the budget for what was scheduled to have been performed within the reporting period. This may also be called the budget plan, performance measurement baseline or planned earned value for this period.
Actual Cost (AC)
The actual cost of work completed within a given reporting period. This includes only those costs related to work performed to date.
Estimate to Complete (ETC)
What it will cost to finish the rest of the project or an individual work task.
Instructor Do
Read the definitions.
Copyright 2001, General Physics Corporation Instructor Guide

25. EVA Terminology Budget at Completion (BAC)
Course #1031-1: Project Management Tools & Techniques Module 4: Project Implementation
EVA Terminology
Budget at Completion (BAC)
The budget approved for the project. This is also called the performance measurement baseline for the project.
Estimate at Completion (EAC)
Forecasted project cost determined at the end of each reporting period.
Earned Value (EV)
This is the budgeted cost for the work that has actually been performed within the given reporting period. Actual earned value is the sum of the budgets for all work that has been completed for the reporting period. At the activity level, it is equal to the percent complete of an activity times its original budget.
Instructor Do
Read the definitions.
In earned value analysis, in order to measure project performance, we must also calculate actual earned value or budgeted cost of work performed (BCWP).
Read the definition.
Instructor Say
Once this is done, we’ll be able to compare planned accomplishment (BCWS = “planned earned value”) and actual accomplishment (BCWP = “actual earned value”) in order to determine how the project is doing.
Copyright 2001, General Physics Corporation Instructor Guide

26. Earned Value Costs Weeks Planned Value Actual Costs Earned Value 1
$3,000
$8,000 2
$6,000
$16,000 3
$18,000
$30,000 4
$44,000
$27,000 5
$66,000
$36,000 6
$54,000 7
$64,000 8
$80,000 9
$83,000 10
$89,000

28. Earned Value Exercise Calculate the Earned Value Data for the project:
CV and CPI
SV and SVI
% Complete
% Spent
Is the project in trouble?

29. Exercise Answers EVA Parameter Indicator Value CV -$30,000 CPI 0.545SV
-$8,000
SPI
0.818
% Complete
40.4%
% Spent
74.2%

31. EVA Projections
Estimate At Completion (EAC) = BAC/CPI
= 89/0.545 = 163.3
Estimate to Complete (ETC) = EAC – AC
= – 66 = 97.3
Estimated Additional Time = 2.2 Weeks
To complete this project it is estimated to take an additional $97,300 and it will be approximately two weeks late.

32. Course #1031-1: Project Management Tools & Techniques Module 4: Project Implementation
Instructor Say
Managing change is the next stop on the Roadmap to Project Management Success.
Copyright 2001, General Physics Corporation Instructor Guide

33. Managing Project Change
Step 1
Perform Tasks
Step 4
Update the Plan
Step 2
Track Progress
Resolve Issues
Step 3
Manage Change

34. Categories of Change Customer requested All others
Course #1031-1: Project Management Tools & Techniques Module 4: Project Implementation
Categories of Change
Customer requested
Typically the largest source of change
All others
Internal company requests
Government regulation
Team members
Changes
Instructor Say
Changes can be classified into two major categories:
Changes in projected scope as a result of specific requests by the customer.
All other changes that may impact quality, cost, and schedule that require some form of corrective action.
Copyright 2001, General Physics Corporation Instructor Guide

35. Formal plan for controlling change.
Change Request
Process
Formal plan for controlling change.

36. Addressing Project Changes
Course #1031-1: Project Management Tools & Techniques Module 4: Project Implementation
Addressing Project Changes
Call a team meeting.
Explain what the change is.
Obtain feedback from team members.
Identify alternative corrective options.
Prepare a decision matrix.
Select a recommended option(s).
Present information to upper management/customer.
Implement the approved course of action.
Instructor Say
In some cases, you cannot effectively deal with a change without the support of upper level management.
In other cases, it is upper level management that mandates the change.
For example, a program may need to go to the market sooner, so your deadline is moved up.
Or, global budgetary cut-backs are required, which impacts your project budget. In other words—you must do the same project for less money.
For either situation, you must present information to management so they can help you decide on the best course of action.
You must be able to present the right information so that the “best” decision can be made.
Copyright 2001, General Physics Corporation Instructor Guide

37. Decision Matrix RISK OPTION IMPACT ON SCHEDULE QUALITY COST
Course #1031-1: Project Management Tools & Techniques Module 4: Project Implementation
Decision Matrix
RISK
OPTION
IMPACT ON
SCHEDULE
QUALITY
COST
Describe course
of action for this
option
Quantify impact
on quality
on cost
on schedule
Indicate level of
risk as:
H - high
M - medium
L - low
Use overtime to
complete work
that’s behind
schedule
No impact on
quality
Will increase
cost by 5%
Will get project
back on L
Overlap work on
later critical path
activities by
adding staff
cost by 10% H
Instructor Say
We have found that this “decision matrix” allows managers to weigh all the options. It also helps them ask the right questions.
The “decision matrix” can also be used to facilitate decisions when your project team alone is handling the change.
Read through the explanation of how to complete the decision matrix.
Instructor Do
Copyright 2001, General Physics Corporation Instructor Guide

38. Course #1031-1: Project Management Tools & Techniques Module 4: Project Implementation
4-5-1
Instructor Say
Throughout the implementation phase, issues can occur which will seriously impact project success if not addressed in a timely fashion.
An issue is any unresolved item that needs to addressed.
It can be as simple as a request for information or as serious a loss of key personnel.
It is the responsibility of the project manager to make sure issues are identified, assigned, and resolved.
Copyright 2001, General Physics Corporation Instructor Guide

39. Issue Resolution Disagreements that should be … Documented Assigned
Course #1031-1: Project Management Tools & Techniques Module 4: Project Implementation
Issue Resolution
Disagreements that should be …
Documented
Assigned
Scheduled
Tracked
Escalated
Resolved
Instructor Say
A single process for resolving issues is to:
1.Document the issue.
Assign a number for tracking.
Assign a priority (low, medium, or high).
Describe the issue.
2. Assign the issue to someone for resolution.
3. Schedule its completion.
4. Track its status.
5. Escalate the issue to senior management if their involvement is required.
6. Once the issue is resolved, close it out by recording the actual completion date.
Copyright 2001, General Physics Corporation Instructor Guide

40. Course #1031-1: Project Management Tools & Techniques Module 4: Project Implementation
4-6-1
Instructor Say
Once project status has been determined and change management decisions made, the project plan needs to be updated and project progress reported. This is the next stop on the Roadmap to Project Management Success.
Copyright 2001, General Physics Corporation Instructor Guide

41. Plan Updates Step 1 Perform Tasks Step 4 Update the Plan Step 2
Track Progress
Resolve Issues
Step 3
Manage Change

42. Section 4.0 End of Implementation Phase
Course #1031-1: Project Management Tools & Techniques Module 4: Project Implementation
Section 4.0
End of Implementation Phase
Copyright 2001, General Physics Corporation Instructor Guide