Implementation Stage

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Brice Daniel
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1 Implementation Stage

2 Implementation stage Inputs to implementation stage: Baseline plans Authorisation to proceed Details of next formal review point

3 Project completion Project Life-Cycle: Conceptualisation Planning Implementation Completion

4 Implementation stage Level of effort Con. Plan Impl. Comp.

5 Implementation stage Monitoring and controlling progress Quality management Human resource management Scope management and change control Risk management

6 Monitoring & controlling Cost management Time management Expectation management Issue management Communicating and reporting (Related to risk, scope, configuration, quality and human resource management)

7 Monitoring & controlling Trade off: time, cost, quality Time Cost Quality

8 Monitoring & controlling Trade-off: time, cost, quality, scope Time Scope Cost Quality

9 Monitoring & controlling Need a structured approach Regular data capture for all on-going activities Detail and accuracy should be consistent with risk level frequent detailed progress reports on critical activities required (based on Burke, 1999)

10 Monitoring & controlling Project manager must encourage all those reporting on progress to: Report honestly Report everything Don t be over-optimistic (tasks always 99% complete ) Don t be over-pessimistic ( nothing s finished! )

11 Monitoring & controlling Use written feedback - maintain records Confirm understanding need for monitoring how to complete paperwork Consult on preferred format correct completion more likely Keep it simple more likely to be completed

12 Monitoring & controlling Time sheet Contractor: Dora Hinge Date: 04/04/12 Task Actual Original Effort Estimate to Completed ID Start Estimate to Completion Date /10/ /11/ /10/

13 Monitoring & controlling Check actual progress against planned progress Gantt chart shows plan indicate progress against plan (are we currently ahead/behind schedule?)

14 week 1 week 2 week 3 week 4 week 5 week 6 week 7 week 8 week 9 week 10 Gantt chart - plan Time line: Activities: Request Jones paper Request Smith paper Review Jones paper review Smith paper Interview subjects set q's for questionnaire issue questionnaire Analyse data from q'naire have report proof read Write report Submit report 14

15 week 1 week 2 week 3 week 4 week 5 week 6 week 7 week 8 week 9 week 10 Gantt chart monitoring progress Time line: Activities: Request Jones paper Request Smith paper Review Jones paper review Smith paper Interview subjects set q's for questionnaire issue questionnaire Analyse data from q'naire have report proof read Write report T o d a y Submit report started on time finished on time 15

16 week 1 week 2 week 3 week 4 week 5 week 6 week 7 week 8 week 9 week 10 Gantt chart monitoring progress Time line: Activities: Request Jones paper Request Smith paper Review Jones paper review Smith paper Interview subjects set q's for questionnaire issue questionnaire Analyse data from q'naire have report proof read Write report T o d a y Submit report started late finished on time 16

17 week 1 week 2 week 3 week 4 week 5 week 6 week 7 week 8 week 9 week 10 Gantt chart monitoring progress Time line: Activities: Request Jones paper Request Smith paper T Review Jones paper review Smith paper Interview subjects set q's for questionnaire issue questionnaire Analyse data from q'naire have report proof read Write report o d a y Submit report started on time finished early 17

18 Gantt chart monitoring week 1 week 2 week 3 week 4 week 5 week 6 week 7 week 8 week 9 week 10 progress Time line: Activities: Request Jones paper Request Smith paper Review Jones paper review Smith paper Interview subjects set q's for questionnaire issue questionnaire Analyse data from q'naire have report proof read Write report T o d a y Submit report started on time finished late delay to start of next activity 18

19 week 1 week 2 week 3 week 4 week 5 week 6 week 7 week 8 week 9 week 10 Gantt chart monitoring progress Time line: Activities: Request Jones paper Request Smith paper Review Jones paper review Smith paper Interview subjects set q's for questionnaire issue questionnaire Analyse data from q'naire have report proof read Write report T o d a y Submit report started late delayed by previous activity finished late delay to start of next activity 19

20 week 1 week 2 week 3 week 4 week 5 week 6 week 7 week 8 week 9 week 10 Gantt chart monitoring progress Time line: Activities: Request Jones paper Request Smith paper Review Jones paper review Smith paper Interview subjects set q's for questionnaire issue questionnaire Analyse data from q'naire have report proof read Write report T o d a y Submit report not yet started delayed by previous activity 20

21 week 1 week 2 week 3 week 4 week 5 week 6 week 7 week 8 week 9 week 10 Gantt chart monitoring progress Time line: Activities: Request Jones paper Request Smith paper Review Jones paper review Smith paper Interview subjects set q's for questionnaire issue questionnaire Analyse data from q'naire have report proof read Write report Submit report reschedule to compensate for delay 21 back on schedule

22 Monitoring & controlling Progress must be tracked against the baseline plan planned cost versus actual cost (are we currently under/over budget?) planned time versus actual time (are we currently ahead/behind schedule?)

23 Monitoring & controlling One method of tracking is to use the earned value: Budgeted cost of work scheduled (BCWS) Budgeted cost of work performed (BCWP) Actual cost of work performed (ACWP) Schedule variance: difference between BCWP & BCWS Cost variance: difference between BCWP & ACWP

24 Monitoring & controlling With earned value, all variances are costs (a good way of focussing the mind) schedule variance shows if project is overrunning cost variance shows if project is overspent For many projects it is enough to measure effort to date revised estimate to complete Update plan after each tracking cycle

25 Monitoring & controlling Budgeted cost of work scheduled (BCWS) How much we expected the work we planned would cost Budgeted cost of work performed (BCWP) How much we expected the work we did would cost Actual cost of work performed (ACWP) How much the work we did really cost

project is running late 0 zero shows project is on

26 Monitoring & controlling Schedule variance shows if project is overrunning -- negative value shows project is running late 0 zero shows project is on time + positive shows project is ahead of schedule!

27 Monitoring & controlling Cost variance shows if project is overspent -- negative value shows project is overspending 0 zero shows project is on budget + positive shows project is under budget!

28 Monitoring & controlling If variances (deviation from baseline plan) become significant, project manager must take action: Allocate more resources Reschedule Modify scope Accept slippage (with stakeholder agreement)

29 Quality management The project manager must ensure that all products are to the required quality Quality management system: Ensuring that procedures are in place Ensuring that procedures are followed Checking final products meet the quality required Inspection cannot add quality

30 Quality management Quality plan forms part of baseline plan, and includes: Standards to be used Processes and procedures to be used Who ensures procedures and standards are followed When checks are to be made

31 Quality management Quality monitoring can take place at various stages Each product can be checked once complete Products can be checked at different stages in development Random checking can take place e.g. sampling

32 Quality management Monitoring can take the form of: Self-checking Reviews Walkthroughs (group review) Detailed inspection (formal walkthrough) Full audit (process and product)

33 Configuration management and change control Configuration management BS8488 (1984) definition the discipline of identifying the components of a continuously evolving system (taking into account relevant system interfaces) for the purposes of controlling changes to these components and maintaining integrity and traceability from Cadle & Yeates (2001)

34 Configuration management and change control Configuration management control of different versions of the various software components of an IS may include hardware, operating system, software, database, documentation, etc. from Cadle & Yeates (2001) 34

35 Configuration management and change control Configuration management involves identifying changes to products controlling changes to products ensuring changes are made properly reporting changes to others (Beynon-Davies, 2002) Change control: managing changes to an IS, including impact analysis, authorisation and documentation

36 Configuration management and change control Configuration management involves understanding dependencies between different components compatibility of different versions of components of an Information System

37 Configuration management Configuration management ensures that all elements needed to make up a system are recorded and controlled Configuration items subject to change, must be authorized and audited include specifications and documentation

38 Configuration management Configuration management ensure configuration items needed to make up a system are complete and consistent must ensure that changes to configuration items are subject to appropriate change control mechanisms

39 Change control Change control ensure changes only occur after careful consideration of impact appropriate authorisation granted ensures that changes are suitably documented Change control and configuration management are often confused

40 Risk management Risk analysis / management cycle: Overall approach to risk management must be planned (in baseline plan) Risks need to be identified and analysed Risks need to be monitored and managed Repeat the steps, tuning the process to the changing project environment

41 Risk management PRINCE (e.g. CCTA, 1997) separates risk analysis into three activities: Risk identification Risk estimation Risk evaluation

42 Risk management PRINCE (e.g. CCTA, 1997) lists 4 major activities during risk management: Planning Resourcing Monitoring Controlling

43 Summary Implementation carrying out the plan monitoring performance rescheduling if necessary managing change managing risk

44 Further reading Burke, R (1999) Project Management: Planning and Control Techniques, Chichester: Wiley (or more recent editions) Central Computer & Telecommunications Agency (1997) PRINCE 2: An Outline, London: The Stationery Office Maylor H (1999) Project Management (2 nd Edition), London: Pitman Publishing Yeates D & Cadle J (1996) Project Management for Information Systems, London: Pitman Publishing Lockyer K & Gordon J (1996) Project Management and Project Network Techniques (6 th Edition), Harlow: Prentice-Hall

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