Project Execution and Management
Leonellha Barreto Dillon, seecon international
Project Execution and Management
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Contents
1. Project Execution
1.1
Definition of Project Execution
1.2
Objectives of the Execution Phase
1.3
How to get started
1.4
Example: Implementation of Engineering Projects and Service Delivery
2. Project Management
2.1
A Successful Project
2.2
Definition and Components of Project Management
2.3
Managing Time
2.4
Managing Money
2.5
Managing Quality
2.6
Managing People
2.7
Managing Information
References
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1. Project Execution
1.1 Definition of Project Execution
Execution, or implementation, is the phase
where visions and plans become a reality.
This is the logical conclusion, after
evaluating, deciding, visioning, planning,
applying for funds and finding the financial
resources of a project.
Project Execution and Management
SOURCE: L. Barreto Dillon
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1. Project Implementation
1.1 Definition of Project Execution (cont.)
There is not one typical project in water and sanitation:
-social development
-health
-environmental sustainability
-institutional strengthening
-technical implementation
-pilot plants
-service delivery
-social marketing
-hygiene promotion
SOURCE: L. Barreto Dillon
-sanitation promotion
-capacity building.
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1. Project Implementation
1.2 Objectives of the Execution Phase (adapted from PHILIP et al. 2008 and MORIARTY
et al. 2007):
To put the action plan into operation.
To achieve tangible change and improvements.
To ensure that new infrastructure, new institutions and new resources
of water sustainable in every aspect.
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1. Project Implementation
1.2 Objectives of the Execution Phase (cont.):
To ensure that any unforeseen conflicts that might arise during this
stage are resolved.
To ensure transparency with regard to finances.
To ensure that potential benefits are not captured by elites at the
expenses of poorer social groups.
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1. Project Implementation
1.3 How to get started: Basic Requirements
The basic requirement for starting the implementation process is to have
the work plan ready and understood by all the actors involved (NETSSAF
2008).
Technical and non technical requirements have to be clearly defined
and the financial, technical and institutional frameworks have to be
prepared considering the local conditions.
Another basic requirement is that the financial, material and human
resources are fully available for the implementation
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SOURCE: L. Barreto Dillon
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1. Project Implementation
1.3 How to get started:
Actions which need to be taken before the implementation of the
detailed action plan include:
-Scheduling activities and identifying potential bottlenecks.
-Communicating with the members of the team and ensuring all the
roles and responsibilities are distributed and understood.
-Providing for project management tools to coordinate the process.
-Ensuring that the financial resources are available and distributed
accordingly.
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1. Project Implementation
1.4 Example: Implementation of Engineering Projects
The detailed design, tendering, and construction of the infrastructure
will take place during this step.
Construction by External Contractors:
Formal written contracts are required where specialist
construction or installation work is being undertaken
by external contractors. This work should be awarded
through a competitive tender process to ensure value
for money (LSHTM/WEDC 1998).
Other procurement strategies could be a design and
build scheme, and a build, own, operate and transfer
conception (BOOT).
SOURCE: L. Barreto Dillon
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1. Project Implementation
1.4 Example: Implementation of Engineering Projects
Construction by the community:
In community-managed projects, the members of the
community are involved in the construction and
installation of the new infrastructure through
(NETSSAF 2008):
SOURCE: L. Barreto Dillon
voluntary labour agreements
in-kind contribution
food for work scheme
self-help programs where the communities are
provided training and resources to carry out the work
themselves.
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1. Project Implementation
1.4 Example: Implementation of Engineering Projects
A strategy for capacity development should be prepared in order to
ensure an effective construction, operation and maintenance work.
Training activities will target technicians, masons, users, other
service providers. These activities aim at building the required
capacities for the implementation and can be carried out through:
workshops
specialised training courses
“learning by doing” approach, among other.
SOURCE: L. Barreto Dillon
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1. Project Implementation
1.4 Example: Implementation of Engineering Projects
Supervision by Experts and Engineers:
Whatever method is selected, the construction
and installation activities must be carried out
under the supervision of experts and engineers.
SOURCE: L. Barreto Dillon
The level of supervision required will naturally depend on the
complexity of the construction work.
The involvement of the designers is also needed during the
construction stage, particularly to answer questions and make
changes in the design when improvements and adaptations are
required.
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1. Project Implementation
1.4 Example: Implementation of Engineering Projects
A practical implementation plan should be prepared by the
implementation team to define real time schedule of delivery of
services such as (NETSSAF 2008) :
When the purchase of materials is completed,
When the excavation is finished,
When the structures of the buildings are constructed,
When the commissioning is expected.
SOURCE: N. Zimmerman
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1. Project Implementation
1.4 Example: Implementation of Engineering Projects
More tips for implementing successful projects
(adapted from PHILIP et al 2008)
!
Field management staff must make time to establish an atmosphere
of candour and trust with partners.
Realistic long-term planning of finances is key!
A communication strategy can be used to raise awareness of the
positive benefits for the community,
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1. Project Implementation
1.4 Example: Implementation of Engineering Projects
More tips (cont.):
At the end of a planning and implementation cycle, a press release
is useful to highlight successful stories and announce the publication
of a final document such as a water report.
Expectations among stakeholders and the general public are likely to
be high following the participatory approach to the development of
the preceding stages of the planning process.
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2. Project Management
2.1 A Successful Project:
To be successful a Project must (BERR 2007):
Deliver the outcomes and benefits required by the organisation, its
delivery partners and other stakeholder organisations.
Create and implement deliverables that meet agreed
requirements.
Meet time targets.
Stay within financial budgets.
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2. Project Management
2.1 A Successful Project (cont.):
Involve all the right people.
Make best use of resources in the organisation and elsewhere.
Take account of changes in the way the organisation operates.
Manage any risks that could jeopardise success.
Take into account the needs of staff and other stakeholders who will
be impacted by the changes brought about by the project.
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2. Project Management
2.1 A Successful Project:
In order to make our project successful we need:
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2. Project Management
2.2 Definition and Components of Project Management
Project management is a carefully planned effort to accomplish a
specific objective, using knowledge, skills, tools, and techniques to
plan and implement activities to meet or exceed stakeholder needs
and expectations from a project.
Components of project management
1. Team
2. Goal
3. Limited resources
4. Uncertainty (risk)
SOURCE: adapted from BAARS 2006
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2. Project Management
2.2 Definition and Components of Project Management: Control Factors
* Time
* Information
* Money
* Quality
C
* People
The control factors appear in project plans, progress monitoring and
project reporting.
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2. Project Management
2.3 Managing Time (adapted from BAARS 2006)
Deadlines for tasks.
Amount of time that these tasks may take.
Managing time involves ensuring that tasks are completed on time.
Time in project plans:
Determine which activities should take place in which phase.
Estimate how long each activity will take
Determine the order in which activities should be completed.
Allocate people and materials.
Allocate activities over time.
Determine the (most important) deadlines.
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2. Project Management
2.3 Managing Time (adapted from BAARS 2006)
Developing a time schedule requires knowing the amount of time that
is needed for each task, who will complete each task and when.
Gantt Chart:
The Gantt chart is a specialised bar chart used to provide a graphical
overview and schedule of all tasks to indicate the work elements and
dependencies of project.
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2. Project Management
2.4 Managing Money (adapted from BAARS 2006)
The money factor manifests itself in the project budget.
The management of money within a project involves ensuring
that the costs remain within the budget.
Money in project plans:
Determine the fees of the team members.
Estimate the hours for the team members.
Assign budgets to team members for specific tasks.
Determine costs for material and tools.
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2. Project Management
2.4 Managing Money (adapted from BAARS 2006)
Money in project monitoring:
Monitor cash flow.
Negotiate with suppliers.
Determine whether the original cost estimates are still accurate.
Adjust budgets.
Negotiate with customer and/or client concerning budget
adjustments.
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2. Project Management
2.5 Managing Quality (adapted from BAARS 2006)
When managing a project, it is particularly important for quality
requirements to be determined, agreed upon and recorded in
writing during the definition phase.
A clear list of requirements can be checked at the end of the
implementation phase.
Quality in project plans:
Establish the desired quality of the project result and the intermediate
products.
Establish the desired quality of the carrying out of the various activities
in the project.
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2. Project Management
2.6 Managing People (adapted from BAARS 2006)
Determining who will do what from the list of activities.
The soft skills (e.g. motivational techniques, communication skills,
leadership styles) that are needed to achieve a goal with a group of
people.
Organisation in project plans:
Assemble the team.
Assign authority.
Assign tasks to team
members.
Organisation in progress
monitoring:
Direct the team.
Monitor human aspects (soft
skills).
Mediate between the parties
who are involved in the project.
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2. Project Management
2.7 Managing Information (adapted from BAARS 2006)
The information factor concerns how, by whom and on which basis
decisions can be taken
Tools (e.g. project website, issue tracker, e-mail notification, joint
agenda) will be used for communication.
Information in project plans:
Which information must be provided to whom and in which form?
Which information will be recorded, distributed and archived?
Which information tools will be used?
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2. Project Management
2.7 Managing Information (adapted from BAARS 2006)
Information in progress monitoring:
Arrange for periodic consultation.
Ensure that the right information is provided to the right
person.
Determine whether agreements have been met.
Information in project reporting:
Write the project report.
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References
BAARS, W. (2006): Project Management Handbook, Version 1.1. URL:
http://www.projectmanagement-training.net/book/index.html
[Accessed: 21.05.2010]
BERR- DEPARTMENT FOR BUSINESS, ENTERPRISE AND REGULATORY REFORM (2007): Guidelines for Managing Projects. London:
BERR.
LSHTM/WEDC (1998): Guidance Manual on Water Supply and Sanitation Programmes. London: School of Hygiene & Tropical
Medicine and Water, Engineering and Development Centre .
MANAGING PROJECT RISK (2009): Importance of Gantt Charts in Project Management. URL:
http://www.managingprojectrisk.com/importance-of-gantt-charts-in-project-management/
[Accessed: 21.05.2010]
MORIARTY, P., BATCHELOR, C. ABD-ALHADI, F. T., LABAN, P. And FAHMY, H. (2007). The EMPOWERS Approach to Water
Governance, Guidelines, Methods and Tools. Amman: INWRDAM.
NETSSAF (2008): The NETSSAF Participatory Planning Approach. A Tutorial for Sustainable Sanitation. URL:
http://www.netssaftutorial.com [Accessed: 20.05.2010]
PHILIP, R., ANTON, B., BONJEAN, M., BROMLEY, J., COX, D., SMITS, S., SULLIVAN, C. A., VAN NIEKERK, K., CHONGUIÇA, E.,
MONGGAE, F., NYAGWAMBO, L., PULE, R., BERRAONDO LÓPEZ, M. (2008): Local Government and Integrated Water Resources
Management (IWRM) Part III: Engaging in IWRM – Practical Steps and Tools for Local Governments. Freiburg: ICLEI European
Secretariat GmbH. URL: http://logowater.iclei-europe.org/index.php?id=1587 [Accessed 06.09.2010]
PROJECT MANAGEMENT LEARNING (2010): Advantages and Disadvantages of Project Management.
URL: http://www.projectmanagementlearning.com/about
[Accessed: 21.05.2010]
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