Implementation Stage

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

Project completion
Project Life-Cycle:
Conceptualisation Planning Implementation Completion

Implementation stage

Level of effort

Con.

Plan

Impl.

Comp.

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

Monitoring & controlling

Cost management
Time management Expectation management Issue management Communicating and reporting

(Related to risk, scope, configuration, quality and human resource management)

Monitoring & controlling

Trade off: time, cost, quality
Time

Cost

Quality

Monitoring & controlling

Trade-off: time, cost, quality, scope
Time

Scope Cost Quality

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)

Monitoring & controlling

Project manager must encourage all those reporting

on progress to:
Report honestly Report everything

Dont be over-optimistic

(tasks always 99% complete) Dont be over-pessimistic (nothings finished!)

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

Monitoring & controlling

Time sheet
Contractor: Dora Hinge Date: 04/04/12

Task Actual ID Start

0001 01/10/12

Original Effort Estimate to Completed Estimate to Completion Date

32 30 0 09/11/12

0005

22/10/12

50

45

12

Monitoring & controlling

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

Gantt chart - plan

week 6 week 7 week 8
Time line: Activities: Request Jones paper Request Smith paper week 10 week 1 week 2 week 3 week 4 week 5 week 9

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

Gantt chart monitoring progress

week 6 week 7 week 8
Time line: Activities: Request Jones paper Request Smith paper week 10 week 1 week 2 week 3 week 4 week 5 week 9

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

o
d a y
started on time finished on time

15

Gantt chart monitoring progress

week 6 week 7 week 8
Time line: Activities: Request Jones paper Request Smith paper week 10 week 1 week 2 week 3 week 4 week 5 week 9

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

o
d a y

started late finished on time

16

Gantt chart monitoring progress

week 6 week 7 week 8
Time line: Activities: Request Jones paper Request Smith paper week 10 week 1 week 2 week 3 week 4 week 5 week 9

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

o
d a y

started on time finished early

17

week 6

week 7

week 8

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

o
d a y
started on time finished late delay to start of next activity

18

week 10

week 1

week 2

week 3

week 4

week 5

week 9

Gantt chart monitoring progress

Gantt chart monitoring progress

week 6 week 7 week 8
Time line: Activities: Request Jones paper Request Smith paper week 10 week 1 week 2 week 3 week 4 week 5 week 9

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

o
d a y
started late delayed by previous activity finished late delay to start of next activity

19

Gantt chart monitoring progress

week 6 week 7 week 8
Time line: Activities: Request Jones paper Request Smith paper week 10 week 1 week 2 week 3 week 4 week 5 week 9

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

o
d a y
not yet started delayed by previous activity

20

Gantt chart monitoring progress

week 6 week 7 week 8
Time line: Activities: week 10 week 1 week 2 week 3 week 4 week 5 week 9

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

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?)

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

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

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

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!

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!

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)

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

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

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

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

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)

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

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

Configuration management and change control

Configuration management involves

understanding
dependencies between different components compatibility of different versions of components

of an Information System

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

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

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

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

Risk management
PRINCE (e.g. CCTA, 1997) separates risk analysis

into three activities:

Risk identification Risk estimation

Risk evaluation

Risk management
PRINCE (e.g. CCTA, 1997) lists 4 major activities

during risk management:

Planning Resourcing

Monitoring
Controlling

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

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 (2nd 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 (6th Edition), Harlow: Prentice-Hall