PROJECT IMPLEMENTATION

As soon as the project is approved and receives a go-ahead, the next step is to put the project plan into motion, thus starting to perform the actual work of the project. The main task at this stage is to get the project under way according to the time plan, while also ensuring that all essential steps have been undertaken.

Project implementation is often called the main phase of the project; moreover, it is usually the longest phase in the project life cycle and it normally consumes more effort and resources than other stages. In the course of this stage results should be delivered and purposes achieved, available resources efficiently managed, and reports on project progress presented.

The implementation stage usually consists of three main periods: inception period, main implementation period and phase-out period (terminology of the EC).

In the course of this stage, a number of management processes are performed to monitor and control the way the project is put into action. Management processes generally correspond to the main components of planning and include time management, resource management, financial management, communication management, quality management and risk management.

Project monitoring and control implies assessment of the extent to which implemented project activities correspond to what has been planned during the second stage. In the course of the project implementation, project managers have to undertake three main sets of activities:

• Monitoring and regular review. EC defines monitoring as the systematic and continuous collection, analysis and use of management information with the aim of keeping the track of how the project is progressing in terms of expenditure, resource use, implementation of activities, delivery of results and management of risks. Regular reviews give project managers an opportunity to reflect on progress and determine the content of progress reports.
• Planning and re-planning. Monitoring and regular reviews of the project progress helps implementation team to understand how effective their planning is and, if actual project accomplishment and results vary significantly from estimated plans, to revise the project plan and take corrective measures. Therefore, all documents produced in the course of the project implementation, including Resource and Budget Schedules, have to be periodically reviewed and updated, taking into account experience gained and results already achieved.
• Reporting. Project managers and implementing bodies should also report to stakeholders on the project progress, especially on what concerns financial resources. These reports should contain information on what has been achieved and what is planned to be achieved in the nearest future, what difficulties were encountered and what corrective measures can be taken to address them. Organisations like the European Commission have standardized structures for reporting on the project progress.

At the end of the project implementation project management team/ implementing agencies must produce a written project completion report on the overall success of the project activities, the main accomplishments and outcomes of the project. Another important component of the project closure is organisation of the final meeting where the project manager and implementation team should assess to what extent all project activities were performed within the time and budgetary limits set.