Introduction of Project and Project Management

Goals and objectives are set by understanding the need or problem, consulting the stakeholders, and stating the end result in clear, measurable terms. The usual sequence is:

1. Identify the need or problem and the stakeholders.
2. State the broad goal (the long-term purpose).
3. Break the goal into specific objectives (short-term, measurable results).
4. Test each objective against the SMART criteria.
5. Get approval from the client and revise if resources or constraints do not match.

SMART criteria

Example

Poor objective: "Improve the road to the village."

SMART objective: "Construct a 12 km, 5.5 m wide black-topped road from X to Y, within 24 months, at a cost not exceeding NRs 40 crore, meeting Department of Roads standards."

• Specific: 12 km black-topped road from X to Y.
• Measurable: length, width, cost and standard are given.
• Achievable: the equipment, contractor and budget are available.
• Realistic: the village needs year-round access.
• Time-bound: 24 months.

A project life cycle is the sequence of phases through which a project moves from conception to closure. Each phase has its own activities and ends with a decision point.

The project life cycle is the series of phases a project passes through from its start to its end. Each phase ends with a review (gate) before the next begins. The common four-phase model is:

 Initiation -> Planning -> Implementation -> Termination
 (Concept)    (Definition)  (Execution)       (Closure)

 Effort
   ^        ___
   |      /    \___
   |   __/         \__
   |__/               \___
   +--------------------------> Time

Activities in each phase

Initiation (concept):

• Identify the need or problem and collect basic data.
• Generate and screen project ideas; select the best option.
• Carry out pre-feasibility and feasibility studies (technical, economic, financial, environmental, social).
• Define objectives, scope and main deliverables.
• Estimate preliminary cost, time and resources.
• Identify stakeholders and the funding source.
• Prepare the project proposal or concept note and take the go or no-go decision.
• Appoint the project manager and form the core team.

Planning (definition):

• Detailed survey and design; prepare drawings and specifications.
• Prepare the work breakdown structure (WBS), schedule (bar chart, CPM, PERT) and budget.
• Plan resources, quality, communication and risk.
• Prepare tender documents, evaluate bids and sign contracts.
• Obtain approvals, permits and land.

Implementation (execution): mobilisation, procurement, construction, monitoring of time, cost and quality, quality testing, payments and reporting.

Termination (closure): final inspection, commissioning, handover with as-built drawings, final payment, demobilisation, completion report and lessons learned.

Example: for a bridge, initiation covers traffic study and feasibility; planning covers design, estimate and tender; implementation covers foundation, piers, deck and approach roads; termination covers load test, handover and final bill.

Definition

A project is a temporary endeavour, with a definite start and end, undertaken by a team to create a unique product, service or result within limited time, cost and quality constraints. Examples: building the Kathmandu-Terai Fast Track, a 100 MW hydropower plant, a bridge, or developing a hospital information system.

Characteristics

A project is not carried out in a closed laboratory; it works in an environment that keeps changing. Because of this, activities seldom progress exactly as scheduled.

Sources of change

• Political: change of government, policy, strikes and bandhs.
• Economic: price escalation, exchange rate, interest rate.
• Social: local objections, land and compensation disputes.
• Natural: monsoon, floods, landslides, earthquakes (such as 2015).
• Technical: design change, new technology, unexpected geology.
• Resource: delay in funds, material shortage, equipment breakdown, labour shortage.
• Stakeholder: client's change orders, delayed approvals.

Technical example: a hydropower tunnel project

Plan: 1,500 m headrace tunnel excavated in 12 months. In practice, poor rock is met at 600 m, so extra support is needed and progress falls. Heavy rain floods the adit and a fund release is delayed. The schedule slips, cost rises and the design of the lining is revised.

How the project manager responds

1. Monitor progress and environment regularly.
2. Update the schedule and budget (re-planning).
3. Keep contingency time and money.
4. Use risk management and change control.
5. Maintain communication with all stakeholders.

Hence planning must be flexible, and control must be continuous.

Bilateral, multilateral and joint venture projects

• Bilateral project: financed or implemented by two countries (or a country and one agency) under an agreement. Example: Pokhara International Airport (loan from China Exim Bank), or roads built with Indian grant assistance.
• Multilateral project: financed by several countries through an international agency. Example: projects funded by the World Bank, ADB or UN agencies, such as the Kathmandu Valley Water Supply improvement.
• Joint venture project: two or more parties (companies or a company and government, often foreign and local) share capital, risk, management and profit. Example: Bhote Koshi hydropower, Upper Tamakoshi with local and foreign partners, Himal Cement.

External environment of a project

A project environment is the set of all internal and external factors, conditions and forces that surround a project and influence its success. It is the context in which the project is planned and carried out.

External environment

Task (immediate) environment

Clients, funders, suppliers, contractors, consultants, labour unions, government agencies, local community and competitors. These directly supply resources and affect achievement of objectives, but also impose limits (rules, deadlines, conditions).

Internal environment

Organisation structure, culture, management style, resources and skills of the project team.

A project manager must scan the environment continuously, adapt plans, and manage stakeholders and risks.

Project

A project is a temporary endeavour, with a definite start and end, undertaken by a team to create a unique product, service or result within limited time, cost and quality constraints. Examples: building the Kathmandu-Terai Fast Track, a 100 MW hydropower plant, a bridge, or developing a hospital information system.

Joint venture project and technology transfer

A joint venture project is one in which two or more organisations, usually a local and a foreign partner, combine capital, technology and management for a specific project and share profit, loss and control according to an agreement.

Technology and capital transfer

• The foreign partner brings advanced technology, machinery, design skill and often capital.
• The local partner brings land, local knowledge, labour, permits and market access.
• Local engineers and workers learn new methods by working with experts, so skills and know-how are transferred.
• Capital flows in through the foreign equity share and loans, and a part of the profit remains in the country.
• A training clause and a plan to hand over operation to local staff make the transfer effective.

Example: a Nepali company and a foreign hydropower developer form a joint venture to build a 100 MW plant. The foreign partner supplies turbines, design and finance; the Nepali partner handles licences, land and civil works. Nepali engineers are trained in operation and maintenance, and after the agreed period the plant is handed over to Nepal.

Project

A project is a temporary endeavour, with a definite start and end, undertaken by a team to create a unique product, service or result within limited time, cost and quality constraints. Examples: building the Kathmandu-Terai Fast Track, a 100 MW hydropower plant, a bridge, or developing a hospital information system.

Dimensions of a project

A project is viewed in three basic dimensions, called the project triangle, which must be balanced:

          Quality / Scope
              /\
             /  \
            /    \
           /______\
        Time      Cost

• Time: start and finish dates, schedule and milestones.
• Cost: the budget, including resources and cash flow.
• Quality / scope: the deliverables and performance standard.

Changing one dimension affects the others: shortening the time usually raises the cost or lowers the quality. Other dimensions often added are risk, resources and stakeholder satisfaction.

Characteristics

A project is a temporary system for a unique result, whereas a permanent system (for example a hospital, a factory in operation, an electricity utility) keeps running to give continuous output.

When the project is complete, the product is handed over to the permanent system for operation. A project is therefore recognised by its definite objective, limited time, unique nature, temporary team and constrained resources.

A final year engineering project (for example "Design of a 20 kW micro-hydro plant") is a small but true project, so it shows every characteristic of a project.

Compared with regular coursework (a permanent, repetitive activity), the final year project is temporary, unique and goal-oriented. The same ideas of scope, schedule, cost and risk apply to a large field project; only the scale differs.

Characteristics of a project

• Specific objective and deliverable
• Definite start and end (limited life)
• Unique task, not routinely performed
• Progressive elaboration
• Temporary team or organisation
• Limited resources (time, money, manpower)
• Uncertainty and risk
• Interdependent activities
• Multiple stakeholders and customer orientation

Specific task not routinely performed

A project produces something new each time, so it is not a repeated daily operation. Even for similar works, the site, soil, design and conditions differ.

Example: constructing a suspension bridge over the Karnali. Its geology, span, river flow and community are unlike any earlier bridge, so a fresh plan and method statement are required. In contrast, repairing potholes every day is routine work.

Progressive elaboration

Details are developed gradually in steps as more information becomes available, while the project moves forward.

Example: for a hydropower scheme, first only the idea and capacity (say 30 MW) are known. The pre-feasibility study gives approximate layout; the feasibility study fixes the headworks and powerhouse; the detailed design gives drawings, quantities and a precise estimate; construction drawings are issued as work proceeds. At each stage the scope and cost become more accurate.

Definition

A project is a temporary endeavour, with a definite start and end, undertaken by a team to create a unique product, service or result within limited time, cost and quality constraints. Examples: building the Kathmandu-Terai Fast Track, a 100 MW hydropower plant, a bridge, or developing a hospital information system.

Classification

Characteristics

• Specific objective
• Definite life span
• Unique, non-routine task
• Progressive elaboration
• Temporary team
• Limited resources
• Uncertainty and risk
• Interdependent activities

Temporary team / organisation

A project needs people from different fields for a limited time. A team is formed when the project starts: the project manager is appointed, and engineers, surveyors, accountants and workers are drawn from the parent organisation or hired from outside. Once the project is completed, the team is disbanded and the members return to their departments or move to other projects.

Features: it is created for one objective, has a leader with clear authority, members come with different skills, and it has no permanent status. Example: the team formed to build a district hospital, which dissolves after handover. Because the group is new, team building, role definition and communication are essential.

Project

A project is a temporary endeavour, with a definite start and end, undertaken by a team to create a unique product, service or result within limited time, cost and quality constraints. Examples: building the Kathmandu-Terai Fast Track, a 100 MW hydropower plant, a bridge, or developing a hospital information system.

Characteristics of a project

Goal setting (SMART)

Goals and objectives are set by understanding the need or problem, consulting the stakeholders, and stating the end result in clear, measurable terms. The usual sequence is:

1. Identify the need or problem and the stakeholders.
2. State the broad goal (the long-term purpose).
3. Break the goal into specific objectives (short-term, measurable results).
4. Test each objective against the SMART criteria.
5. Get approval from the client and revise if resources or constraints do not match.

SMART criteria

Example

Poor objective: "Improve the road to the village."

SMART objective: "Construct a 12 km, 5.5 m wide black-topped road from X to Y, within 24 months, at a cost not exceeding NRs 40 crore, meeting Department of Roads standards."

• Specific: 12 km black-topped road from X to Y.
• Measurable: length, width, cost and standard are given.
• Achievable: the equipment, contractor and budget are available.
• Realistic: the village needs year-round access.
• Time-bound: 24 months.

Definition

A project is a temporary endeavour, with a definite start and end, undertaken by a team to create a unique product, service or result within limited time, cost and quality constraints. Examples: building the Kathmandu-Terai Fast Track, a 100 MW hydropower plant, a bridge, or developing a hospital information system.

Types of projects

Examples of other types: labour intensive (rural trail), capital intensive (hydropower), joint venture (cement plant with foreign partner), multilateral (World Bank funded roads).

Effect of project management on smooth running

• Clear objectives and scope: everyone knows what is to be done.
• Proper planning: WBS, schedule and budget prevent confusion.
• Efficient use of resources: less waste of labour, material and machines.
• Control: delays and cost overruns are found early and corrected.
• Coordination: the work of contractors, consultants and departments is linked.
• Risk reduction: risks are identified and handled before they cause loss.
• Quality assurance: work meets specifications.
• Better decisions and communication: timely information to the client and team.
• Result: completion on time, within budget and to the required quality, and stakeholder satisfaction.

One project can be placed in several classes at once. For example, a rural road built by users is a public sector, infrastructure, labour intensive, small, domestic project.

Definition

A project is a temporary endeavour, with a definite start and end, undertaken by a team to create a unique product, service or result within limited time, cost and quality constraints. Examples: building the Kathmandu-Terai Fast Track, a 100 MW hydropower plant, a bridge, or developing a hospital information system.

Classification

Characteristics

Importance of a good project environment

A favourable environment gives the project what it needs and reduces uncertainty. A good environment means:

• stable and supportive government policy and laws, which speeds approvals and attracts investors;
• availability of finance, skilled labour, materials and equipment at reasonable cost;
• community support and good relations, which reduce disputes and delays;
• reliable infrastructure (roads, power, communication) for site works;
• suitable natural conditions and a plan for disasters;
• competent partners, contractors and consultants.

A poor environment (political instability, strikes, price rise, hostile locals) causes delay, cost overrun and sometimes failure. So the environment must be studied before the project is selected and monitored throughout its life.

Project

A project is a temporary endeavour, with a definite start and end, undertaken by a team to create a unique product, service or result within limited time, cost and quality constraints. Examples: building the Kathmandu-Terai Fast Track, a 100 MW hydropower plant, a bridge, or developing a hospital information system.

Types of projects

• Bilateral project: financed or implemented by two countries (or a country and one agency) under an agreement. Example: Pokhara International Airport (loan from China Exim Bank), or roads built with Indian grant assistance.
• Multilateral project: financed by several countries through an international agency. Example: projects funded by the World Bank, ADB or UN agencies, such as the Kathmandu Valley Water Supply improvement.
• Joint venture project: two or more parties (companies or a company and government, often foreign and local) share capital, risk, management and profit. Example: Bhote Koshi hydropower, Upper Tamakoshi with local and foreign partners, Himal Cement.

Elements of the task environment

The task environment is the part of the external environment that directly interacts with the project.

Project and its characteristics

A project is a temporary endeavour, with a definite start and end, undertaken by a team to create a unique product, service or result within limited time, cost and quality constraints. Examples: building the Kathmandu-Terai Fast Track, a 100 MW hydropower plant, a bridge, or developing a hospital information system.

Project management vs traditional management

External environment of the project

A project environment is the set of all internal and external factors, conditions and forces that surround a project and influence its success. It is the context in which the project is planned and carried out.

External environment

Task (immediate) environment

Clients, funders, suppliers, contractors, consultants, labour unions, government agencies, local community and competitors. These directly supply resources and affect achievement of objectives, but also impose limits (rules, deadlines, conditions).

Internal environment

Organisation structure, culture, management style, resources and skills of the project team.

A project manager must scan the environment continuously, adapt plans, and manage stakeholders and risks.

Scope of project engineering

Project engineering covers the technical and managerial work needed to carry a project from idea to completion and operation:

• Identification, formulation and appraisal of projects (technical, economic, financial, environmental, social).
• Project planning: WBS, scheduling with bar chart, CPM and PERT, resource planning.
• Design, estimating and preparation of tender and contract documents.
• Implementation: procurement, construction supervision, quality assurance.
• Monitoring, evaluation and control of time, cost and quality.
• Risk analysis and management.
• Project financing and capital budgeting.
• Closure, handover, operation and maintenance, and post-project evaluation.

It applies to civil, electrical, mechanical and industrial projects alike.

Project in a dynamic environment

A project is not carried out in a closed laboratory; it works in an environment that keeps changing. Because of this, activities seldom progress exactly as scheduled.

Sources of change

• Political: change of government, policy, strikes and bandhs.
• Economic: price escalation, exchange rate, interest rate.
• Social: local objections, land and compensation disputes.
• Natural: monsoon, floods, landslides, earthquakes (such as 2015).
• Technical: design change, new technology, unexpected geology.
• Resource: delay in funds, material shortage, equipment breakdown, labour shortage.
• Stakeholder: client's change orders, delayed approvals.

Technical example: a hydropower tunnel project

Plan: 1,500 m headrace tunnel excavated in 12 months. In practice, poor rock is met at 600 m, so extra support is needed and progress falls. Heavy rain floods the adit and a fund release is delayed. The schedule slips, cost rises and the design of the lining is revised.

How the project manager responds

1. Monitor progress and environment regularly.
2. Update the schedule and budget (re-planning).
3. Keep contingency time and money.
4. Use risk management and change control.
5. Maintain communication with all stakeholders.

Hence planning must be flexible, and control must be continuous.

A project environment is the set of all internal and external factors, conditions and forces that surround a project and influence its success. It is the context in which the project is planned and carried out.

External environment

Task (immediate) environment

Clients, funders, suppliers, contractors, consultants, labour unions, government agencies, local community and competitors. These directly supply resources and affect achievement of objectives, but also impose limits (rules, deadlines, conditions).

Internal environment

Organisation structure, culture, management style, resources and skills of the project team.

A project manager must scan the environment continuously, adapt plans, and manage stakeholders and risks.

Why a project operates in a dynamic environment

The political, economic, social, technical and natural conditions around a project keep changing during its life, which may last several years. These changes alter the requirements, cost and schedule, so a project cannot follow a fixed plan.

Example: a highway project in Nepal. During construction the government changes the compensation rate, cement and fuel prices rise, a monsoon landslide blocks the road, local people stop work demanding jobs, and the client orders an extra bridge. Each event forces re-planning of time and cost. Hence the project manager must monitor the environment and update plans regularly.

A project environment is the set of all internal and external factors, conditions and forces that surround a project and influence its success. It is the context in which the project is planned and carried out.

External environment

Task (immediate) environment

Clients, funders, suppliers, contractors, consultants, labour unions, government agencies, local community and competitors. These directly supply resources and affect achievement of objectives, but also impose limits (rules, deadlines, conditions).

Internal environment

Organisation structure, culture, management style, resources and skills of the project team.

A project manager must scan the environment continuously, adapt plans, and manage stakeholders and risks.

Project environment is the set of internal and external conditions, such as political, economic, social, technological and natural factors, that surround and influence a project.

Effect of the political environment in Nepal

The political environment includes government policy, laws, stability and the behaviour of political parties. In Nepal it affects projects in these ways:

• Policy and law: hydropower, tourism, mining and procurement depend on policy, e.g. the Public Procurement Act, Hydropower Development Policy, Electricity Act. Frequent change creates uncertainty.
• Government instability: frequent changes of government and ministers delay decisions, approvals, budget release and project priorities.
• Bandh, strikes and protests: stop work and transport; labour and local groups make demands.
• Budget and funding: projects depend on annual budgets and political priority; donors react to stability.
• Federalism: three tiers of government (federal, provincial, local) create overlapping approvals and changed responsibilities.
• Land acquisition and compensation: political pressure often delays right-of-way.
• Contractor selection and corruption risk: interference can reduce quality and cause delay.
• Positive side: supportive policy, tax incentives, and government guarantees (such as a power purchase agreement) encourage investment.

Hence the manager should keep good relations with authorities, include political risk in the risk plan and allow time contingency.

The project environment is the sum of all external and internal factors that surround a project and affect its outcome. The task environment is the part of it that deals directly with the project: client, funding agencies, suppliers, contractors, consultants, labour, government agencies, local community and competitors.

How it provides resources

• Clients and funders give money and approvals.
• Suppliers give materials, equipment and services.
• The labour market gives skilled and unskilled workers.
• Government gives licences, land, infrastructure and policy support.
• The community gives local labour and goodwill.

These inputs are essential to reach the objectives of time, cost and quality.

How it limits

• Funders attach conditions and release money in stages.
• Laws, standards and permits restrict methods and timing.
• Suppliers may delay or raise prices; labour may strike.
• The community may object to land use or environmental effects.
• Competitors compete for the same scarce resources.

Therefore the project manager must manage relations with each task-environment element, using it as a source of support while planning for its constraints.

A project operates inside several environments, each with its own changing forces. Their interaction makes the project more complex (many parties and rules) and uncertain (outcomes cannot be predicted).

Example: Upper Tamakoshi Hydropower Project (456 MW)

The project was delayed and its cost increased because these environments changed during construction. The manager had to revise the schedule, seek extra funds, repair damage and manage many stakeholders, which shows the added complexity and uncertainty.

The goal gives direction; the objectives, when achieved, together achieve the goal.

Goal vs objective

Goal setting criteria

Goals and objectives are set by understanding the need or problem, consulting the stakeholders, and stating the end result in clear, measurable terms. The usual sequence is:

1. Identify the need or problem and the stakeholders.
2. State the broad goal (the long-term purpose).
3. Break the goal into specific objectives (short-term, measurable results).
4. Test each objective against the SMART criteria.
5. Get approval from the client and revise if resources or constraints do not match.

SMART criteria

Example

Poor objective: "Improve the road to the village."

SMART objective: "Construct a 12 km, 5.5 m wide black-topped road from X to Y, within 24 months, at a cost not exceeding NRs 40 crore, meeting Department of Roads standards."

• Specific: 12 km black-topped road from X to Y.
• Measurable: length, width, cost and standard are given.
• Achievable: the equipment, contractor and budget are available.
• Realistic: the village needs year-round access.
• Time-bound: 24 months.

Project family tree

The project family tree is a hierarchy that breaks the project from its broad purpose down to individual tasks. It shows how each lower level supports the level above.

Mission / Goal
  |
  +-- Objective 1
  |     +-- Programme / Sub-project 1.1
  |     |     +-- Activity / Task 1.1.1
  |     |     +-- Activity / Task 1.1.2
  |     +-- Sub-project 1.2
  +-- Objective 2
        +-- Sub-project 2.1

Example (rural electrification):

• Goal: improve rural livelihood through electricity.
• Objective: supply power to 2,000 households within 3 years.
• Sub-projects: micro-hydro plant; distribution line; household connection.
• Tasks: civil works, turbine installation, pole erection, wiring, training.

The tree makes the link between goals and work clear and leads to the WBS.

Criteria of goal setting

Example

Poor objective: "Improve the road to the village."

SMART objective: "Construct a 12 km, 5.5 m wide black-topped road from X to Y, within 24 months, at a cost not exceeding NRs 40 crore, meeting Department of Roads standards."

• Specific: 12 km black-topped road from X to Y.
• Measurable: length, width, cost and standard are given.
• Achievable: the equipment, contractor and budget are available.
• Realistic: the village needs year-round access.
• Time-bound: 24 months.

Project life cycle

The project life cycle has four phases: initiation, planning, implementation and termination (also called concept, definition, execution and closure).

Initiation -> Planning -> Implementation -> Termination

Setting a goal, with example

Steps: identify the need, state the broad goal, convert it into a specific objective, and test it against SMART criteria.

Need: villagers of ward 5 have no safe drinking water.

Goal: provide safe drinking water to ward 5.

Objective: "Construct a gravity-flow water supply system with a 50 m³ reservoir and 25 tap stands serving 300 households within 12 months at a cost not exceeding NRs 2.5 crore, meeting national drinking water quality standards."

Verification with criteria

The objective satisfies all criteria, so it is acceptable.

A project, in simple words, is a one-time, planned piece of work with a clear objective, a start and end date, a limited budget and a team formed only for it, such as building a school or a bridge.

Phases of a project

The project life cycle is the series of phases a project passes through from its start to its end. Each phase ends with a review (gate) before the next begins. The common four-phase model is:

 Initiation -> Planning -> Implementation -> Termination
 (Concept)    (Definition)  (Execution)       (Closure)

 Effort
   ^        ___
   |      /    \___
   |   __/         \__
   |__/               \___
   +--------------------------> Time

Each phase produces an output that is checked before the next phase starts. Example (school building): initiation is need survey and approval; planning is design, estimate and tender; implementation is construction; termination is handover and final bill.

Phases of the project life cycle

1. Initiation (concept)
2. Planning (definition)
3. Implementation (execution)
4. Termination (closure)

Activities in the implementation phase

The implementation (execution) phase is where the plan is turned into the actual product and usually takes the largest share of cost and effort.

1. Mobilisation: site office, camps, machinery, manpower, materials.
2. Procurement of materials, equipment and subcontractors.
3. Construction or production work as per drawings and specifications.
4. Resource management: allocation of labour, equipment and materials, and cash flow.
5. Monitoring and control of progress, cost and quality; comparing actual with planned and taking corrective action.
6. Quality assurance, testing and inspection.
7. Change and variation management, claims and payments to contractors.
8. Safety, environmental management and community relations.
9. Regular reporting and coordination meetings with the client and stakeholders.

What is a project?

A project is a temporary endeavour, with a definite start and end, undertaken by a team to create a unique product, service or result within limited time, cost and quality constraints. Examples: building the Kathmandu-Terai Fast Track, a 100 MW hydropower plant, a bridge, or developing a hospital information system.

Main attributes

• Specific objective
• Definite start and end
• Unique, non-routine work
• Temporary team
• Limited resources (cost, time, manpower)
• Progressive elaboration
• Uncertainty and risk
• Interrelated activities and stakeholders

Activities in the implementation phase

The implementation (execution) phase is where the plan is turned into the actual product and usually takes the largest share of cost and effort.

1. Mobilisation: site office, camps, machinery, manpower, materials.
2. Procurement of materials, equipment and subcontractors.
3. Construction or production work as per drawings and specifications.
4. Resource management: allocation of labour, equipment and materials, and cash flow.
5. Monitoring and control of progress, cost and quality; comparing actual with planned and taking corrective action.
6. Quality assurance, testing and inspection.
7. Change and variation management, claims and payments to contractors.
8. Safety, environmental management and community relations.
9. Regular reporting and coordination meetings with the client and stakeholders.

Is the specified job a project?

The question refers to a given job or task, which is not stated here. A job is a project if it has all these tests:

Example: constructing a 3-storey office building meets all tests, so it is a project. Daily cleaning of the same office, running a bus service or preparing monthly salary do not (they are repetitive operations with no end), so they are not projects.

Major activities in the implementation phase

The implementation (execution) phase is where the plan is turned into the actual product and usually takes the largest share of cost and effort.

1. Mobilisation: site office, camps, machinery, manpower, materials.
2. Procurement of materials, equipment and subcontractors.
3. Construction or production work as per drawings and specifications.
4. Resource management: allocation of labour, equipment and materials, and cash flow.
5. Monitoring and control of progress, cost and quality; comparing actual with planned and taking corrective action.
6. Quality assurance, testing and inspection.
7. Change and variation management, claims and payments to contractors.
8. Safety, environmental management and community relations.
9. Regular reporting and coordination meetings with the client and stakeholders.

The initiation phase begins the life cycle. Its purpose is to decide whether the project should be started.

• Identify the need or problem and collect basic data.
• Generate and screen project ideas; select the best option.
• Carry out pre-feasibility and feasibility studies (technical, economic, financial, environmental, social).
• Define objectives, scope and main deliverables.
• Estimate preliminary cost, time and resources.
• Identify stakeholders and the funding source.
• Prepare the project proposal or concept note and take the go or no-go decision.
• Appoint the project manager and form the core team.

The output is an approved proposal or project charter that authorises the planning phase.

The termination (closure) phase formally ends the project. Main activities:

1. Completion and final inspection; correction of defects (punch list).
2. Testing and commissioning of the facility.
3. Handover to the client or operator with as-built drawings and manuals; training of operators.
4. Final accounts, final bill, release of retention money and bank guarantees after the defect liability period.
5. Settlement of claims and contracts; closing of purchase orders.
6. Release of staff, equipment and site; demobilisation.
7. Preparation of the project completion report, documentation and records.
8. Post-project review and lessons learned; evaluation of objectives achieved.

Project management is the application of knowledge, skills, tools and techniques to project activities so that the objectives are met within time, cost and quality. A project manager leads the temporary team and coordinates all resources.

Functions of project management

1. Planning: setting objectives, scope, WBS, schedule, budget.
2. Organising: forming the team, assigning roles and authority, allocating resources.
3. Staffing: selecting and training people.
4. Directing / leading: motivating, guiding and communicating with the team.
5. Coordinating: linking the work of different groups and contractors.
6. Controlling: monitoring progress, comparing with plan, taking corrective action.
7. Risk and quality management.
8. Closing: handover and review.

Effect: good management gives smooth running through clear responsibility, early detection of delay and cost overrun, better use of resources, fewer conflicts and higher chance of finishing on time and within budget.

Project life cycle

The project life cycle is the series of phases a project passes through from its start to its end. Each phase ends with a review (gate) before the next begins. The common four-phase model is:

 Initiation -> Planning -> Implementation -> Termination
 (Concept)    (Definition)  (Execution)       (Closure)

 Effort
   ^        ___
   |      /    \___
   |   __/         \__
   |__/               \___
   +--------------------------> Time

Monitoring

Monitoring is the continuous collection and checking of information on progress, cost, quality and resource use while the project runs, to know whether activities follow the plan.

Evaluation

Evaluation is the periodic and systematic judgement of the project's relevance, efficiency, effectiveness, impact and sustainability against its objectives. It may be done at mid-term, at completion (ex-post) and later.

Controlling

Controlling compares actual performance with the plan, finds variances and takes corrective action to bring the project back on track (or revises the plan).

Plan -> Execute -> Monitor -> Compare -> Correct
  ^                                        |
  +----------------------------------------+

Relation to the life cycle

• Initiation: feasibility evaluation (ex-ante).
• Planning: baseline set for control.
• Implementation: monitoring and control are most intense.
• Termination: final evaluation and lessons learned.