8/6/2019 Project Imp

1/27

PROJECT IMPLEMENTATION

:-PRESENTED BY

Priyanka RathiSurbhi GoyalSwati Agarwal

Swati Jain

8/6/2019 Project Imp

2/27

WINNING COMPANIES KNOW HOW TO DO THEIR

WORK BETTER

-MICHAEL HAMMER AND JAMES CHAMPY

A management truism says structure follows. , .strategy However this truism is often ignored

Too many organisations attempt to carry out a new.strategy with an old structure

-Dale mcConkey

8/6/2019 Project Imp

3/27

INTRODUCTION

Strategic management process doesnot end when the firm decides whatstrategies to pursue.

There must be a translation ofstrategic thought into strategicactions.

8/6/2019 Project Imp

4/27

THE PYRAMID OF STRATEGYIMPLEMENTATION

8/6/2019 Project Imp

5/27

INTERRELATIONSHIP BEETWEEN

STRATEGY FORMULATION ANDIMPLEMENTATION

Strategy implementation concerns themanagerial exercise of putting afreshly chosen strategy into place.

Strategy implementation is concernedwith translating a decision into action.

The allocation of resources to newcourses of action will need to beundertaken.

8/6/2019 Project Imp

6/27

so

und

flowed

weak excellent

Strategic implementation

St

rategic

formul

ation

8/6/2019 Project Imp

7/27

LINKAGES EXIST BETWEEN

STRATEGY FORMULATION ANDSTRATEGY IMPLEMENTATION

Forward linkages Backward linkages

8/6/2019 Project Imp

8/27

DIFFERENCE BETWEEN SF AND

SISTRATEGY FORMULATIONSTRATEGYIMPLEMENTATIONStrategy formulation is

positioning forces before theaction.

Strategy implementation ismanaging is managing forcesduring the action.

Strategy formulation focuseson effectiveness.

Strategy implementationfocuses on efficiency.

Strategy formulation primarilyan intellectual process.

Strategy implementation isprimarily an operationalprocess.

Strategy formulation requiresgood intuitive and analyticalskills.

Strategy implementationrequires special motivation andleadership skills.

Strategy formulation requirescoordination among a fewindividuals.

Strategy implementationrequires combination amongmany individuals.

8/6/2019 Project Imp

9/27

DEFINITION OF A PROJECT

Any non-repetitive activities;

A low volume, high variety activity;

a temporary endeavour undertaken to

create a unique product or service; Any activity with a start and a finish;

A unique set of coordinated activities,with definite starting and finishingpoints, undertaken by individual ororganisationto meet specificperformance objectives within defineschedule, cost and performance

parameters;

8/6/2019 Project Imp

10/27

CHARACTERISTICS OF PROJECT

High degree of activity:-projectplanning therefore, should be basedon realistic assumptions.

Interrelated activities:-large numberof project activities areinterdependent

High level of uncertainty:-a largenumber of variables, non repetitivenature and a long time makes ituncertain.

8/6/2019 Project Imp

11/27

High degree of interaction withagencies:-a project teams interfacewith other agencies within the

company and outside is veryfrequent.

High stake involved in project:-thesuccess of a project is veryessential for good financials,employee morale and companyprestige.

8/6/2019 Project Imp

12/27

KEY ELEMENTS OF PROJECT

Timely completion

Completion within cost targets

Matching the quality parameters Adherence to the technical

parameters

8/6/2019 Project Imp

13/27

Strategic plan

Project-implement

ation

Procedural

-implementation

Resourceallocation

Structuralimplementation

Leadershipimplementation

Behavioralimplementation

Functional

-implementation

Operational

-implementation

Evaluati&on

control

Feed back

Activatingstrategies

Managingchange

Achievingeffectiveness

MODEL OF STRATEGY IMPLEMENTATION

8/6/2019 Project Imp

14/27

PROJECT IMPLEMENTATION

Strategies lead to plans, programmesand projects.

The project management institute ofthe US defines a project as A oneshot time limited , goal-directed,major undertaking, requiring the

commitment of varied skills andresources.

8/6/2019 Project Imp

15/27

Phases of project

A project passes through differentphases, not necessarily in the orderlisted below.

1.Conception phase

2.Definition phase

3.Planning and organizing phase

4.Implementation phase

5.Clean-up phase

8/6/2019 Project Imp

16/27

CONCEPTION PHASE

This is an extension of the strategyformulation phase of strategicmanagement.

The project ideas that are conceivedhave to be allocated priorities onthe basis of which they will be

chosen for further development.

8/6/2019 Project Imp

17/27

DEFINITION PHASE

After a set of projects have beenidentified and arranged accordinglyto the priority, they have to be

subjected to a preliminary projectanalysis .

After this screening, the viable

projects are taken up and feasibilitystudies conducted.

The results are documented in theform of a project feasibility report.

8/6/2019 Project Imp

18/27

PLANNING AND ORGANIZING PHASE

Detailed planning, related to differentaspects of the projects has to becompleted.

A project structure has also to becreated.

8/6/2019 Project Imp

19/27

IMPLEMNETATION PHASE

The detailed engineering, orderplacement for equipments andmaterial awarding contracts, civil

and so on have to be undertakenduring the implementation phase.

8/6/2019 Project Imp

20/27

CLEAN-UP PHASE

The final phase in the projectimplementation deals withdisbanding the project

infrastructure and handing over theplant to the operating personnel.

8/6/2019 Project Imp

21/27

It is to be noted that the abovephases in projects are morerelevant to new plants that are

being set up to implementexpansion and diversificationstrategies.

8/6/2019 Project Imp

22/27

THE CONTENT OF A TYPICALFEASIBILITY REPORT

Project report are prepared for internalas well as external purposes.

Currently the financial institutions (IDBI,

ICICI, IFCI, etc.) seek the followinginformation for the purpose offinancial assistance.

1.General information

2.Information regarding project promoters3.Particulars of the industrial concern

seeking financial assistance

4.Particulars of the projects

8/6/2019 Project Imp

23/27

5. Cost of the project6. Means of the financing

7. Marketing and selling arrangements8. Profitability and cash flow9. Economic consideration

10. Environmental consideration11. Government consents

8/6/2019 Project Imp

24/27

TIME MANAGEMENT IN PROJECT

The need to control time in projectimplementation can not be overemphasized.

This is the most crucial element ofproject implementation and it isimperative that modern technique

of time management are adopted. In the project environment there are

numerous opportunities for theproject manager to get into trouble.

8/6/2019 Project Imp

25/27

Contd. The list below identifies the most common

time management traps that can deterone from effective project management.

1.Incomplete work2.A job poorly done that must be done over3.Delayed decisions4.Poor communications channels5.Uncontrolled telephones calls6.Casual visitors

7.Waiting for people8. failure to delegate9.Poor retrieval system

8/6/2019 Project Imp

26/27

MAJOR SOURCES OF FUNDS FOR THEPROJECT

The decision on the pattern offinancing a project would have farreaching effect on the ultimate

profitability of the project. While deciding the pattern , the cost

of each segment of funding should

be taken into account.

8/6/2019 Project Imp

27/27

THANK YOU