This document provides an overview of project implementation. It discusses that project implementation involves putting the project proposal into action by converting project inputs into outputs. The key phases of implementation are project activation, which makes arrangements to start the project, and project operation, which transforms inputs into outputs. Implementation is usually led by an implementing agency, and other supporting organizations are considered cooperating agencies. An important part of implementation is developing a project implementation plan that outlines the schedule, organizational structure, financial management, reporting, and sustainability. Factors like political commitment, community involvement, and good management can influence whether a project is successfully implemented or not.
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Project Implementation Guide for Social Sciences
1. Dr. Saima Baig
Asst. Professor
Social Sciences
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Project
Implementation/Execution
Management
2. Project Implementation
Process whereby “project inputs are converted to project outputs”. May
be looked at as:
Putting in action the activities of the
project.
Putting into practice what was proposed in
the project document (i.e. transforming the
project proposal into the actual project.)
Management of the project or executing the
project intentions.
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3. Project Implementation
(cont.)
Implementation usually done by implementing
agency (organization) that prepared the project
and received funding for it.
Other organizations that participate in the
implementation of the project
by way of collaboration, say by according good
working relationship, extending technical advice or
seconding their staff to the project
are referred to as co-operating agencies.
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4. Project Implementation
phase involves:
Project activation, and
Project operation
Project activation
This means making arrangements to have the
project started. It involves coordination and
allocation of resources to make project
operational.
Project operation
This is practical management of a project. Here,
project inputs are transformed into outputs to
achieve immediate objectives.
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5. Project operation and
maintenance
Operation and maintenance
To attain value and maximum returns, the
district/municipality or the beneficiaries
organize for the facility to have the project
properly managed and maintained regularly.
An operation and maintenance manual is
prepared by the contractor and handed to the
district / beneficiaries.
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6. Approaches to project
implementation
Top-down approach
Implementation mainly done by agencies from
outside the community with limited involvement by
the beneficiaries.
Bottom-up approach
Beneficiaries implement the project. Outside
agencies may provide the financial resources and
technical assistance.
Collaborative participatory approach
Both top-down and bottom-up approaches to project
implementation are applied in the process.
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7. Project implementation plan
(PIP)
If PIP not carried out during the project design process and
embodied in the project documents, it is carried out at the
project activation stage.
This is Similar to a Work plan / Action Plan or a Gantt. Chart.
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8. Project implementation plan
includes:
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a) The project implementation schedule
This is concerned with:
What activities can produce expected
project outputs?
What is the sequence of these activities?
What is the time frame for these
activities?
Who will be responsible for carrying out
each activity?
9. Project implementation plan
includes:
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The following methods may be used to answer the above questions:
Gantt chart
Critical Path Method (CPM) or Net work analysis
Project Evaluation and Review Techniques
(PERT)
Simple formats
10. What is a GANTT Chart?
The Gantt chart is also referred to as the progress chart/ A tabulated
Action Plan/ Work plan showing Tasks to achieve and timelines.
It is a chart showing the timing of project activities using horizontal bars.
It is one of the techniques of project scheduling, which depicts the
frequency of activities and determines the period of time for
implementation.
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11. The Simple Format
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ACTIVITY STARTING
DATE
ENDING
DATE
COST RESPONSIBLE
PERSON
REMARKS
- Preparing seed bed
- Planning
- Weeding
- Harvesting
- Storage
- Threshing
- Marketing
12. Project implementation plan
(cont.)
d) Organizational structure and staffing
Here the following are sought:
Project structure for purposes of management
Qualifications and skills for the staff
Job descriptions and specifications for the staff
Technical assistance if needed
e) Financial management
This looks at funds management, accounting
period, financial reports and statements and how
often they will be made?
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13. Project implementation plan
(cont.)
f) Reporting system
This looks at who will be reporting to whom and how
often. There is need to design standard reporting
formats.
g) Sustainability
The concept of sustainability is based on belief that
project should result in benefits that have lasting
effect. Project should be sustained beyond the life of
funding - especially if it is a grant.
Project should not exhaust the available resources like
raw materials and labor.
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14. Project implementation plan
(cont.)
Time control and remedial action
Time taken to implement project activities is
one measure of successfulness of supervision or
monitoring of project implementation.
Supervisor pays particular attention to time
control measures, time scheduling and its
supervision, time extension and postponement,
damages for non-completion and defect or
warranty period.
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15. Project implementation plan
(cont.)
Supervision of implementation of project schedule
This involves a set of checks and balances to
ensure that the schedule is being adhered to.
To ensure that the time schedule is being
adhered to, the project activity time listing can
be of great importance.
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16. Factors affecting project
implementation
Factors that lead to
success of projects
Political Commitment
Simplicity of Design
Careful preparation
Good management
Involvement of
beneficiaries/communit
y
Factors and problems
that lead to failure of
projects
Financial Problems
Management problems
Technical problems
Political problems
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17. Factors affecting project
implementationOther typical implementation problems
Poor scheduling of projects leading to delays in
Poor scheduling of projects leading to delays in
implementation.
Misallocation of funds
Delay and sometimes lack of counterpart funding
Lack of accountability and transparency
Bureaucracy in decision-making.
Selfishness/nepotism/favoritism by some project
managers.
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18. Factors affecting project
implementationOther typical implementation problems (cont.)
Weak monitoring systems
Natural calamities like drought, earthquakes,
landslides, and hailstorms.
Policy changes
Migration of beneficiaries
Lack of team work
Lack of incentives for implementers.
etc
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19. Characteristics of a good project
manager
A good project manager should:
have working knowledge in several fields
be able to understand general managerial problems
have active interest in training and developing subordinates
be able to delegate some tasks to subordinates
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20. Characteristics of a good project
manager (cont.)
A good project manager should:
know the project and understand its objectives
know the systematic process for managing projects
be able to answer the following questions:
What is the project for?
Why is it required?
Whom does it serve?
How is it justified?
How is it going to be used?
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