Project Implementation
The project implementation refers to the carrying out of activities as proposed. The success of implementation depends on internal and external factors. The most important one has organized projects and active monitoring. Overall management generally is controlled by the lead managers and project managers. Project implementation task involves implementation, evaluation, report and communication
Implementing the work plan
Implementing the work plan consists of carrying the activities to deliver output and monitoring progress. Monitoring is broadly defined as the control of project implementation to keep the project on track. The project manager holds the responsibility for regular monitoring of the plan (Washington, Ward and Young 2017)
Tracking of the project
The project application approved is the baseline of the project. It is the primary document helpful for tracking project progress. The project application entails the project objectives, description of activities, and measurable output. The project should always be regarded as unchangeable once the project has started. The project has a dynamic aspect, and the ability to adapt to modifications likely to lead to success. The tracking begins by fixing the project baseline, then the definition of needed information, definition of margin and scope and document and communication of variation
Financial management
On the program level, once the funds have been awarded to the project, they are "secured" in that project and cannot be released until the project closure. The funds, therefore, cannot be used in any other project. The funds are only committed to what it was meant for in an organization. Every project must always have a budget. It is also required that the project provides a reasonable spending forecast. The project should spend under the budget. The project must always avoid bad planning and financial budgeting that could demand more money. The lead manager holds the overall responsibility for business management. Each partner, however, must monitor its spending and ensure to keep its records
Management of project risk
Risk can be internal or external during the implementation of the project. Risk can be any factor that can threaten the achievement of the project. Risk management involves involving three types. (Callistus and Clinton 2018)
Identification of risk
Risk is identified by looking at possible threats. A right way of identifying relevant through brainstorming and comparison with other similar projects
Assessing risk
The potential risk is identified and then quantified according to the probability of occurrence. Assessment is based on assumptions and educated guesses.
Dealing with the risk
The project manager can decide what to do in the instance of a threat. The manager can choose to ignore the threat or find a way of removing the risk.
Revision of the work plan
Work plans refer to short term planning containing details on activities of the project. Timing is an essential part of revising the work plan. Each work plan should cover a stipulated time plan for the success of the project. Project revision entails factors such as unexpected delays and project modification. Project modifications involves activity modification, partnership modification, project time plan modification, and budget modification. Every project always have an extension of flexibility when it comes to the modification of the project
Project communication
Activities of a project must be appropriate to ensure the project reaches its communication and project objectives. The project can achieve this through regular information flow, a sound feedback system, and long term arrangements.
PROJECT REPORT
Part of the project implementation involves project reporting. A good project calls for reporting during the execution. The main aim of reporting is to ensure the project aims are achieved. The resources that have been used, the problems encountered, and the expectation of the business. The common practice in the project report involves having one report for both financial and content relationships. The reporting process is a step by step process. It starts from the sub-contractor to the project partner than to the lead partner and finally ending at the joint secretariat.
Project reporting contains reporting requirements. The reports always include information on what was going on in terms of activities carried out, the output that was delivered, and the expenditure that was incurred (Musawir, Serra, and Zwikael 2017) Financial reports provide information on the amount spent from the last release. Many projects deliver six months reporting which provides more frequent and systematic updates on the projects
Financial control
Each time the business will reclaim money from the program, the report on spending will go through a financial check to make sure spending rules have been adhered to. The audit is always a requirement every time a report is demanded. Financial control requires a budget controller to ensure the business is running smoothly. (Musawir, Serra and Zwikael 2017) An audit trail gives information on the flow of spending on the project. For the project to receive funding, it must provide an estimate of all the costs that the business requirements. Here, the eligibility of the business will be required. Also, possible financial problems are foreseen and projected.
Financial control will require the business to set up and account for project funds, involving finance managers from the start, securing of the audit trail and keeping the filings up to date
PROJECTION EVALUATION
In the implementation, a foreseen project evaluation has to be done. Project evaluation will be very important for measuring the performance of the Nursing Project. Project evaluation will help in answering questions on whether the project will still be in track and whether the project will be delivering results. Before the evaluation is conducted, the specifications and requirements of the project will be sought. The purpose of the assessment will mostly for the use of accountability, implementation, knowledge production and effective planning (Callistus and Clinton 2018)
The scope of the project will start on what is to be evaluated for the project. Concern on evaluation questions will be addressed here. The items will tell what the project will have achieved, how the project will have completed the set plans and what will happen in the future
Implementing and managing the evaluations will require continuous interaction between the evaluating team and the stallholders that will be involved. Evaluation results will, from here, be disseminated and communicated to stakeholders. Then finally, the evaluation feedback to the partnership to strengthen and improve the performance of the project. The stakeholders will review the reports first. The evaluation must be pragmatic and gives a project planning and management. Only the right stakeholders will be involved
Project implementation checklist
Finally, in the implementation, a project implementation checklist is drawn. A comparison of success criteria and comments section are drawn. It is here where partnership monitoring the project will make comments. The plan will be communicated to the stakeholders, and then it will be ensured all the partners will have secured the audit trail. A determination of whether separate accounts have been set up for the project funds
Reference
Callistus, T., & Clinton, A. (2018, January). The role of monitoring and evaluation in construction project management. In International Conference on Intelligent Human Systems Integration (pp. 571-582). Springer, Cham.
Musawir, A., Serra, C. E. M., Zwikael, O., & Ali, I. (2017). Project governance, benefits management, and project success: Towards a framework for supporting organizational strategy implementation. International Journal of Project Management, 35(8), 1658-1672.
Wang, L., Kunc, M., & Bai, S. J. (2017). Realizing value from project implementation under uncertainty: An exploratory study using system dynamics. International Journal of Project Management, 35(3), 341-352.
Washington, T. R., Ward, T. S., Young, H. N., Orpinas, P., & Cornelius, L. J. (2017). Implementing and evaluating an interprofessional minority health conference for social work and healthcare professionals. Journal of interprofessional care, 31(6), 785-788.
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