3.4.1 Monitoring and Control
The implementation of the project can start after the detailed project plan is ready and each participant knows what activities are assigned to him or her and the schedule for these activities. During the implementation phase, the project manager should monitor the actual progress of the project to ensure that it advances according to plan. Due to unplanned events and random- ness, deviations from the project plan are common. In some cases, new infor- mation may become available during implementation, and the project plan can be updated accordingly.
In many cases, no new information indicates that the project plan has to be updated, and yet a deviation from the project plan takes place. It is the proj- ect manager’s task to identify such deviations as early as possible and to take the necessary corrective actions to bring the project back on track.
The process of monitoring actual progress, comparing it to the plan to identify deviations early on, and taking corrective action is an important part of project management. The main goal of this process is to ensure that despite uncertainty, the project achieves its objectives, and does not vio- late time, budget, and resource constraints. There are numerous sources of uncertainty in projects. For example:
• Absenteeism as a result of illness, accidents, personal issues, errands, etc.
• Unpredictable events such as blackouts, floods, strikes, and accidents • Knowledge gaps regarding the technology that is used
• Planning based on imperfect estimates of activity duration, resource availability, and costs
• Unexpected breakdowns of machines • Changing conditions and regulations
Monitoring and control is based on a continuous comparison between the project plans and the actual results. When deviations are detected between planning and implementation, the project manager has to decide whether to take corrective action. Possible corrective actions include changes to the work content and specifications of the project deliveries, time extensions, additional resources, budget additions, replacement of certain resources, etc. Monitoring and control is part of project risk management and requires con- stant awareness by the project team of events that may affect the project, and of deviations between project plans and actual results.
3.4.2 Testing
Tests are an important part of project control. These tests are done to ensure project deliverables meet the requirements. Some tests are conducted toward the end of the project, but in many projects, tests are performed early on, as part of the implementation phase. The early tests are performed during the implementation phase in order to avoid late detection of major problems toward the end of the project. In some projects, the ability to test the quality of deliverables may be limited by some operations, and therefore, the tests must be performed prior to such operations. Painting is a typical example. It may be impossible to test a surface for defects once it is painted.
3.4.3 Project Ending
This is the last phase of the project and overseeing it is the responsibility of the project manager. The point where the final phase begins is hard to define exactly. A good sign that the project is winding down is the release of resources that are no longer needed and can be assigned to other projects. Another sign is the acceptance of the required deliverables by the customers. As the project begins to end, several things should be done:
1. Orderly release of the resources allocated to the project. The orga- nization should decide which resources—personnel, equipment, and material—will be released and when. Typically, most resources are redeployed, but some resources will no longer be needed by the organization so people will be laid off and machinery sold. Other resources may be allocated to functional units or to other projects and will continue to serve the organization.
2. The project deliverables should be delivered to and accepted by the customers. The deliverables may include a combination of hardware, software, data, and services. Examples of data items are the results of the tests conducted and the literature required for maintenance and operation of products. Examples of services are help provided in the commissioning of the delivered products and warranty services.
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3. Ensure that the organization learns from the project. Analyze what happened, what went wrong and why, and what was successful and why. This is important not only if the organization plans to perform similar projects in the future but also as a basis for improving the proj- ect management methodology used by the organization. The infor- mation obtained from the analysis of the project must be collected, organized, and stored, to enable easy retrieval as a basis for lessons learned. These lessons should be remembered in order to improve the organization’s performance when carrying out projects in the future. 4. If the project developed a new product designed to replace an
existing product, the logistic support for the new product has to be implemented, including spare parts, maintenance facilities, and documentation. Furthermore, the supply chain for the new product should be in place before the project ends. Preparations needed to remove the existing product from the market, and the introduction of the new product should be made.