CHAPTER FIVE

PROJECT IMPLEMENTATION,
MONITORING AND EVLAUATION
 Project Implementation
• Project Implementation can be defined as a
project stage that covers the actual development
or construction of the project up to the point at
which it becomes fully operational.
• It includes monitoring of all aspects of the work
or activity as it proceeds. It is where the earlier
preparations and designs, plans and analyses are
tested in the light of reality
• It's here that the project manager will
coordinate and direct project resources to meet
the objectives of the project plan.
 Prerequisites for successful Project
Implementation

Adequate formulation and advance action

Proper implementation planning and sound
project implementation
Timely availability of funds
Careful equipment tendering and
procurement
Better contract management
Effective monitoring
 Project Organization
• Project organization refers to the style of coordination,
communication and management a team uses
throughout a project’s life cycle.
• The project organizational structure is an essential tool
for determining the hierarchy of people, their function,
workflow and reporting system.
• Depending on the authority that is given to the person
responsible for the project, the project organization
may take one of the following three forms.
1. Line–staff organization
2. Divisional structure
3. Matrix organizational form
 A) Line staff Organization
 In this form of organization, a person is
appointed with primary
 responsibility of coordinating the work of the
people in the functional department.
 The project coordinator serves as an assistant
to chief executive.
 He does not make any decision for the project.
 He collect information and communicate the
same to the chief executive.
Line staff ….
 B) Divisional Organization
• Under this form of organization a separated
division is setup to manage and control the
project.

• It is headed by the project manager and has his

own personnel over whom the project manager
have full line authority.

• This is strong form of project organization and

• it facilitate the process of planning and control,

brings about better integration of efforts.
Cont..
 C) Matrix Organizational Form
• The matrix organizational form is an attempt to
combine the advantages of the pure functional
structure and the product organizational structure.
• This form is ideally suited for companies, such as
construction, that are “project-driven.”
• In a matrix organization, the personnel working on the
project have responsibility
To their functional superior and
to the project manager
• That means the authority is shared between the
project manager and the functional manager
Matrix Organizational Form……
 Project Planning
• Project planning involves a series of steps that
determine how to achieve a particular
community or organizational goal or set of
related goals.
• The plan is an explicit statement of the intended
timing of project activities and the basis for
estimating the resource requirements.
• Project planning is a critical element of project
management, as it sets the stage for the entire
project.
 Cont…
• Project planning is a critical element of project
management, as it sets the stage for the entire
project. There are eight steps:
1. Define the goals and objectives of the project
2. Develop the project plan :
3. Identify the project risk
4. Create a communication plan
5. Assign roles and responsibilities
6. Obtain approvals
7. Launch the project
8. Monitoring and evaluation
 Cont…..
• Project planning needs all necessary information.
These are:
The statement of work (SOW),
the project specifications,
the milestone schedule,
the work breakdown structure (WBS) and
Network scheduling.
a) Statement of work
• The statement of work (SOW) is a narrative
description of the work to be accomplished.
• It includes the objectives of the project, a brief
description of the work, and the specifications
and schedule.

b) The project specifications

• Specifications are used for man-hour,
equipment, and material estimates.
 Cont…
C) Milestone schedules
• Project milestone schedules contain such
information as: Project start date, Project end
date.
d) Work break down structure
• The first major step in the planning process after
project requirements definition is the
development of the work breakdown structure
(WBS).
 Cont..
e) Network scheduling techniques
• The most common techniques are:-
– Gant charts,
– The Simple Format,
– Critical Path Method (CPM),
– Program Evaluation and Review Technique (PERT).
 i) GANTT Chart
• The Gantt chart is also referred to as the progress
chart.

• It is a chart showing the timing of project activities

using horizontal bars.

• It depicts the frequency of activities and determines

the period of time for implementation.
 Example: Maize farming project
Activity J F M A M J J A S O N D
Tasks to be done

Preparing Seedbed
Planting
Weeding
Harvesting
Threshing
Marketing
Time Period
 ii) The Simple Format
ACTIVITY STARTING ENDING COST RESPONSIBLE REMARKS
DATE DATE PERSON
- Preparing seed bed
- Planning
- Weeding
- Harvesting
- Storage
- Threshing
- Marketing
 iii) Critical Path Method (CPM)
• Network diagram – diagram of project activities that
shows sequential relationships by the use of arrows
and nodes.
• Networks are composed of events and activities. Terms
in understanding networks are:-
Activity: the element of work that must be
accomplished and designated by arrows.
Events: a millstone indicating when an activity stars or
finishes designated and by nodes.
 Cont’d…..

 Arrows: Indicates ACTIVITY, a time consuming effort

required to perform a part of the work. The length of an arrow
is of no significance.

 Nodes : represented by a circle, which Indicates EVENT, a

point in time where one or more activities start and/or finish.
 Cont’d…..
 Activities can be further classified into the following three
categories:

i. Predecessor activity: is an activity which must be completed

before one or more other activities start.
ii. Successor activity: is an activity which started immediately
after one or more of other activities are completed.
iii.Dummy activity: is an activity which does not consume either
any resource or time.
 Cont’d
• Path:
– Sequence of activities that leads from the starting node to the
finishing node
• Critical path

– The longest path; determines expected project duration.

– A path from the start node to then finish node that consists
entirely of critical nodes is a critical path

– The length of the critical path is minimum time required for

project completion.
 Cont’d
Critical activities are activities on the critical path
• A critical activity is an activity that cannot be delayed without
delaying the completion of the project
• A delay of X days on a critical activity will increase the length of
the project by X days
• Critical activity should be monitored carefully to avoid delays
• A critical activity has a total float of zero or slack

• Slack
– Allowable slippage for path; the difference of the length of
each path and critical path.
 Example 1:
Activity Description Predecessors Duration
(weeks)

A Locate facilities ----------- 8

B Interview ----------- 4
C Order furniture A 6
D Remodel A 11
E Hire and train B 9
F Furniture set up C 3
G Move in D,E,F 1
 Required
 Given the above information, determine each
of the following
1. Draw the project network diagram
2. The length of each path
3. Indicate the critical path
4. The expected length of the project
 Solution

Order 4
furniture
2
Locate Furniture setup
facilities Remodel

1 5 6
Move in

Hire and train

Interview

3
 Cont’d

6 weeks
4

2 3 weeks
8 weeks
11 weeks
Move in
1 5 6
1 week

4 weeks 9 weeks

3
 Cont’d

Path Length Slack

(Weeks)

1-2-4-5-6 18 2
1-2-5-6 20 0
1-3-5-6 14 6
Project Evaluation and Review
Techniques (PERT)
 Cont’d
Pessimistic time (tp)
Everything will not go
according to the plan.

Three time estimates

most likely time (tm )
are required to compute
Everything will go according
the parameters of an
to plan with minimal
activity’s duration
difficulties
distribution:
optimistic time (to )
The time the activity would
take if things did go well
Cont’d
 Cont’d
Optimistic Most likely Pessimistic
Activity Description
time time time
A Develop product specifications 2 4 6
B Design manufacturing process 3 7 10
C Source & purchase materials 2 3 5
D Source & purchase tooling & equipment 4 7 9
E Receive & install tooling & equipment 12 16 20
F Receive materials 2 5 8
G Pilot production run 2 2 2
H Evaluate product design 2 3 4
I Evaluate process performance 2 3 5
J Write documentation report 2 4 6
K Transition to manufacturing 2 2 2
Activity Optimistic Most Likely Pessimistic Expected time

A 2 4 6 4

B 3 7 10 6.83

C 2 3 5 3.17

D 4 7 9 6.83

E 12 16 20 16

F 2 5 8 5

G 2 2 2 2

H 2 3 4 3

I 2 3 5 3.17

J 2 4 6 4

K 2 2 2 2
 Monitoring and evaluation (M&E)
• Monitoring and evaluation (M&E) are crucial tools
in managing implementation.
• Although monitoring and evaluation are viewed as
related, they are distinct functions.
Definitions of Monitoring and evaluation (M&E)
• Monitoring is the routine reporting of data on
project implementation and performance.
• Monitoring is the collection and analysis of
information about a project, undertaken while the
project is ongoing.
• Evaluation is the periodic assessment of project
impact at the population level and value.
 Project Monitoring System

• Project monitoring system is tool which

monitors the financial progress of the projects.
• Project monitoring system captures monthly
wise progress reports of the on-going projects.
• Information acquired through monitoring
systems can be divided into three categories:
Monitoring of physical progress
Monitoring of financial progress
 Monitoring the quality of project outputs
 The importance of M&E
Monitoring and Evaluation is important because:
 To track progress
 To detect variance from plan
 To take corrective action
 It allows educators to learn from each other’s
experiences, building on expertise and knowledge;
 It often generates (written) reports that contribute
to transparency and accountability, and allows for
lessons to be shared more easily;
 it provides a more robust basis for raising funds and
influencing policy
 Types of Monitoring
1. Activity (Process) Based Monitoring:
 focuses on the activities carried out as part of a
development intervention.
designed to assess whether and/or how well
those activities are being implemented.
 It also covers the use of resources
2. Situation (Context) Based Monitoring:
Is concerned with monitoring the external
environment such as: the local political situation,
changes in the economy, and the activities of
other development actors.
 Cont…
3. Result or Impact Based Monitoring:
Aims to assess the changes brought about by a
project on a continuous basis.
Impact monitoring can be used to assess
progress towards goals and objectives
impact monitoring is more often associated
with changes at outcome
 Types of Evaluation
1. Base line survey:
 A baseline study is an analysis describing the initial
conditions (indicators) before the start of a project
against which progress can be assessed or
comparisons made.
 Its focus is on the design of the project existing level
of skills.
2. Mid-term evaluation:
 When the project is still under way, and such
interim evaluations are usually under-taken at mid-
term (mid-term evaluation or review),
 focuses on the quality of the delivery process and
on the appropriateness of the delivery methods.
 Cont…
3. Terminal evaluation:
is made at the end of a project (final or end-of-
project evaluation)
to document the resources used, results and
progress towards objectives.
focuses on the achievement of the outcomes
and on the overall effectiveness of the project.
conducted (often externally) at the completion
of project implementation to assess how well
the project achieved its intended objectives.
 Results Based Management (RBM)
RBM is an approach to project management
based on clearly defined results, and
the methodologies and tools to measure and
achieve them.
Monitoring and evaluation (M&E) is a critical
part of RBM.
It forms the basis for clear and accurate
reporting on the results achieved by an
intervention (project).
Results-Based Management emphasizes
implementation and results