Project Management Tips

Three is the Magic Number, continued...

Three overarching phases to the project lifecycle

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Implementation: Step Two in the Project Lifecycle

They determined that the "Implementation" phase would be comprised of all actual production necessary to bring the project plan to fruition. Based on the clearly defined and documented requirements, the work teams would move from concept to actualization. Like a building erected on a solid foundation -- the walls would be raised, the pipes and wiring installed -- culminating in a structure: the manifestation of the project.

"But that won't work," someone blurted. "No one ever knows what is going on, even when instructions are written down. Consider the 'buildings' we've built in the past. Somehow the drywall and interior paint always get finished before anyone thinks to finish wiring the electricity."

"Excellent point," interjected the senior manager. "We must remember that the whole is more than the sum of individual parts. There's no point in creating a comprehensive plan unless we maintain open lines of communication between all teams throughout the Implementation process. We must track the status of individual teams, and ensure that all teams are apprised of overall progress and issues through the entire Implementation stage. With regular meetings, reviews and status reports, we can ensure that our plan is followed. If conflicts arise, as they tend to do even with the best-laid plans, we will systematically modify our plan to accommodate our needs."

"That makes sense," someone commented. "It will take some time and a certain degree of vigilance, but not as much time as it takes to rip down a completed wall just to install a forgotten light switch."

"Agreed." said the senior manager. "Finally, how then does it all come together? We have a solid plan and an implementation process, which has brought us to a final product. What happens then?"

"Well," said a somewhat rash, new hire, "we've followed the plan and completed it. We're done. There are only two steps."

"Really?" said the senior manager. "It seems to me that we are not yet finished. There is still work to be done and upon that work may well rest the success or failure of our project."

"We cannot simply launch the project and call it a day," he continued. "We have followed our plan, communicated well, and tracked our progress." He looked directly at the man who had spoken. "Are you willing to bet your job that everything is perfectly finished at this point?"

"Perhaps not," said the employee hastily.

"Certainly not," said the senior manager. "We have to be sure that everything works the way it should. We can't just make that assumption. We will call the final stage the project "Launch", and we have to consider what a launch involves.


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