PRESENTED BY:-

Priyanka Rathi
Surbhi Goyal
Swati Agarwal
Swati Jain

PROJECT IMPLEMENTATION
A management truism says structure follows
strategy. However, this truism is often ignored.
Too many organisations attempt to carry out a new
strategy with an old structure.

-Dale mcConkey
WINNING COMPANIES KNOW HOW TO DO THEIR
WORK BETTER

-MICHAEL HAMMER AND JAMES CHAMPY

INTRODUCTION

 Strategic management process does

not end when the firm decides what
strategies to pursue.
 There must be a translation of
strategic thought into strategic
actions.
 THE PYRAMID OF STRATEGY
IMPLEMENTATION
INTERRELATIONSHIP BEETWEEN
STRATEGY FORMULATION AND
IMPLEMENTATION

 Strategy implementation concerns the
managerial exercise of putting a
freshly chosen strategy into place.
 Strategy implementation is concerned
with translating a decision into action.
 The allocation of resources to new
courses of action will need to be
undertaken.
St so
ra un
te d
gi
c
fo
rm
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at
io
n fl
ow
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weak excellent

Strategic implementation
LINKAGES EXIST BETWEEN
STRATEGY FORMULATION AND
STRATEGY
 IMPLEMENTATION

 Forward linkages
 Backward linkages
DIFFERENCE BETWEEN SF AND
SI
STRATEGY FORMULATIONSTRATEGY
Strategy formulation is IMPLEMENTATION
Strategy implementation is
positioning forces before
Strategy formulation the managing
focuses is managing forces
Strategy implementation
action.
on effectiveness.
Strategy during
formulation primarily focuses the
Strategyon action.
efficiency.
implementation is
an intellectual
Strategy process.requires primarily
formulation an operational
Strategy implementation
good intuitive
Strategy formulation requires process.
and analytical requires
Strategyspecial motivation and
implementation
skills.
coordination among a few leadership skills.
requires combination among
individuals. many individuals.
DEFINITION OF A PROJECT

 Any non-repetitive activities;

 A low volume, high variety activity;
 ‘a temporary endeavour undertaken to
create a unique product or service’;
 Any activity with a start and a finish;
 ‘A unique set of coordinated activities,
with definite starting and finishing
points, undertaken by individual or
organisationto meet specific
performance objectives within define
schedule, cost and performance
parameters’;
CHARACTERISTICS OF PROJECT

 High degree of activity:-project

planning therefore, should be based
on realistic assumptions.
 Interrelated activities:-large number
of project activities are
interdependent
 High level of uncertainty:-a large
number of variables, non repetitive
nature and a long time makes it
uncertain.

  High degree of interaction with
agencies:-a project team’s interface
with other agencies within the
company and outside is very
frequent.
 High stake involved in project:-the
success of a project is very
essential for good financials,
employee morale and company
prestige.

KEY ELEMENTS OF PROJECT

 Timely completion
 Completion within cost targets
 Matching the quality parameters
 Adherence to the technical
parameters
 Activating Managing Achieving
strategies change effectivene
ss
Functiona
Project l
implement- implement-
ation ation
Structural
implementation
Evaluati
Strateg Procedura Leadership on &
ic plan l implementation control
implement-
ation Behavioral
implementation
Operation
Resource al
allocatio implement-
n ation

Feed back

MODEL OF STRATEGY IMPLEMENTATION

PROJECT IMPLEMENTATION

 Strategies lead to plans, programmes

and projects.
 The project management institute of
the US defines a project as “ A one
shot time limited , goal-directed,
major undertaking, requiring the
commitment of varied skills and
resources”.
Phases of project

 A project passes through different

phases, not necessarily in the order
listed below.
1.Conception phase
2.Definition phase
3.Planning and organizing phase
4.Implementation phase
5.Clean-up phase
CONCEPTION PHASE

 This is an extension of the strategy

formulation phase of strategic
management.
 The project ideas that are conceived
have to be allocated priorities on
the basis of which they will be
chosen for further development.
DEFINITION PHASE

 After a set of projects have been

identified and arranged accordingly
to the priority, they have to be
subjected to a preliminary project
analysis .
 After this screening, the viable
projects are taken up and feasibility
studies conducted.
 The results are documented in the
form of a project feasibility report.
PLANNING AND ORGANIZING PHASE

 Detailed planning, related to different

aspects of the projects has to be
completed.
 A project structure has also to be
created.
IMPLEMNETATION PHASE

 The detailed engineering, order

placement for equipments and
material awarding contracts, civil
and so on have to be undertaken
during the implementation phase.
CLEAN-UP PHASE

 The final phase in the project

implementation deals with
disbanding the project
infrastructure and handing over the
plant to the operating personnel.
 It is to be noted that the above
phases in projects are more
relevant to new plants that are
being set up to implement
expansion and diversification
strategies.
THE CONTENT OF A TYPICAL
FEASIBILITY REPORT
 Project report are prepared for internal
as well as external purposes.
 Currently the financial institutions (IDBI,
ICICI, IFCI, etc.) seek the following
information for the purpose of
financial assistance.
1.General information
2.Information regarding project promoters
3.Particulars of the industrial concern
seeking financial assistance
4.Particulars of the projects
5. Cost of the project
6. Means of the financing

7. Marketing and selling arrangements

8. Profitability and cash flow

9. Economic consideration

10. Environmental consideration

11. Government consents

TIME MANAGEMENT IN PROJECT

 The need to control time in project

implementation can not be over
emphasized.
 This is the most crucial element of
project implementation and it is
imperative that modern technique
of time management are adopted.
 In the project environment there are
numerous opportunities for the
project manager to get into trouble.

Contd….
 The list below identifies the most common
time management traps that can deter
one from effective project management.
1.Incomplete work
2.A job poorly done that must be done over
3.Delayed decisions
4.Poor communications channels
5.Uncontrolled telephones calls
6.Casual visitors
7.Waiting for people
8. failure to delegate
9.Poor retrieval system
MAJOR SOURCES OF FUNDS FOR THE
PROJECT
 The decision on the pattern of
financing a project would have far
reaching effect on the ultimate
profitability of the project.
 While deciding the pattern , the cost
of each segment of funding should
be taken into account.
THANK YOU