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How to Control Project Implementation
  •     •   7 min read
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How to Control Project Implementation

Con­trol­ling a project involves sys­tem­atiz­ing, gen­er­at­ing reports for any peri­od, and track­ing project costs at var­i­ous stages of its implementation.

What is a Project Plan?

A project plan is a doc­u­ment that defines the goals, tasks, resources, and stages of project exe­cu­tion, along with their time­line. It includes a work sched­ule, costs, risks, and man­age­ment strate­gies to effec­tive­ly achieve project goals.

A project imple­men­ta­tion plan is a strate­gic doc­u­ment out­lin­ing the objec­tives, tasks, dead­lines, and resources required for suc­cess­ful project exe­cu­tion. It cre­ates a clear struc­ture aimed at achiev­ing goals.

How to Cre­ate a Project Imple­men­ta­tion Plan

Cre­at­ing a project imple­men­ta­tion plan is a crit­i­cal step for suc­cess. The gen­er­al descrip­tion defines the main para­me­ters and goals of the project, estab­lish­ing a basic struc­ture for fur­ther detailed review.

Step 1: Define Project Goals and Parameters

The first step is defin­ing the goals and main para­me­ters, help­ing to form the over­all con­cept of the project, which includes:
  • Goals
  • Scope of work
  • Key exe­cu­tion conditions
A detailed analy­sis of the goals allows for pre­cise deter­mi­na­tion of what needs to be achieved, while estab­lish­ing para­me­ters defines the scope and bound­aries of the project.

Step 2: Exe­cu­tion Strat­e­gy and Resource Allocation

The sec­ond step involves devel­op­ing a strat­e­gy for exe­cut­ing spe­cif­ic tasks and iden­ti­fy­ing the resources need­ed for their imple­men­ta­tion. Describ­ing each task and iden­ti­fy­ing key par­tic­i­pants helps avoid mis­un­der­stand­ings and ensures effi­cient resource use.

Step 3: Com­mu­ni­ca­tion Plan and Suc­cess Metrics

The third step focus­es on devel­op­ing a com­mu­ni­ca­tion plan and defin­ing suc­cess met­rics. Ensur­ing effec­tive inter­nal and exter­nal com­mu­ni­ca­tion guar­an­tees mutu­al under­stand­ing among all par­ties and time­ly response to changes. Defin­ing suc­cess met­rics pro­vides spe­cif­ic cri­te­ria for eval­u­at­ing results.

Step 4: Risk Management

The fourth step con­sists of iden­ti­fy­ing risks and devel­op­ing man­age­ment strate­gies. Ana­lyz­ing poten­tial chal­lenges and prepar­ing for their res­o­lu­tion makes the plan more flex­i­ble and adapt­able to changes.

Step 5: Sum­ma­ry and Final Refinement

The final step is sum­ma­riz­ing and refin­ing the entire plan. This involves a final review of all steps, con­sid­er­ing all cor­rec­tions and improve­ments. The con­clud­ing stage ensures the com­plete­ness and con­sis­ten­cy of the project imple­men­ta­tion plan before execution.

Con­trol­ling Project Imple­men­ta­tion Stages

Con­trol­ling the stages of project imple­men­ta­tion involves com­par­ing planned time­lines and bud­gets with actu­al fig­ures at var­i­ous stages of project work. In the past, qual­i­ty con­trol of a project involved fill­ing out numer­ous papers (some of which inevitably got lost), but today, project imple­men­ta­tion can be mon­i­tored using a project man­age­ment system.

Now, all project work will be with­in a sin­gle sys­tem. This means no more paper reports, rough expense reports at the end of the month, unex­plained dead­line miss­es, and chaot­ic task execution.

Project Imple­men­ta­tion Steps

  • Cre­ate a Project: The name should be clear and con­cise, and the descrip­tion should be precise.
  • Add Files: If the team needs to work with files for project imple­men­ta­tion, add them.
  • Set Dead­lines: Hav­ing dead­lines allows for detailed plan­ning of project work.
  • Spec­i­fy Planned Expens­es: This can include the amount of time and bud­get like­ly need­ed for project imple­men­ta­tion, or one of the two: time or budget.
  • Assign a Project Man­ag­er and Respon­si­ble Per­son: This can be the same per­son or dif­fer­ent indi­vid­u­als.

    Hav­ing a Project Man­ag­er and Respon­si­ble Per­son increas­es the chances of suc­cess­ful project imple­men­ta­tion. The Man­ager’s task is to mon­i­tor and con­trol the pro­jec­t’s exe­cu­tion. The Respon­si­ble Per­son­’s task is to fol­low the pre-approved project plan, com­mu­ni­cate with the team, prompt­ly iden­ti­fy and make changes, pre­pare project reports, and more.
  • Select Sta­tus and Tags: Each project with­in the man­age­ment sys­tem can have one sta­tus and sev­er­al tags. Sta­tus and tags can change dur­ing the pro­jec­t’s imple­men­ta­tion stages. Con­trol tools such as sta­tus and tags become key elements.

Plan­ning Task Exe­cu­tion for the Project

When the project and its infor­ma­tion are entered into the project man­age­ment ser­vice, the next step is break­ing the project down into indi­vid­ual tasks. As with the project, each task can include:
  • Title
  • Fold­er (select the team that the task belongs to)
  • Respon­si­ble Person
  • Sta­tus and Tags
  • Dead­line
  • Planned Expens­es
  • Team
Files and com­ments can also be added to the task. Con­trol­ling tasks will be facil­i­tat­ed by tools that improve the effi­cien­cy of the entire team, each mem­ber, and lead to the pro­jec­t’s suc­cess­ful implementation.

How to Con­trol Task Execution

Each task has ini­tial data that can change dur­ing the work process. For exam­ple: if 20 hours were planned for a task but 30 were actu­al­ly spent.

Com­par­ing the Plan and Fact allows for jus­ti­fy­ing to the client why spe­cif­ic task expens­es need to be adjusted.

It’s best to entrust task exe­cu­tion con­trol to one employ­ee, such as the Respon­si­ble Per­son for the task.

Tools for Con­trol­ling Project and Task Implementation

Now that indi­vid­ual tasks with­in the project are cre­at­ed and doc­u­ment­ed, it’s cru­cial to effec­tive­ly use con­trol tools.

The process of imple­ment­ing a project man­age­ment sys­tem can be chal­leng­ing for the team (any­thing new is often met with resis­tance), so it’s essen­tial to explain why spe­cif­ic tools are impor­tant for the team’s over­all results and each mem­ber’s efficiency.

You can inde­pen­dent­ly test the project man­age­ment ser­vice, then help the team adapt to new project and task man­age­ment rules. Alter­na­tive­ly, appoint some­one respon­si­ble for train­ing the team.

Tool #1: Timer

The timer can be used for each task. If mul­ti­ple peo­ple work on a task, the timers’ totals are summed, but each par­tic­i­pant sees their data and can use it in reports.

The timer allows con­trol­ling actu­al time spent on a task. Using the timer will become a ben­e­fi­cial habit if the team under­stands its importance.


Why is it impor­tant to start the timer for a task?

It clar­i­fies actu­al time expens­es, and if they dif­fer from the plan, this can be shown to the Man­ag­er or client for plan adjustments.

If not all employ­ees start the timer at the begin­ning of a task, they can enter the actu­al time spent after­ward: the amount of time and cost of this time or just one of the two.

Tool #2: Calendar

All tasks with set dead­lines will appear on the Cal­en­dar. But that’s not all the advan­tages of the Cal­en­dar with­in the project man­age­ment system.

On the Cal­en­dar, you can also:
  • See start and end dates of vacations/sick leaves for employees
  • Fil­ter tasks by tags, sta­tus­es, priorities
  • Fil­ter tasks by entered data, attached files

Tool #3: Kanban

This is a visu­al­iza­tion board show­ing tasks at dif­fer­ent exe­cu­tion stages. Exe­cu­tion stage = sta­tus. To move a task on Kan­ban, a sta­tus must be set.

The advan­tage of Kan­ban as a visu­al con­trol tool is the abil­i­ty to drag tasks from one stage to anoth­er. Visu­al­ly, Kan­ban looks like sep­a­rate columns (pre­vi­ous­ly, these were col­ored stick­ers on a phys­i­cal board). Each col­umn cor­re­sponds to a spe­cif­ic status.

For exam­ple, there is a task to cre­ate a com­mer­cial pro­pos­al. The first stage is writ­ing. This task will be giv­en the sta­tus “Writ­ing”. After the text is writ­ten, the task can be moved to the next stage (dragged to the next col­umn), chang­ing the sta­tus to “Design”.

Tool #4: Gantt Chart

Anoth­er visu­al con­trol tool. Projects, tasks, and sub­tasks are dis­played on the Gantt Chart. You can change a task’s dead­line on the Gantt Chart with­out edit­ing the task.

The Gantt Chart is a project roadmap track­ing con­nec­tions between tasks, crit­i­cal points, start and end dates of task execution.
Con­trol task exe­cu­tion with the Gantt Chart based on visu­al col­or indi­ca­tors of dead­lines and cre­at­ing task con­nec­tions. For exam­ple, if a task’s dead­line is delayed, it will be indi­cat­ed on the Gantt Chart with a col­or indicator.

How to link tasks on the Gantt Chart?

You can link the fin­ish date of one task to the start date of anoth­er if they are relat­ed and the sec­ond task’s result depends on the suc­cess­ful com­ple­tion of the first.

Tool #5: Reports

Project man­age­ment sys­tems can gen­er­ate and export reports for any peri­od and need­ed para­me­ters. Reports no longer close at the end of the month based on approx­i­mate data. The export­ed report for a day, week, month, year, or any man­u­al­ly select­ed peri­od will show exact infor­ma­tion on project tasks.

For exam­ple, a report on tasks with planned expens­es, actu­al expens­es, timer start, with or with­out com­ments, tasks with cer­tain tags and sta­tus, by pri­or­i­ty and fin­ish date.
The vari­abil­i­ty of reports makes project and task con­trol flex­i­ble. Choose the time­frames and para­me­ters for report gen­er­a­tion your­self. For new projects, it’s best to do reports for short peri­ods: day, week. This allows time­ly adjust­ment of the work process and avoid­ance of cost­ly mistakes.

What to Look for When Choos­ing a Project Man­age­ment System?

  • Avail­abil­i­ty of tools for quan­ti­ta­tive con­trol (time and money)
  • Avail­abil­i­ty of tools for visu­al con­trol (Kan­ban, Cal­en­dar, Gantt Chart, Report)
  • Ease of use: it’s essen­tial that the sys­tem’s func­tion­al­i­ty is under­stand­able and con­ve­nient for the entire team, from the accoun­tant to the developer.
  • Abil­i­ty to detail data on projects and tasks (avail­abil­i­ty of filters)
Cre­ate a project imple­men­ta­tion plan, add the project to the sys­tem, and break it down into indi­vid­ual tasks right now. Test the project and task imple­men­ta­tion con­trol tools and choose those that best fit your busi­ness’s specifics.
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