The success of project implementation is dependable on the implementation plan and how easy it can be understood and harnessed into a smooth flow of workflow processes. It requires great leadership that facilitates a goal-oriented plan within a limited timeframe, and with support from focused and motivated team members. To address the elements and protocols of project planning, this paper embraces a project working to create new facilities for juvenile offenders from the justice system. The project consists of six phases that include the initiation, definition, design, development, implementation, and the follow-up phase.
The cost and time allotted for each project phase is the first consideration in the project implementation plan for the team. It is very significant for the project team to determine the time and the cost to the consulting firm for project implementation success (Raz and Elnathan, 1999). With such understanding, the project can be easily divided into doable parts and allotted to the team members with a full understanding of the expectations from each of them.
Delegate your assignment to our experts and they will do the rest.
The first phase involves the initiation stage where the consultancy initiates a discussion on the need for the project and its significance. The team leader is then expected to work with the team of consultants to design the plan and develop an implementation strategy that is workable within the expected limits (Yang, 2012). For the creation of the juvenile offenders’ facilities, the estimated total cost would be $90,000. The expected completion time frame for the project is three months, and the implementation team consists of experienced expert consultants expected to deliver their allotted deliverables within a maximum of two months.
During the design and development phases, the project will be divisible into deliverable parts that would be allotted to each team member according to their level of expertise (Lester, 2007). It is at this design and project development phase that there would be the determination of what each team member would complete within the given time limits. The team leader is then tasked with team guidance and leadership to ensure the appropriate coordination of the consultants for everything to be on track (Cobb, 2012).
The project to create and renovate the juvenile facilities may be divisible into five simple tasks. The first task would consist of determining the existing gap and the need for such facilities and that would entail a discussion by the whole team. The task would entail drawing up a project proposal based on the identified gaps and need areas. The second task would be to involve the appropriate stakeholders in the government and justice system in getting the necessary project approvals led by two liaison consultants. Involving stakeholders is a very significant component of the project as it not only creates goodwill but also facilitates appropriate project budget needs based on the proposal. The third task would be to create and submit a juvenile facility creation and improvement design led by two architectural consultants. The fourth task would be to engage two construction consultants to oversee the implementation of the project. After the implementation of a project, it is very significant for appropriate follow up to be done to ensure compliance of the appropriate standards as well as to determine if the project goals and objectives are met (Lewis, 2000). The last task would hence involve engaging all the consultant team members led by the team leader in following up if the expectations of the project would have been achieved after completion of the project implementation.
However, during the process of the project planning and implementation phases, there is a likelihood of the team encountering various problems. They include but are not limited to internal conflicts, financial constraints, lack of goodwill from all stakeholders. Internal conflicts are likely to arise due to the poor team working skills among the consultants. Such conflicts are very dangerous and a big danger to the success of a project. The team leader is tasked with the responsibility of ensuring proper communication, understanding of the required objectives, and promote cohesion among the consultants through proper coordination and leadership (Grant et al., 2001). Any arising conflicts must be managed and dealt with before they get out of hand. The challenge of financial constraints and lack of goodwill may be dealt with by engaging and seeking the goodwill of all the right stakeholders to support and finance the project through their budgetary allocations.
Conclusively, project management requires appropriate planning to ensure the success of a particular project. The phases of a project include the initiation and definition stage where gaps, needs, and solutions to a particular problem are identified. The design, development, implementation, and follow up phases of a project ought to ensure the successful delivery of the planned expected outcomes and solutions for the identified gaps, needs, and problems. In all the project phases, implementation teams and consultants need to ensure proper allocation of deliverables among the team members within the planned time frames, and budgetary constraints to ensure successful delivery. Each team member must understand their roles as well as the interrelationship of their responsibilities and work in unison towards the project goals. For any project success to be realized, there is a need for strong and proper leadership to be established. Such leadership must be sensitive to the likely problems and risks in the project and lead the team to overcome them for project success.
References
Cobb, A. (2012). Leading Project Teams: The Basics of Project Management and Team Leadership. Journal of Project Planning and Research, 1 (1).
Grant, K. P., Graham, T. S., & Heberling, M. E. (2001). The Project Manager and Project Team Involvement: Implications for Project Leadership. Journal of Leadership Studies, 7 (4), 32-42.
Lewis, J. P. (2000). The Project Managers Desk Reference: A Comprehensive Guide to Project Planning, Scheduling, Evaluation, and Systems . New York: McGraw-Hill.
Lester, A. (2007). Project Management and Planning. Project Management, Planning and Control, 1 (4), 165-175.
Raz, T., & Elnathan, D. (1999). Activity Based Costing for Projects. International Journal of Project Management, 17 (1), 61-67.
Yang, L. (2012). Implementation of Project Strategy to Improve New Product Development Performance. International Journal of Project Management, 30 (7), 760-770.
