Sign-up today to join over 4 million learners already on ALISON:

ALISON: Diploma in Project Management


Comments about Implementation phase case study 1 - The implementation phase of the SDLC case study

The comment must be about:
- Module: Implementation phase case study 1
- Topic: The implementation phase of the SDLC case study

Latest Comments

  • Tamilselvi S India when plan and analysis is ready in place implementation wont take much time.
    2014-12-06 08:12:01

  • Yonas Hailu Ethiopia Implementation phase is the desired step after the carrying out of a participatory planning process, as it represents the realization of the plans and activities described in the strategy paper. • Implementation gives the opportunity to see the plans become a reality • Execution of projects allows end-users to have access to better services and living environment • Success stories and experiences can be shared with specialists from other cities and towns, encouraging others to adopt similar approaches, which in turn may improve water resources management in the local area
    2014-12-05 12:12:07

  • Zinabie Tadesse Gebremedhin Ethiopia The Stages of Implementation are Exploration, Installation, Initial Implementation, and Full Implementation (Fixsen et al., 2010). The Stages are dynamic within organizations such as schools and clinics, moving back and forth among Stages as personnel and circumstances change. Understanding Stages is important so the work of Implementation Teams can be matched to the Stage of the provider organization. Exploration Stage The functions of the Exploration Stage are a critical starting place for work with States, districts, and others. Taking the time for exploration saves time and money (Romney, 2011) and improves the chances for success (Saldana, Chamberlain, Wang, & Brown, 2011; Slavin, Madden, Chamberlain, & Cheung, 2010). During Exploration, readiness is assessed by an Implementation Team. To the extent an organization is not ready the Implementation Team is accountable for helping create readiness, an important function when the goal is to reach an entire population. Installation Stage The function of the Installation Stage is to acquire or repurpose the resources needed to do the work ahead. Selecting staff, identifying sources for training and coaching, providing initial training for staff, finding or establishing performance assessment (fidelity) tools, locating office space, assuring access to materials and equipment, and so on are among the resources that need to be in place before the work can be done effectively (Fixsen et al. 2005; Saldana et al., 2012). During the Exploration Stage Implementation Teams help organizations recognize the need for these resources and during the Installation Stage Implementation Teams help organizations secure the needed resources to do the work ahead and prepare staff for the new practices. Organization managers often think of evidence-based programs as “plug and play” and are surprised by the need for preparation and resources. Many attempts to use evidence-based programs end at this Stage. Implementation Teams help provider organizations anticipate these needs and help them prepare for the next Stage. Initial Implementation Initial Implementation is the time when the innovation is being used for the first time. During this Stage, practitioners and staff are attempting to use newly learned skills (e.g., the evidence-based program) in the context of a provider organization that is just learning how to change to accommodate and support the new ways of work. This is the most fragile Stage where the awkwardness associated with trying new things and the difficulties associated with changing old ways of work are strong motivations for giving up and going back to comfortable routines (business as usual). The Initial Implementation Stage is a real challenge. Establishing and sustaining changes to the point of integration into daily work is not likely unless there is external support for change at the practice level (support from coaches; Joyce & Showers, 2002), organization level (support from Implementation Teams; Aladjem & Borman, 2006; Nord & Tucker, 1987), and system level (support from Implementation Teams; Schofield, 2004). Implementation Teams using the Implementation Drivers are essential to success (80% vs. 14%; Fixsen, Blase, Timbers, & Wolf, 2001; Balas & Boren, 2000) during the Initial Implementation Stage. Implementation Teams help to develop the staff competencies required by the evidence-based program, help administrators adjust organization roles and functions to align with the program, and help leaders in the provider organization fully support the process of using the program and incorporating the necessary implementation supports.
    2014-12-01 12:12:44

  • Cyrus Wanjohi Kenya Project implementation is when the ideas are put to practical and they should be approved and tested as the project progresses.It is to facilitate a unique product so that it can save its purpose
    2014-11-19 13:11:58

  • Cyrus Wanjohi Kenya Project implementation is when the ideas are put to practical and they should be approved and tested as the project progresses.It is to facilitate a unique product so that it can save its purpose
    2014-11-19 13:11:38

  • Crosby Govera Zimbabwe how can a project be implemented successfully
    2014-11-13 22:11:06

  • Crosby Govera Zimbabwe Project implementation is when the ideas are put to practical and they should be approved and tested as the project progresses.It is to facilitate a unique product so that it can save its purpose
    2014-11-13 22:11:55

  • Janvier Nyandamu Rwanda well
    2014-11-13 16:11:18

  • Nothando Gumpo United Kingdom The success of the implementation phases relies heavily on proper planning and analysis phases that Mira carried out.
    2014-11-05 01:11:10

  • Ralph Webster South Africa CHAPTER THIRTEEN The story so far: Mira has been considering how the implementation of the new portal and customer database will affect the employees of Musicale Musak. The quality of the planning and analysis completed earlier, will make all the difference during what could potentially be a very trying time.
    2014-10-20 08:10:54

  • james mwangi Kenya this is the best for me
    2014-10-19 08:10:08

  • George Fragos Greece Could the quality of the planning and analysis completed later??
    2014-10-08 08:10:03

  • Segedin Dragan United Arab Emirates citation " implementation of the new portal and customer database will affect the employees of Musicale Musak".. which employees, on how many days (MDs)? When they will start? Are they allowed to be dedicated? Are they skilled enough? Who will make dBs portal stress tests? Who will take care for network security of portal? How portal will be monitored? Is this investment only for this happening and if can be used in latter projects? What is ROI of this? ...etc, etc.
    2014-09-28 10:09:42

  • Shewangizaw Zenebe Ethiopia What to be done during this stage?
    2014-09-23 12:09:47

  • ANNETTE ROBINSON United States of America Does this phase include all staff or only the users of the new system?
    2014-09-09 17:09:55

  • Yasser Ezz El Din Egypt what is the phase after design phase?
    2014-08-10 05:08:58

    • Yai Deng Yai South Sudan The phase that comes soon after design phase not rather than implementation phase.
      2014-08-27 18:08:51
  • Yasser Ezz El Din Egypt what is the pase after design phase?
    2014-08-10 05:08:54

    • Chinenye Jennifer Ejikeme Nigeria implementation phase
      2014-08-31 06:08:36
  • Jones Hanungu Munang'andu Zambia operations management, planning and control of industrial processes to ensure that they move smoothly at the required level. Techniques of production management are employed in service as well as in manufacturing industries. It is a responsibility similar in level and scope to other specialties such as marketing or human resource and financial management. In manufacturing operations, production management includes responsibility for product and process design, planning and control issues involving capacity and quality, and organization and supervision of the workforce. The “five M's” Production management's responsibilities are summarized by the “five M's”: men, machines, methods, materials, and money. “Men” refers to the human element in operating systems. Since the vast majority of manufacturing personnel work in the physical production of goods, “people management” is one of the production manager's most important responsibilities. The production manager must also choose the machines and methods of the company, first selecting the equipment and technology to be used in the manufacture of the product or service and then planning and controlling the methods and procedures for their use. The flexibility of the production process and the ability of workers to adapt to equipment and schedules are important issues in this phase of production management. The production manager's responsibility for materials includes the management of flow processes—both physical (raw materials) and information (paperwork). The smoothness of resource movement and data flow is determined largely by the fundamental choices made in the design of the product and in the process to be used. The manager's concern for money is explained by the importance of financing and asset utilization to most manufacturing organizations. A manager who allows excessive inventories to build up or who achieves level production and steady operation by sacrificing good customer service and timely delivery runs the risk that overinvestment or high current costs will wipe out any temporary competitive advantage that might have been obtained. Planning and control Although the five M's capture the essence of the major tasks of production management, control summarizes its single most important issue. The production manager must plan and control the process of production so that it moves smoothly at the required level of output while meeting cost and quality objectives. Process control has two purposes: first, to ensure that operations are performed according to plan, and second, to continuously monitor and evaluate the production plan to see if modifications can be devised to better meet cost, quality, delivery, flexibility, or other objectives. For example, when demand for a product is high enough to justify continuous production, the production level might need to be adjusted from time to time to address fluctuating demand or changes in a company's market share. This is called the “production-smoothing” problem. When more than one product is involved, complex industrial engineering or operations research procedures are required to analyze the many factors that impinge on the problem. Inventory control is another important phase of production management. Inventories include raw materials, component parts, work in process, finished goods, packing and packaging materials, and general supplies. Although the effective use of financial resources is generally regarded as beyond the responsibility of production management, many manufacturing firms with large inventories (some accounting for more than 50 percent of total assets) usually hold production managers responsible for inventories. Successful inventory management, which involves the solution of the problem of which items to carry in inventory in various locations, is critical to a company's competitive success. Not carrying an item can result in delays in getting needed parts or supplies, but carrying every item at every location can tie up huge amounts of capital and result in an accumulation of obsolete, unusable stock. Managers generally rely on mathematical models and computer systems developed by industrial engineers and operations researchers to handle the problems of inventory control. To control labour costs, managers must first measure the amount and type of work required to produce a product and then specify well-designed, efficient methods for accomplishing the necessary manufacturing tasks. The concepts of work measurement and time study introduced by Taylor and the Gilbreths, as well as incentive systems to motivate and reward high levels of worker output, are important tools in this area of management. In new operations particularly, it is important to anticipate human resource requirements and to translate them into recruiting and training programs so that a nucleus of appropriately skilled operators is available as production machinery and equipment are installed. Specialized groups responsible for support activities (such as equipment maintenance, plant services and production scheduling, and control activities) also need to be hired, trained, and properly equipped. This type of careful personnel planning reduces the chance that expensive capital equipment will stand idle and that effort, time, and materials will be wasted during start-up and regular operations. The effective use and control of materials often involves investigations of the causes of s and waste; this, in turn, can lead to alternative materials and handling methods to improve the production process. The effective control of machinery and equipment depends on each machine's suitability to its specific task, the degree of its utilization, the extent to which it is kept in optimum running condition, and the degree to which it can be mechanically or electronically controlled.
    2014-07-27 21:07:36

  • Jones Hanungu Munang'andu Zambia operations management, planning and control of industrial processes to ensure that they move smoothly at the required level. Techniques of production management are employed in service as well as in manufacturing industries. It is a responsibility similar in level and scope to other specialties such as marketing or human resource and financial management. In manufacturing operations, production management includes responsibility for product and process design, planning and control issues involving capacity and quality, and organization and supervision of the workforce. The “five M's” Production management's responsibilities are summarized by the “five M's”: men, machines, methods, materials, and money. “Men” refers to the human element in operating systems. Since the vast majority of manufacturing personnel work in the physical production of goods, “people management” is one of the production manager's most important responsibilities. The production manager must also choose the machines and methods of the company, first selecting the equipment and technology to be used in the manufacture of the product or service and then planning and controlling the methods and procedures for their use. The flexibility of the production process and the ability of workers to adapt to equipment and schedules are important issues in this phase of production management. The production manager's responsibility for materials includes the management of flow processes—both physical (raw materials) and information (paperwork). The smoothness of resource movement and data flow is determined largely by the fundamental choices made in the design of the product and in the process to be used. The manager's concern for money is explained by the importance of financing and asset utilization to most manufacturing organizations. A manager who allows excessive inventories to build up or who achieves level production and steady operation by sacrificing good customer service and timely delivery runs the risk that overinvestment or high current costs will wipe out any temporary competitive advantage that might have been obtained. Planning and control Although the five M's capture the essence of the major tasks of production management, control summarizes its single most important issue. The production manager must plan and control the process of production so that it moves smoothly at the required level of output while meeting cost and quality objectives. Process control has two purposes: first, to ensure that operations are performed according to plan, and second, to continuously monitor and evaluate the production plan to see if modifications can be devised to better meet cost, quality, delivery, flexibility, or other objectives. For example, when demand for a product is high enough to justify continuous production, the production level might need to be adjusted from time to time to address fluctuating demand or changes in a company's market share. This is called the “production-smoothing” problem. When more than one product is involved, complex industrial engineering or operations research procedures are required to analyze the many factors that impinge on the problem. Inventory control is another important phase of production management. Inventories include raw materials, component parts, work in process, finished goods, packing and packaging materials, and general supplies. Although the effective use of financial resources is generally regarded as beyond the responsibility of production management, many manufacturing firms with large inventories (some accounting for more than 50 percent of total assets) usually hold production managers responsible for inventories. Successful inventory management, which involves the solution of the problem of which items to carry in inventory in various locations, is critical to a company's competitive success. Not carrying an item can result in delays in getting needed parts or supplies, but carrying every item at every location can tie up huge amounts of capital and result in an accumulation of obsolete, unusable stock. Managers generally rely on mathematical models and computer systems developed by industrial engineers and operations researchers to handle the problems of inventory control. To control labour costs, managers must first measure the amount and type of work required to produce a product and then specify well-designed, efficient methods for accomplishing the necessary manufacturing tasks. The concepts of work measurement and time study introduced by Taylor and the Gilbreths, as well as incentive systems to motivate and reward high levels of worker output, are important tools in this area of management. In new operations particularly, it is important to anticipate human resource requirements and to translate them into recruiting and training programs so that a nucleus of appropriately skilled operators is available as production machinery and equipment are installed. Specialized groups responsible for support activities (such as equipment maintenance, plant services and production scheduling, and control activities) also need to be hired, trained, and properly equipped. This type of careful personnel planning reduces the chance that expensive capital equipment will stand idle and that effort, time, and materials will be wasted during start-up and regular operations. The effective use and control of materials often involves investigations of the causes of s and waste; this, in turn, can lead to alternative materials and handling methods to improve the production process. The effective control of machinery and equipment depends on each machine's suitability to its specific task, the degree of its utilization, the extent to which it is kept in optimum running condition, and the degree to which it can be mechanically or electronically controlled.
    2014-07-27 21:07:21

  • Jones Hanungu Munang'andu Zambia operations management, planning and control of industrial processes to ensure that they move smoothly at the required level. Techniques of production management are employed in service as well as in manufacturing industries. It is a responsibility similar in level and scope to other specialties such as marketing or human resource and financial management. In manufacturing operations, production management includes responsibility for product and process design, planning and control issues involving capacity and quality, and organization and supervision of the workforce. The “five M's” Production management's responsibilities are summarized by the “five M's”: men, machines, methods, materials, and money. “Men” refers to the human element in operating systems. Since the vast majority of manufacturing personnel work in the physical production of goods, “people management” is one of the production manager's most important responsibilities. The production manager must also choose the machines and methods of the company, first selecting the equipment and technology to be used in the manufacture of the product or service and then planning and controlling the methods and procedures for their use. The flexibility of the production process and the ability of workers to adapt to equipment and schedules are important issues in this phase of production management. The production manager's responsibility for materials includes the management of flow processes—both physical (raw materials) and information (paperwork). The smoothness of resource movement and data flow is determined largely by the fundamental choices made in the design of the product and in the process to be used. The manager's concern for money is explained by the importance of financing and asset utilization to most manufacturing organizations. A manager who allows excessive inventories to build up or who achieves level production and steady operation by sacrificing good customer service and timely delivery runs the risk that overinvestment or high current costs will wipe out any temporary competitive advantage that might have been obtained. Planning and control Although the five M's capture the essence of the major tasks of production management, control summarizes its single most important issue. The production manager must plan and control the process of production so that it moves smoothly at the required level of output while meeting cost and quality objectives. Process control has two purposes: first, to ensure that operations are performed according to plan, and second, to continuously monitor and evaluate the production plan to see if modifications can be devised to better meet cost, quality, delivery, flexibility, or other objectives. For example, when demand for a product is high enough to justify continuous production, the production level might need to be adjusted from time to time to address fluctuating demand or changes in a company's market share. This is called the “production-smoothing” problem. When more than one product is involved, complex industrial engineering or operations research procedures are required to analyze the many factors that impinge on the problem. Inventory control is another important phase of production management. Inventories include raw materials, component parts, work in process, finished goods, packing and packaging materials, and general supplies. Although the effective use of financial resources is generally regarded as beyond the responsibility of production management, many manufacturing firms with large inventories (some accounting for more than 50 percent of total assets) usually hold production managers responsible for inventories. Successful inventory management, which involves the solution of the problem of which items to carry in inventory in various locations, is critical to a company's competitive success. Not carrying an item can result in delays in getting needed parts or supplies, but carrying every item at every location can tie up huge amounts of capital and result in an accumulation of obsolete, unusable stock. Managers generally rely on mathematical models and computer systems developed by industrial engineers and operations researchers to handle the problems of inventory control. To control labour costs, managers must first measure the amount and type of work required to produce a product and then specify well-designed, efficient methods for accomplishing the necessary manufacturing tasks. The concepts of work measurement and time study introduced by Taylor and the Gilbreths, as well as incentive systems to motivate and reward high levels of worker output, are important tools in this area of management. In new operations particularly, it is important to anticipate human resource requirements and to translate them into recruiting and training programs so that a nucleus of appropriately skilled operators is available as production machinery and equipment are installed. Specialized groups responsible for support activities (such as equipment maintenance, plant services and production scheduling, and control activities) also need to be hired, trained, and properly equipped. This type of careful personnel planning reduces the chance that expensive capital equipment will stand idle and that effort, time, and materials will be wasted during start-up and regular operations. The effective use and control of materials often involves investigations of the causes of s and waste; this, in turn, can lead to alternative materials and handling methods to improve the production process. The effective control of machinery and equipment depends on each machine's suitability to its specific task, the degree of its utilization, the extent to which it is kept in optimum running condition, and the degree to which it can be mechanically or electronically controlled.
    2014-07-27 21:07:07

Loading Menu