project implementation essay

Get started

• Project management
• CRM and Sales
• Work management
• Product development life cycle
• Comparisons
• Construction management
• monday.com updates

Project implementation: the end-all guide

Effective project management is like directing a play. There’s a lot of “behind-the-scenes” work leading up to the actual performance. Directors need to cast the right actors, run rehearsals, and work with designers and technicians.

But what happens if the play is a failure? Suddenly, all of the planning and rehearsing that came before no longer matters. Project managers face the same challenge. 

Get started with monday.com

PMs are master planners and communicators.

They’re skilled at coordinating tasks between teams, developing processes, and tracking progress. But if the project isn’t implemented properly, all of the hard work that led up to it loses its value.  

Nailing the execution as planned is often more complicated than many realize.

Don’t let your hard work go to waste. We’ve compiled this official project implementation handbook to cover everything PMs need to know.

Are you ready to take your work – from planning to execution and beyond – to the next level?

Understanding implementation in project management

Leading successful project implementation requires understanding of all the project management phases.

Some project managers claim there are five distinct phases – while others say there are three. The number of phases depends on the type and complexity of the project.

• Initiation phase:

In the first phase, project sponsors and PMs launch, name, and define a project. In some cases, stakeholders perform feasibility studies and analyses to grasp the complexity of the project.

• Planning phase :

Project managers come up with the scope, cost, necessary resources, and potential risk for projects. PMs also define the milestones, timeline, deadlines and define how the team and stakeholders will touch base.

• Implementation phase:

The implementation consists of carrying out the project plan . By now, the deliverables get completed and the technical implementation is underway.

• Monitoring and control phase:

This phase runs at the same time as implementation. Here you assess how the final product fulfills the goals of the initial project plan. Use predefined metrics. You will also measure key performance indicators, such as progress, spending, and timeliness. If the outcomes of the project stray from the plan, use corrective measures to get the project back on track.

• Closure phase:

While some projects will continue as new processes, others will come to an end. Projects that end should have a formal closure. This is where you end external contractors and reward team members.

Without clear goals, a plan, resources, and communication, it’s unlikely implementation will work. To avoid failure, take the time to map out what gets done in each phase.

Two kinds of bottlenecks in project implementation

Bottlenecks are issues that arise during the course of the project. They delay the implementation – such as the introduction of new constraints or the loss of a needed resource. Project implementation bottlenecks are short-term or long-term.

• Short-term bottlenecks :

These could be a technical glitch, a supply chain mishap, short-staff or the absence of a key project stakeholder. Oftentimes, short-term bottlenecks are a surprise but get fixed as planning improves. Some quick ways to improve your processes are:

• Eliminating non-essential steps
• Using automation platforms to take over time-consuming manual work
• Establishing better communication to avoid misunderstandings and misalignment
• Long-term bottlenecks:

These pose a more severe threat because they are harder to resolve. Capacity is the most common long-term bottleneck. When employees working on projects have a lot of other tasks to manage, they have less time to focus on project-related tasks. How does this look like in real life? Companies that want to launch more features but don’t add programmers will face a bottleneck once employees meet capacity.

Unresolved bottlenecks have the potential to derail your entire project. The key to avoiding them is to expect them.

While you’re in the planning stage of your project, take some time to brainstorm potential short and long term bottlenecks. Think of what solutions will be necessary to prevent or stop them. You can get started on your project implementation journey on monday.com.

What is an implementation gap and how can I avoid it?

An implementation gap is a disconnect between what a project is supposed to achieve and its actual results. One common culprit is a lack of understanding between those who plan the project and those who carry it out. Poor alignment or consensus among leadership on the strategy itself is another. 

Here are 3 tips to avoid an implementation gap in your initiatives:

• Ensure all the key stakeholders agree on the project’s strategy and main objectives during planning.
• Create an infrastructure and schedule to report on progress, use of budget, and milestones so there are no surprises at the end.
• Open direct feedback loops. This enables employees to ask questions, express concerns, and receive support to meet their duties.

Four tips for a successful implementation process

So, what can you do to ensure your project implementation will succeed? Consider these four tips.

1. Create a project implementation plan

Before diving into your initiative, it’s crucial to outline a clear, detailed project implementation plan. This plan should cover:

• The project’s objectives
• Key stakeholders and participants
• The timeline
• Any known obstacles or external constraints

Building your project implementation plan should help you achieve consensus and alignment between executives, department leaders and project managers. Establishing agreement on the points above is the best way to avoid an implementation gap.

2. Establish a solid project team 

You can have a bullet-proof plan, but if you don’t have the right employees onboard, successful implementation will be difficult to achieve.

Who will be part of the project team depends on the type of project and its goals, but in any project, achieving a high level of buy-in is key. When each team member has a clear understanding of the project’s goals and believes in its necessity, it’s much easier to keep participants motivated and engaged. 

3. Use a project management platform

When you’re leading a project’s implementation, you’re responsible for coordinating many moving parts. This could be managing the timeline, collecting status updates, and staying on top of your spend. Unless you use a formal system for monitoring progress and providing feedback, it’s difficult to track everything.

Project management platforms support teamwork and ease successful implementations. They make sharing information and resources easy and provide structure for reporting on progress and answering questions. 

With the ability to manage all this information in one place, you can efficiently manage the course of your projects and end confusion. They also promote individual accountability and engagement to help each participant do their best work on time. 

4. Be flexible, listen, & turn feedback into action

Although creating a detailed implementation plan is important, project managers should stay flexible.

You can’t control everything, and changes to the plan here and there are inevitable.

The key to resolving bottlenecks and obstacles is being able to adapt, problem solve, and put new plans into place without stressing.

Routinely asking your team for their input on the project and its progress is a great way to stay informed about on-the-ground challenges and help address them. Listen often and take your team’s perspectives to heart. monday.com with project management is a great place to gather feedback and make improvements in your project implementation.

What is the role of a project manager in project implementation?

Project managers are responsible for guiding the development and execution of a project. They are the directors that turn a vision into reality.

A project manager is accountable for the scope of the project. It’s their job to outline the plan, put together the project team, and gather the necessary resources. They are also responsible for monitoring progress and the project’s success or failure. 

Implementation as part of a team

While project managers take the lead role, project implementation is a team sport. Everyone on the project team gets selected to perform a specific, important function. Seamless collaboration, personal accountability, a strong sense of engagement, and communication by all team members is essential to success.

Four project implementation techniques to know

There are different project implementation methodologies that are  used to guide successful execution. Here are a few:

The scrum methodology focuses on producing project deliverables fast. In it, team members focus on high-value tasks on daily work “sprints” and relay their progress in daily check-ins. 

• Agile project implementation:

With the agile technique, project leaders prepare their teams to adapt to project changes or developments. They don’t rely on rigid strategies and procedures. Instead, they pivot the plan as needed.

The Kanban style of project management includes the use of a detailed visual that maps out the entire project and all of its stages. Like the agile method, teams that use Kanban are quick to adapt. With each change that arises, they re-map out the project until it is over.

By now, DevOps has become the standard for software development teams. In this method, developers perform feedback, quality assurance, and security checks. They do this throughout the development process instead of at the end. This increases speed and lowers the number of time-consuming fixes that cause bottlenecks. 

Successful project implementation at every stage

The pressure is high for project managers. Project managers have a range of responsibilities to manage and people to work with. To succeed, you need significant preparation to help turn your vision into reality.

We hope that this guide has given you valuable information! Make your next project implementation even easier with our project deliverables template below.

Send this article to someone who’d like it.

Project Implementation Essays

Managing organizational issues that affect project implementation, innovative management in saudi arabia’s smart city projects, popular essay topics.

• American Dream
• Artificial Intelligence
• Black Lives Matter
• Bullying Essay
• Career Goals Essay
• Causes of the Civil War
• Child Abusing
• Civil Rights Movement
• Community Service
• Cultural Identity
• Cyber Bullying
• Death Penalty
• Depression Essay
• Domestic Violence
• Freedom of Speech
• Global Warming
• Gun Control
• Human Trafficking
• I Believe Essay
• Immigration
• Importance of Education
• Israel and Palestine Conflict
• Leadership Essay
• Legalizing Marijuanas
• Mental Health
• National Honor Society
• Police Brutality
• Pollution Essay
• Racism Essay
• Romeo and Juliet
• Same Sex Marriages
• Social Media
• The Great Gatsby
• The Yellow Wallpaper
• Time Management
• To Kill a Mockingbird
• Violent Video Games
• What Makes You Unique
• Why I Want to Be a Nurse
• Send us an e-mail

• Contact sales

Start free trial

What Is an Implementation Plan? (Template & Example Included)

What Is Project Implementation?

Project implementation, or project execution, is the process of completing tasks to deliver a project successfully. These tasks are initially described in the project plan, a comprehensive document that covers all areas of project management. However, a secondary action plan, known as an implementation plan, should be created to help team members and project managers better execute and track the project .

What Is an Implementation Plan?

An implementation plan is a document that describes the necessary steps for the execution of a project. Implementation plans break down the project implementation process by defining the timeline, the teams and the resources that’ll be needed.

Get your free

Implementation Plan Template

Use this free Implementation Plan Template for Excel to manage your projects better.

Implementation Plan vs. Project Plan

A project plan is a comprehensive project management document that should describe everything about your project including the project schedule, project budget, scope management plan, risk management plan, stakeholder management plan and other important components. An implementation plan, on the other hand, is a simplified version of your project plan that includes only the information that’s needed by the team members who will actually participate in the project execution phase, such as their roles, responsibilities, daily tasks and deadlines.

Project management software like ProjectManager greatly simplifies the implementation planning process. Schedule and execute your implementation plan with our robust online Gantt charts. Assign work, link dependencies and track progress in real time with one chart. Plus, if your team wants to work with something other than a Gantt chart, our software offers four other project views for managing work: task lists, kanban boards, calendars and sheets. Try it for free today.

Key Steps In Project Implementation

Here are some of the key steps that you must oversee as a project manager during the project execution phase . Your project implementation plan should have the necessary components to help you achieve these steps.

1. Communicate Goals and Objectives

Once you’ve outlined the project goals and objectives, the next step is to ensure that the team understands them. For the project to succeed, there must be buy-in from the project team. A meeting is a good way to communicate this, though having project documents that they can refer to is also viable.

2. Define Team Roles and Responsibilities

The project manager will define the roles and responsibilities and communicate them to the project team . They should understand what they’re expected to do and who they can reach out to with questions about their work, all of which leads to a smooth-running project.

3. Establish the Success Criteria for Deliverables

The project deliverables need to meet quality standards, and to do this there must be a success criteria for handing off these deliverables. You want to have something in place to determine if the deliverable is what it’s supposed to be. The measurement is called a success criteria and it applies to any deliverable, whether it’s tangible or intangible.

4. Schedule Work on a Project Timeline

All projects require a schedule , which at its most basic is a start date and an end date for your project. In between those two points, you’ll have phases and tasks, which also have start and finish dates. To manage these deadlines, use a project timeline to visually map everything in one place.

Free Implementation Plan Template

Use this implementation plan template for Excel to define your strategy, scope, resource plan, timeline and more. It’s the ideal way to begin your implementation process. Download your template today.

5. Monitor Cost, Time and Performance

To make sure that you’re keeping to your schedule and budget, you need to keep a close eye on the project during the execution phase. Some of the things you should monitor are your costs, time and performance. Costs refer to your budget , time refers to your schedule and performance impacts both as well as quality. By keeping track of these metrics, you can make adjustments to stay on schedule and on budget.

6. Report to Project Stakeholders

While the project manager is monitoring the project, the stakeholders, who have a vested interest in the project, are also going to want to stay informed. To manage their expectations and show them that the project is hitting all its milestones, you’ll want to have project reports , such as project status reports. These can then be presented to the stakeholders regularly to keep them updated.

What Are the Key Components of an Implementation Plan?

There’s no standard one-size-fits-all solution when it comes to creating your implementation plan. However, we’ve created an implementation plan outline for your projects. Here are its components.

• Project goals & objectives: The project goal is the ultimate goal of your project, while the objectives are the key milestones or achievements that must be completed to reach it.
• Success criteria: The project manager must reach an agreement with stakeholders to define the project success criteria.
• Project deliverables: Project deliverables are tangible or intangible outputs from project tasks.
• Scope statement: The scope statement briefly describes your project scope, which can be simply defined as the project work to be performed.
• Resource plan: Create a simple resource plan that outlines the human resources, equipment and materials needed for your project.
• Risk analysis: Use a risk assessment tool like a SWOT analysis or risk register. There are different tools with different levels of detail for your risk analysis.
• Implementation timeline: Any implementation plan needs a clear project timeline to be executed properly. You should use an advanced tool such as a Gantt chart to create one.
• Implementation plan milestones: You need to identify key milestones of your implementation plan so that you can easily keep track of its progress.
• Team roles & responsibilities: The implementation plan won’t execute itself. You’ll need to assign roles and responsibilities to your team members.
• Implementation plan metrics: You’ll need KPIs, OKRs or any other performance metrics you can use to control the progress of your implementation plan.

How to Write an Implementation Plan

Follow these steps to create an implementation plan for your project or business. You can also consider using project management software like ProjectManager to help you with the implementation process.

1. Review Your Project Plan

Start by identifying what you’ll need for the execution of your implementation plan:

• What teams need to be involved to achieve the strategic goals?
• How long will it take to make the strategic goals happen?
• What resources should be allocated ?

By interviewing stakeholders, key partners, customers and team members, you can determine the most crucial assignments needed and prioritize them accordingly. It’s also at this stage that you should list out all the goals you’re looking to achieve to cross-embed the strategic plan with the implementation plan. Everything must tie back to that strategic plan in order for your implementation plan to work.

2. Map Out Assumptions and Risks

This acts as an extension to the research and discovery phase, but it’s also important to point out assumptions and risks in your implementation plan. This can include anything that might affect the execution of the implementation plan, such as paid time off or holidays you didn’t factor into your timeline , budget constraints, losing personnel, market instability or even tools that require repair before your implementation can commence.

3. Identify Task Owners

Each activity in your implementation plan must include a primary task owner or champion to be the owner of it. For tasks to be properly assigned, this champion will need to do the delegating. This means that they ensure that all systems are working as per usual, keep track of their teams’ productivity and more. Project planning software is practically essential for this aspect.

4. Define Project Tasks

Next, you need to finalize all the little activities to round out your plan. Start by asking yourself the following questions:

• What are the steps or milestones that make up the plan?
• What are the activities needed to complete each step?
• Who needs to be involved in the plan?
• What are the stakeholder requirements?
• What resources should be allocated?
• Are there any milestones we need to list?
• What are the risks involved based on the assumptions we notated?
• Are there any dependencies for any of the tasks?

Once all activities are outlined, all resources are listed and all stakeholders have approved (but no actions have been taken just yet), you can consider your implementation plan complete and ready for execution.

Implementation Plan Example

Implementation plans are used by companies across industries on a daily basis. Here’s a simple project implementation plan example we’ve created using ProjectManager to help you better understand how implementation plans work. Let’s imagine a software development team is creating a new app.

• Project goal: Create a new app
• Project objectives: All the project deliverables that must be achieved to reach that ultimate goal.
• Success criteria: The development team needs to communicate with the project stakeholders and agree upon success criteria.
• Scope statement: Here’s where the development team will document all the work needed to develop the app. That work is broken down into tasks, which are known as user stories in product and software development. Here, the team must also note all the exceptions, which means everything that won’t be done.
• Resource plan: In this case, the resources are all the professionals involved in the software development process, as well as any equipment needed by the team.
• Risk analysis: Using a risk register, the product manager can list all the potential risks that might affect the app development process.
• Timeline, milestones and metrics: Here’s an image of an implementation plan timeline we created using ProjectManager’s Gantt chart view. The diamond symbols represent the implementation plan milestones.
• Team roles & responsibilities: Similarly, we used a Gantt chart to assign implementation plan tasks to team members according to their roles and responsibilities.

Benefits of an Implementation Plan for the Project Implementation Process

The implementation plan plays a large role in the success of your overall strategic plan. But more than that, communicating both your strategic plan and the implementation of it therein to your team members helps them feel as if they have a sense of ownership within the company’s long-term direction.

Increased Cooperation

An implementation plan that’s well communicated also helps to increase cooperation across all teams through all the steps of the implementation process. It’s easy to work in a silo—you know exactly what your daily process is and how to execute it. But reaching across the aisle and making sure your team is aligned on the project goals that you’re also trying to meet? That’s another story entirely. With an implementation plan in place, it helps to bridge the divide just a little easier.

Additionally, with an implementation plan that’s thoroughly researched and well-defined, you can ensure buy-in from stakeholders and key partners involved in the project. And no matter which milestone you’re at, you can continue to get that buy-in time and time again with proper documentation.

At the end of the day, the biggest benefit of an implementation plan is that it makes it that much easier for the company to meet its long-term goals. When everyone across all teams knows exactly what you want to accomplish and how to do it, it’s easy to make it happen.

Implementation Plan FAQ

There’s more to know about implementation plans. It’s a big subject and we’ve tried to be thorough as possible, but if you have any further questions, hopefully we’ve answered them below.

What Is the Difference Between an Action Plan and an Implementation Plan?

The main difference between an action plan and an implementation plan is that an action plan focuses exclusively on describing work packages and tasks, while the implementation plan is more holistic and addresses other variables that affect the implementation process such as risks, resources and team roles & responsibilities.

What Is an Implementation Plan in Business?

A business implementation plan is the set of steps that a company follows to execute its strategic plan and achieve all the business goals that are described there.

What Is an Implementation Plan in Project Management?

Implementation plans have many uses in project management. They’re a planning tool that allows project managers to control smaller projects within their project plan. For example, they might need an implementation plan to execute risk mitigation actions, change requests or produce specific deliverables.

How to Make an Implementation Plan With ProjectManager

Creating and managing an implementation plan is a huge responsibility and one that requires diligence, patience and great organizational skills.

When it comes to a project implementation plan, there are many ways to make one that’s best suited for your team. With ProjectManager , you get access to both agile and waterfall planning so you can plan in sprints for large or small projects, track issues and collaborate easily. Try kanban boards for managing backlogs or for making workflows in departments.

Switching up the activities after a milestone meeting with stakeholders? You can easily update your implementation plan with our software features. Add new tasks, set due dates, and track how far along your team is on their current activities.

Implementation plans are the backbone of an organization’s strategic overall plan. With ProjectManager, give your organization the project management software they need to gain insight into all resources needed, view activities on their lists and collaborate with ease. Sign up for our free 30-day trial today.

Deliver your projects on time and on budget

Start planning your projects.

• SUGGESTED TOPICS
• The Magazine
• Newsletters
• Managing Yourself
• Managing Teams
• Work-life Balance
• The Big Idea
• Data & Visuals
• Reading Lists
• Case Selections
• HBR Learning
• Topic Feeds
• Account Settings
• Email Preferences

The Four Phases of Project Management

• HBR Editors

Planning, build-up, implementation, and closeout.

Whether you’re in charge of developing a website, designing a car, moving a department to a new facility, updating an information system, or just about any other project (large or small), you’ll go through the same four phases of project management: planning, build-up, implementation, and closeout. Even though the phases have distinct qualities, they overlap.

• This story is by the staff at Harvard Business Review.

Partner Center

• Product overview
• All features
• App integrations

CAPABILITIES

• project icon Project management
• Project views
• Custom fields
• Status updates
• goal icon Goals and reporting
• Reporting dashboards
• workflow icon Workflows and automation
• portfolio icon Resource management
• Time tracking
• my-task icon Admin and security
• Admin console
• asana-intelligence icon Asana AI
• list icon Personal
• premium icon Starter
• briefcase icon Advanced
• Goal management
• Organizational planning
• Campaign management
• Creative production
• Content calendars
• Marketing strategic planning
• Resource planning
• Project intake
• Product launches
• Employee onboarding
• View all uses arrow-right icon
• Project plans
• Team goals & objectives
• Team continuity
• Meeting agenda
• View all templates arrow-right icon
• Work management resources Discover best practices, watch webinars, get insights
• What's new Learn about the latest and greatest from Asana
• Customer stories See how the world's best organizations drive work innovation with Asana
• Help Center Get lots of tips, tricks, and advice to get the most from Asana
• Asana Academy Sign up for interactive courses and webinars to learn Asana
• Developers Learn more about building apps on the Asana platform
• Community programs Connect with and learn from Asana customers around the world
• Events Find out about upcoming events near you
• Partners Learn more about our partner programs
• Support Need help? Contact the Asana support team
• Asana for nonprofits Get more information on our nonprofit discount program, and apply.

Featured Reads

• Project planning |
• What is an implementation plan? 6 steps ...

What is an implementation plan? 6 steps to create one

An implementation plan—also known as a strategic plan—outlines the steps your team should take when accomplishing a shared goal or objective. This plan combines strategy, process, and action and will include all parts of the project from scope to budget and beyond. In this guide, we’ll discuss what an implementation plan is and how to create one.

Projects require planning to be successful. Would you build a house without a blueprint? Probably not, because nailing pieces of wood together without a plan could lead to disaster. The same concept is true in the corporate world. An implementation plan functions as the blueprint for any shared objective. Your plan should include everything from the project strategy, to the budget, to the list of people working on the project. 

In this guide, we’ll discuss what an implementation plan is and how to create one. These steps can help you and your team prepare for projects both big and small.

What is the purpose of an implementation plan?

The purpose of an implementation plan is to ensure that your team can answer the who, what, when, how, and why of a project before moving into the execution phase. In simple terms, it's the action plan that turns your strategy into specific tasks.

A good way to know whether your implementation plan is effective is to hand it to someone outside of your team and see if they can understand the project in its entirety. Your implementation plan should leave no questions unanswered.

How to create an implementation plan in 6 steps

If you want your implementation plan to be comprehensive and beneficial to your project team, you’ll need to follow specific steps and include the right components. Use the following steps when creating your plan to reduce the risk of gaps in your strategy.

1. Define goals

The first step in the implementation process is defining your goals . Determine what you hope to accomplish when your project is complete, like whether you hope to win over a new marketing client or revamp your internal content strategy. Starting with your project objectives in mind can help flesh out your project plan. 

Tips to consider:

Ask questions: When defining your goals, you and your team may want to ask questions about your project such as, “What are we trying to achieve with this project? What deliverables do we hope to produce? Who are the stakeholders we plan to share our project deliverables with?”

Brainstorm risk scenarios: Although you’ll perform a more in-depth risk assessment later on in your implementation plan, brainstorming potential risk scenarios early on gives you a more realistic idea of what you’re able to achieve. 

2. Conduct research

Once you have a broad idea of the project goals you want to achieve, you can hone in on these goals by conducting research such as interviews, surveys, focus groups, or observations. Your research should come from key experts in your field. These experts may be team members or external stakeholders. Your research outcomes should include a list of what your project timeline, budget, and personnel may look like.

Collaborate using shared tools: Collaboration is easier when you have the right communication tools in place to do so. Use a team collaboration tool to share your project goals and get feedback from others, regardless of their location. 

3. Map out risks

You brainstormed risk scenarios in step one of your implementation strategy, and in step three, you’ll map out all the potential risks you may face in your project. Risks can include anything from paid time off and holidays to budget constraints and loss of personnel. 

A great way to map out your risks is by using a risk register. This tool will help you prioritize project risks and prepare for them accordingly. You can also conduct a SWOT analysis , which will identify any weaknesses or threats affecting your project. 

Be flexible and proactive: Mapping out risks is more than just a preparation strategy. If you identify preventable risks during this stage of the implementation plan, you can take action to prevent those risks. This may mean adjusting your initial project goals. 

4. Schedule milestones

Scheduling your project milestones is an important step in the planning process because these checkpoints help you track your progress during execution. Milestones serve as metrics—they are a way to measure how far you’ve come in your project and how far you have left to go. 

To visualize project milestones and keep your entire team on track, use a Gantt chart . With a Gantt chart, you can visually lay out your implementation schedule and show how long you think each task will take.

Add wiggle room: Things don’t always go as planned, even if you do everything in your power to a schedule. By adding wiggle room to your schedule, you can ensure your project stays on track instead of keeping tight milestones and failing to meet them.

Clarify dependencies: Dependencies are tasks that rely on the completion of other tasks. Clarifying your dependencies makes it easier to keep the project on track and hit your milestones.

5. Assign responsibilities and tasks

Every action plan must include a list of responsibilities with team members assigned to each one. By assigning responsibilities, you can assess the performance of each team member and monitor progress more closely. Using a RACI chart can be an effective project management tool for clarifying roles and responsibilities. 

Assigning responsibilities is different from assigning individual tasks. One team member may be responsible for overseeing the project review, while you may assign three other team members to handle the delivery and communication of the project to various teams for review. When you assign responsibilities and tasks, be sure to make your expectations clear. 

Communication is key: When you assign roles, responsibilities, or tasks, it’s best to communicate why you’re choosing one team member over another. Instead of letting team members question why they have specific roles, you can use this step in the planning process as an opportunity to highlight team member strengths.

Track responsibilities in a shared tool: Having a shared tool, like project management software, can give team members clarity on who's doing what and by when.

6. Allocate resources

Resource allocation is one of the best ways to reduce risk. If you can plan out what resources you need for your project and ensure those resources will be available, you’ll avoid the risk of running out of resources mid-project. If you notice that you don’t have enough resources in this step of the implementation process, you can adjust your project accordingly before it kicks off. 

Resources may include money, personnel, software, equipment, and other physical or technical materials. Time can also be a resource because the team members you need to complete the project may be working on other projects.

Tips to consider: Ask yourself the following questions when identifying available resources for your project: 

What is the project’s priority level? 

Who is available to work on this project? 

What budget or tools are available? 

What additional resources do we need? 

Who needs to approve the resource allocation plan?

Following these steps as you create your implementation plan will increase the likelihood of hitting your project goals. Having a checklist of the items to include in your implementation plan can also lead to successful implementation. 

What to include in an implementation plan

Knowing how to create your implementation plan is crucial, but you also need to know what to include in your plan. This checklist includes the six most important items you’ll want to consider if you want to move forward with a successful project. 

1. Objectives

You’ll outline your project objectives in step one of the implementation process. Set your goals and decide what metrics your team will use to measure to monitor progress. By clearly identifying your project objectives, you and your team can measure progress and performance as you move forward.

2. Scope statement

You’ll set the scope of your project in step two when conducting research. Your project scope statement should outline the boundaries you’ve set for your project and broadly define what goals, deadlines, and project outcomes you’ll be working toward. Defining your project scope in the implementation plan can help prevent scope creep when you’re farther along in the project.

3. Outline of deliverables

Deliverables are the tangible goals of your project. Outlining the deliverables you hope to create can serve as a resource when managing time frames, delegating tasks, and allocating resources. 

4. Task due dates

Although the project timeline may change as your project progresses, it’s important to clarify your expected due dates during implementation planning. When you estimate task due dates, you can schedule milestones around these due dates and plan for project completion. You will commonly see Gantt charts used for strategic planning and implementation planning. This is because Gantt charts display information in a follows a linear path, similar to a timeline. 

5. Risk assessment

You’ll conduct your risk assessment in step three of the implementation process. Whether you use a   risk register , SWOT analysis , or contingency plan to identify risks , be sure to include these documents in your plan. That way, others involved in the project can look through your findings and potentially help you prevent these risks. 

6. Team member roles and responsibilities

You assigned roles and responsibilities to team members in step five of your plan, and keeping a detailed record of what these are can hold everyone accountable. Whether you use a RACI chart or another tool to clarify team member roles, there should be a place in your plan for everyone to refer to in case questions arise. 

Your implementation plan will likely be unique to the project you're working on, so it may include other components not listed above. However, you can use the six items above as your guide so you know your plan is comprehensive.

Many aspects of project implementation overlap with strategic planning. As a project manager , working on the project implementation plan while you are also working on the strategic plan can help minimize the total time spent on planning.

Another way to save time during the planning process is to house all of your plans in a work management platform. When your project team is ready to start the implementation process, everything is in one convenient place.

Benefits of having an implementation plan

There are many benefits to implementation planning, with the top benefit being an increased chance of project success. Implementing a project plan creates a roadmap for executing your project so you can prevent issues from occurring. 

Other benefits to having an implementation plan include:

Improved communication between team members and key stakeholders

Better organization and management of resources

Increased accountability for everyone involved in the project

More structured project timeline and daily workflow

Easier collaboration between team members

Going straight into the execution phase without an implementation plan may feel like walking on stage to give a speech without knowing what you’re going to say. Preparation is key for top-notch performance. 

Simplify implementation planning

Knowing the steps for implementation planning is the foundation of project management. A well-planned project leads to a successful project.

Related resources

How Asana uses work management for employee onboarding

4 ways to establish roles and responsibilities for team success

Cost control: How to monitor project spending to increase profitability

How to use a feasibility study in project management

Implementation Plan: A Practical Guide to Successful Project Execution

I. introduction to implementation plan, a. definition and purpose.

Welcome to our comprehensive guide on implementation plans! In this article, we will explore the definition and purpose of an implementation plan, its importance in project management, and the key components that make up a well-developed plan.

B. Importance of a Well-developed Implementation Plan

Having a well-developed implementation plan is crucial for the successful execution of any project. It serves as a roadmap that outlines the necessary steps, resources, and timelines required to achieve project objectives. Without a clear plan in place, projects can easily veer off track, leading to delays, budget overruns, and unsatisfactory outcomes.

C. Key Components of an Implementation Plan

An effective implementation plan consists of several key components. These include project initiation and planning, resource identification and allocation, project execution and monitoring, communication and coordination, evaluation and review, and documentation and knowledge transfer. Each component plays a vital role in ensuring the smooth and successful implementation of a project.

II. Pre-Implementation Phase

A. project initiation and planning.

Before diving into the implementation phase, it is essential to initiate and plan the project effectively. This involves establishing clear project objectives and goals, identifying all relevant stakeholders, and defining the scope and deliverables of the project.

1. Establishing Project Objectives and Goals

The first step in the pre-implementation phase is to establish clear project objectives and goals. These objectives should be specific, measurable, achievable, relevant, and time-bound (SMART). By setting SMART goals, you provide a clear direction for the project team and ensure alignment with the overall organizational strategy.

2. Identifying Project Stakeholders

Identifying and involving all relevant stakeholders is crucial for project success. Stakeholders can include project sponsors, team members, end-users, and other individuals or groups impacted by the project. By engaging stakeholders early on, you can gather valuable insights, manage expectations, and secure necessary resources and support.

3. Defining Project Scope and Deliverables

Defining the project scope and deliverables is essential to establish boundaries and clarify what will be achieved by the project. This includes identifying the specific tasks, activities, and outcomes required to meet the project objectives. A well-defined scope helps prevent scope creep and ensures that the project stays on track.

B. Resource Identification and Allocation

Once the project is initiated and planned, it is crucial to assess the resource requirements and allocate them effectively. Resources can include personnel, budget, equipment, technology, and any other necessary assets.

1. Assessing Resource Requirements

Thoroughly assessing the resource requirements involves identifying the skills, expertise, and capacity needed to execute the project successfully. This includes evaluating the availability and suitability of internal and external resources and determining any potential gaps.

2. Allocating Resources Effectively

After assessing the resource requirements, it is essential to allocate resources effectively. This involves assigning specific roles and responsibilities to team members, ensuring that each resource is utilized optimally, and considering any constraints or limitations that may impact resource allocation.

3. Identifying Potential Risks and Mitigation Strategies

During the pre-implementation phase, it is crucial to identify potential risks that may hinder project success. By conducting a thorough risk assessment, you can proactively develop mitigation strategies to minimize the impact of risks and ensure smooth project execution.

III. Implementation Phase

A. project execution and monitoring.

Once the pre-implementation phase is complete, it is time to execute the project plan and closely monitor progress to ensure that the project stays on track.

1. Assigning Tasks and Responsibilities

Assigning tasks and responsibilities to team members is crucial for effective project execution. Clearly defining who is responsible for each task, along with deadlines and deliverables, helps ensure accountability and prevents confusion or duplication of efforts.

2. Establishing Project Timelines and Milestones

Establishing project timelines and milestones provides a clear roadmap for the project team and helps track progress. Breaking down the project into smaller, manageable phases or milestones allows for better monitoring and facilitates timely adjustments if needed.

3. Monitoring Progress and Making Necessary Adjustments

Regularly monitoring progress is essential to identify any deviations from the plan and make necessary adjustments. This includes tracking key performance indicators (KPIs), conducting regular status meetings, and addressing any issues or roadblocks that may arise during project execution.

B. Communication and Coordination

Effective communication and coordination are critical for successful project implementation. Establishing clear communication channels and facilitating collaboration among team members and stakeholders helps ensure that everyone is aligned, informed, and working towards a common goal.

1. Establishing Effective Communication Channels

Identifying and implementing effective communication channels is essential for seamless information flow. This can include regular team meetings, project management software, email updates, and other tools or platforms that enable efficient communication and collaboration.

2. Facilitating Collaboration Among Team Members

Promoting collaboration among team members fosters a sense of ownership, encourages knowledge sharing, and enhances overall project performance. This can be achieved through team-building activities, regular check-ins, and creating a supportive and inclusive work environment.

3. Managing Stakeholder Expectations

Managing stakeholder expectations is crucial for maintaining positive relationships and ensuring project success. Regularly communicating project updates, addressing concerns or feedback, and involving stakeholders in decision-making processes help build trust and keep everyone aligned with project goals.

IV. Post-Implementation Phase

A. evaluation and review.

Once the project is completed, it is essential to evaluate its outcomes against the initial objectives and conduct a thorough review to identify lessons learned and areas for improvement.

1. Assessing Project Outcomes Against Objectives

Assessing project outcomes against the initial objectives helps determine the success of the project and identify any gaps or areas for improvement. This can be done through data analysis, surveys, feedback from stakeholders, and other evaluation methods.

2. Identifying Lessons Learned and Areas for Improvement

Identifying lessons learned and areas for improvement is crucial for continuous growth and development. By reflecting on the project’s strengths and weaknesses, you can implement changes and best practices in future projects, ensuring ongoing improvement.

3. Conducting Post-Implementation Review Meetings

Conducting post-implementation review meetings allows for open discussions and knowledge sharing among the project team and stakeholders. This is an opportunity to celebrate successes, address challenges encountered during the project, and gather valuable feedback for future projects.

B. Documentation and Knowledge Transfer

Documenting project processes and outcomes and sharing knowledge with relevant stakeholders is essential for future reference and organizational learning.

1. Documenting Project Processes and Outcomes

Thoroughly documenting project processes and outcomes helps create a valuable knowledge base for future reference. This includes capturing key decisions, lessons learned, best practices, and any other relevant information that can be used to guide future projects.

2. Sharing Knowledge and Best Practices with Relevant Stakeholders

Sharing knowledge and best practices with relevant stakeholders ensures that the lessons learned from the project are disseminated effectively. This can be done through reports, presentations, workshops, or any other suitable means of knowledge transfer.

3. Archiving Project Documentation for Future Reference

Archiving project documentation in a structured and accessible manner allows for easy retrieval and reference in the future. This ensures that the knowledge gained from the project is preserved and can be utilized by the organization for continuous improvement.

V. Conclusion

A. recap of the implementation plan process.

In conclusion, implementing a well-developed implementation plan is crucial for the successful execution of any project. By following the outlined steps in the pre-implementation, implementation, and post-implementation phases, you can increase the chances of achieving project objectives and delivering satisfactory outcomes.

B. Importance of Continuous Improvement and Learning

Continuous improvement and learning are key to long-term success in project management. By regularly evaluating project outcomes, identifying areas for improvement, and sharing knowledge with relevant stakeholders, you can ensure ongoing growth and development.

C. Final Thoughts on Successful Project Implementation

Successful project implementation requires careful planning, effective communication, and continuous monitoring and adjustment. By following the best practices outlined in this guide, you can increase the likelihood of executing projects successfully and delivering value to your organization.

Thank you for reading our comprehensive guide on implementation plans. We hope you found it informative and helpful. If you have any further questions or need assistance with your project implementation, feel free to contact us or visit our website for more resources.

Related terms.

Project Implementation: Understanding The Key Phases

It is not likely to be simple to complete a job successfully. Several tasks must be finished before the project is considered complete. It helps you stay on top of your projects, making them easier to do from start to finish. There are more benefits to phased project management when these things are used.

There are small chunks for each stage. Each has its own goal and must be done in order. People can then decide if the project should move to the next step or be changed. Everyone’s performance also varies because of this.

What does it mean by Project implementation?

As described in your project plan, “project implementation” refers to the process of completing all the tasks. For instance, a successful project manager in the water and sanitation business must manage a big team, keep track of a budget, and interact with the general public. In both service delivery and social awareness projects, a set of procedures must be followed.

What is a project phase cycle?

Following the project life cycle is the best way for project managers to finish a job well, so they must do this. For any project, there are five stages: initiation, planning, implementation/execution, monitoring/controlling, and monitoring/controlling (and finally closing). For a project manager, one of the essential skills is working through all of the stages of a project.

There are five phases of Project Management that you should know well in order to plan and arrange your projects more quickly and effectively.

When it comes to projects, what is important about the different stages?

A project’s life cycle steps are essential for getting a job done well and quickly. People can better keep track of progress and get better results if the project has been well organized. It can be done by using life cycles to make the project structure easier to understand and work on.

When a project has a well-structured and planned life cycle, it is easier for employees and management to talk to each other about it. In order to keep track of the project’s progress, you need to know how long it has been going on. It helps you determine how well competitive project work has been planned and where to speed up or where to not. Finally, it divides up the work and comes up with a schedule and cost.

There are many ways this technique can help you manage project time, cost, resources, and your employees’ work. First, use the project life cycle to figure out and plan for every part of a project. This will cut down on how much money it costs to think about each subtask.

Key phases of project Implementation:

Project phase 1: initiating..

Determine what your company needs and then come up with ways to meet these needs or solve these problems with your staff. Finally, a project’s goal is set, and the project’s feasibility is checked. It’s also at this point that the most critical deliverables are found.

People who don’t work well together at the start of a project might not get the project approved, put it back, or scrap it. On the other hand, if you do things this way, you may be able to set expectations and even make it more likely that there will be future deliverables for all of your work projects.

Project phase 2: Planning.

It’s time to figure out what the team needs to do to meet the project’s goals. This is called “Project Planning.” To decide how big a project should be the client and their priorities must be taken into account.

This is the part of project management where you build your team and plan what you’re going to do. Then, assemble smaller projects inside the bigger one and make sure each one can be done in the allotted time . Again, small goals have a better chance of working out.

Project phase 3: Implementing.

During the Project Execution phase, your team does what you want them to do. Most of your time will be spent working with others, making sure work is done well, keeping track of resources, and telling people about what’s going on. At this point in the project management life cycle, you’ll need things like meeting minutes and Work Orders.

Even if you have a project management plan in place, new information might make it need to be changed. Check to see that changes get handled correctly and don’t fall through the cracks.

Project phase 4: Controlling.

Finally, we’ll be in charge of the project’s operations. Keep track of your project’s change management documentation, spending records, quality assurance checklists, and the amount of time spent by each team member. As a result, you will be able to track the progress of your efforts and resources throughout the project and ensure that your preparations are accurate. You’ll be in a better position if you record and measure project progress meticulously. Finding bottlenecks and initiating critical discussions regarding project management process adjustments would be easier. If additional time, planning, or resources are required, you must notify others involved in the project as soon as possible. Additionally, having facts and results to back up your requests can also help you preserve their faith even when things go wrong.

Project phase 5: Closing.

The project’s final phase of management is when all of the project’s final tasks are done. For example, you might have to finish a project or meet your contractual obligations before you can get project resources or end a contract. At the end of the project, these documents must be given to the person who hired them.

Closing a project can happen for various reasons, such as when it is done, canceled, terminated, moved to a new company, or something else. As a result, people who finish a project may need different documentation. Even if the project doesn’t work out, a project retrospective would be good for you. 

The last thoughts:

The life cycle of a project is significant to how well the project is run and how well the project’s output turns out. Because it is so essential, the life cycle has been used a lot in project planning and completion. In addition, many software programs have been made to help keep track of a project’s progress.

Project management may look like a difficult task full of risks, issues, and failures. This will help with time management, resource management, and project management.

YOU MIGHT ALSO LIKE

Decoding The Dilemma Strategic and Tactical Decision-making

Balanced Scorecard In Action Example And Best Practices

Understanding the differences between a product manager and a project manager

Understanding Project Constraints and Dependencies

Why is a steering group crucial for your project

Document version control: Ensuring your project documents are controlled

• Undergraduate
• High School
• Architecture
• American History
• Asian History
• Antique Literature
• American Literature
• Asian Literature
• Classic English Literature
• World Literature
• Creative Writing
• Linguistics
• Criminal Justice
• Legal Issues
• Anthropology
• Archaeology
• Political Science
• World Affairs
• African-American Studies
• East European Studies
• Latin-American Studies
• Native-American Studies
• West European Studies
• Family and Consumer Science
• Social Issues
• Women and Gender Studies
• Social Work
• Natural Sciences
• Pharmacology
• Earth science
• Agriculture
• Agricultural Studies
• Computer Science
• IT Management
• Mathematics
• Investments
• Engineering and Technology
• Engineering
• Aeronautics
• Medicine and Health
• Alternative Medicine
• Communications and Media
• Advertising
• Communication Strategies
• Public Relations
• Educational Theories
• Teacher's Career
• Chicago/Turabian
• Company Analysis
• Education Theories
• Shakespeare
• Canadian Studies
• Food Safety
• Relation of Global Warming and Extreme Weather Condition
• Movie Review
• Admission Essay
• Annotated Bibliography
• Application Essay
• Article Critique

Article Review

• Article Writing
• Book Review
• Business Plan
• Business Proposal
• Capstone Project
• Cover Letter
• Creative Essay
• Dissertation
• Dissertation - Abstract
• Dissertation - Conclusion
• Dissertation - Discussion
• Dissertation - Hypothesis
• Dissertation - Introduction
• Dissertation - Literature
• Dissertation - Methodology
• Dissertation - Results
• GCSE Coursework
• Grant Proposal
• Marketing Plan
• Multiple Choice Quiz
• Personal Statement
• Power Point Presentation
• Power Point Presentation With Speaker Notes
• Questionnaire
• Reaction Paper

Research Paper

• Research Proposal
• SWOT analysis
• Thesis Paper
• Online Quiz
• Literature Review
• Movie Analysis
• Statistics problem
• Math Problem
• All papers examples
• How It Works
• Money Back Policy
• Terms of Use
• Privacy Policy
• We Are Hiring

Implementation Issues: Future Opportunities, Essay Example

Pages: 8

Words: 2131

Hire a Writer for Custom Essay

Use 10% Off Discount: "custom10" in 1 Click 👇

You are free to use it as an inspiration or a source for your own work.

Introduction

The global economy is today becoming very challenging with both opportunities and risks continuously and constantly changing. This has prompted the urgency and need to be able to identify, assess, manage and monitor the opportunities and risks for many organizations. There is therefore the need for the organizations to come up with clear practical ways to be able to link both the opportunities that the organizations have and the potential risks that come on the way of doing business.

This involves risk management which involves an integrated framework where several techniques, internal controls and processes are brought together.an enterprise risk management which work in a strategy setting is one of these risk management process that ought to be used. This is because of the practical steps that are involved in implementing it.

During the planning phase of the risk management and mitigation plan, a risk plan must be documented especially in the very initial stages of the plan. This is because the planning phase is undertaken before the execution. This is to help make sure that any possible risks are identified on time and addressed before the execution stage of the plan is in itself performed. A monitoring and control of the risk likelihood and impacts of the risks that the project is engaged immediately after the plan has been documented. After the execution of the plan has been completed, the risk management process is immediately terminated. This is just before the project is closed.

Fundamentals

For risk management process to be effectively and efficiently managed there is need for the management to bring together all the players in the process who include directors of the organization, management among other players to come up with the potentials events that are seen an key in the running of the business, manage these risks with their risk appetite in the premises of achieving the achievement of the business objectives.

Some of the key pillars that form the risk management process include:

• The risk process that flow through an entity
• People to effect the process at all the business levels
• Strategy-setting applied
• Entity-level view of the risks at hand
• Potential events that would affect the entity within the risk appetite
• Management assurance on plans to mitigate these risks.

The risk management process is therefore able to have a continuous improvement of organizational risk management capacities in order to improve the operations of the business.

Why implement the risk management process

The overriding objectives of the risk management process is to have an assurance that the objectives of the organization or any business entity are achieved and that risks that come on the way of achieving these business. The process is aimed at helping the business achieve is to objectives by being identify, manage the business risks, provide an integrated responses that address the multiple risks and being able to seize the opportunities.

Some of the key fundamental reasons to the risk management process in place in any organization

• To be able to reduce the unacceptable variability in business by being able to evaluate the likelihood of the risks occurring and the possible impacts that these risks have on the enterprises.
• To be able to integrate and align the views that vary in the risk management by coming up with structures and frameworks that manages risks. The is also the need to link the risk management and management activities like business planning that are critical and be able to increase the transparency through improvement of qualitative and quantitative risk management performance
• Be able to build and maintain good investment environment for both stakeholders and the investment community as they are important for risk management process
• Enhancement of good governance that need to the linked to the risk management process. The risk management process as is ought to should be able strengthen, assess, oversees and classify risk management in order to respond to these risks exhaustively
• Be able to respond successfully to all the risks and changes in the continuously changing business environment. One must therefore be better in identifying, planning and prioritizing the risks. The process must also be able to evaluate all the risk assumptions, and the effective management strategies that are found in the various business model
• To be able to the ever changing business and corporate strategy and culture. Through the process of risk management, risk awareness alongside having a culture that is open and positive to the risk and risk management

Risk management has been found out to be the best way of mitigating risks and trying to minimize the impacts of such risks in the event that the risks occur. One should therefore be conversant with the risk and risk management issues and other preventative measures that help prevent injuries that would occur. One should for instance understand what risk all about, the categories of risk that is particular the to the specific type of projects, the importance of risk management and its management plan, the chances of risks occurring, the need to manage risk, the importance of managing risk in order in to keep the safety of the people and property. The timing of risk management is also paramount. The simple four steps that ought to be undertaken during risk management procedure include.

Steps for implementing risk management process

There exist several steps that any organization can follow in order to implement any risk management process effectively and systematically. These include the following processes that have to be followed systematically.

• Adopting a risk language that is common to all the players in the organization
• Conducting a risk assessment process in order to identify the risks and prioritize them accordingly
• Performing the gap analysis to know the present and the desired future capabilities that arise from the risks that the organization faces and be able to manage them depending on their critical nature
• Articulating the risk management objectives, goals, visions whole putting into effect the value propositions to provide economic justification
• Advancing the organizational risk management capabilities with the aim of executing the business strategy successfully.

The process of implementing the risk management would also involves having the management of the organization being able to put into consideration the strategy-setting while putting into consideration the priority risks. This is done in-line with the organization’s size, objectives, culture, and management style and risk profile. The following risk process need to be considered while implementing the risk management process:

• One should be able to identify with clear understanding the organization’s risk profile
• Be able to define the current framework of the organization’ capabilities on risk management
• Know the desired future framework and state of the organizations risk management capabilities
• Know the size of the gap between the current state of the organization’s risk profile and the future expected position of the organization in as far as risk management is concern
• Address the risk gap that has been identified in the organization and give the economic justification of improving the risk management infrastructure
• Have the necessary oversight and facilitation in order to integrate and coordinate the overall risk management efforts

Steps of Risk Management and Mitigation Plan

• Spotting the hazards also known as risk identification- This involves walking around the event site and identifying the things that would pose some danger to the volunteers working on the project
• Risk quantification/Assessment of risks – This involves identification of the probability of risk happening and the knowing the potential effects or impacts of the risks in the event that the risk eventuate to the volunteers working on the project.
• Fixing the risk problem- There are several activities that would be undertaken in order to either eliminate, substitute or isolate the hazard. It also involves adaption of the equipment, performing some controls that that are administrative in nature or the protective equipment that is personal.
• Result evaluation- The step ensures that the problem is actually fixed as it. This involves gradual evaluation of the results of risk management plan. This is carried out through the use of the risk assessment template that is extra. This also enlightens the importance of having the host being the overall manager and overseer of the events hence supposed to make that know all the risks that the project is prone.

Risk management oversight structure

In the risk mitigating process, there is need for an oversight structure that spells out clearly the guidelines and procedures to be followed in the effective functioning of the structure. Some of the mitigating plans that need to be implemented.

• The structure should be able to provide direction on the resource allocation in the risk management activities
• An organization’s risk appetite is developed and reaffirmed in conjunction with the management oversight activities
• Developing an appropriate risk management infrastructure for the company. The infrastructure should include but not limited to the metrics, the risk management policies, monitoring and risk reporting.
• Make sure that there is a timely designation of the risk owners appropriately
• Staffing and having sufficient resources is the or mitigating factor that should be considered in order to improve the desired behaviors through retention, hiring and training practices that have intentions that are well intended
• Make sure that have the managers and workers in the organization are actively involved in the implementation of the risk management process.
• The other important and specific roles and responsibilities that concerns the processes of risk taking and the risk monitoring procedures
• Be able to have communications and assurance plans in place that are both capably executable and coherent.

For these mitigating actions and plans to be fully and exhaustively implemented, there are recommended organizational structures that have been deemed to effectively monitor and give good mitigating actions in risk management. These specific recommended structures among many other things make sure that there is continuous improvement of organizations capabilities to manage its priority risks and allocation of resources to the risk management process. With the establishment of other organizational models that have additional techniques that are aimed at improving the process of risk management through provision of additional approaches with better benefits.

The new oversight structures have the following as the key differentiators from the other traditional risk management approaches:

• It clearly states the authority in charge of identifying and assessing risks that are then responded to accordingly
• Indicates whether the process of identifying and qualifying risks is centrally or at lower levels of the management
• It also show whether the all the various units and levels of the organization are involved in the risk management process or just a few have been designated the task.

With all these considerations considered, it found out that the complexity of the enterprises risk management and its size is expanded.

A priority order for every risk identified should include the list below which is in itself not limited to:

• The preventive actions that help minimize the likelihood of risk occurring
• The contingent actions that are meant to reduce the impacts of the risks in the event that the risks occur.

A resource, time and date must be identified for every risk action that has been identified. The resources used for undertaking the resource must also be sufficient and the time allocation and date should also be appropriate. The table below shows an example of how these resources and time is allocated.

For very risk identified, the above table must be completed with those risks that have higher priority risks being assigned more actions than those risks that have less priority since they are less risky to the continuation of the projection. The actions that are assigned to the higher priority risks must also be comprehensive as much as possible.

The priority of each risk must be identified and its likelihood must also be established. Its impacts on the project must also be evaluated for those risks that eventuate. The priority score is then calculated as shown in the table below once the scores on the likelihood and impact are identified and quantified.

Building Capabilities

Once the foundations and objectives of the organization have been established and all the risk management infrastructure elements have been achieved, its advancement on the process of expanding its priority risk is then put into considerations. This possible through having the following three steps serving as the critical aspects of risk management expansion in its capabilities

Assessment and development of responses is the first that is considered. When this made sure that it’s in place, factors like risk management process, planning a process of responding to priority risks and risk policy development among other key things. The second is designing and implementation of all the risk management capabilities that have been set to be achieved. This include making sure that all the competencies, reports, processes, methodologies and other technologies that ought to set up in order to respond to the risks accordingly. The third step is making sure that there is a continuous improvement of the capabilities. What matter in any risk management process just like it is done any other disciplines.

Fan, M., Lin, N., & Sheu, C. (2008). Project Management Template, Oxford University Press

Perminova, O., Gustafson, M., & Wikstrom, K. (2008). Project Management and Implementation, McCrew, New York

Olsson, R. (2007).

Stuck with your Essay?

Get in touch with one of our experts for instant help!

The Middle Fork Feather River, Research Paper Example

Community Policing and Crime, Article Review Example

Time is precious

don’t waste it!

Plagiarism-free guarantee

Privacy guarantee

Secure checkout

Money back guarantee

Related Essay Samples & Examples

Voting as a civic responsibility, essay example.

Pages: 1

Words: 287

Utilitarianism and Its Applications, Essay Example

Words: 356

The Age-Related Changes of the Older Person, Essay Example

Pages: 2

Words: 448

The Problems ESOL Teachers Face, Essay Example

Words: 2293

Should English Be the Primary Language? Essay Example

Pages: 4

Words: 999

The Term “Social Construction of Reality”, Essay Example

Words: 371

• Free Samples
• Premium Essays
• Editing Services Editing Proofreading Rewriting
• Extra Tools Essay Topic Generator Thesis Generator Citation Generator GPA Calculator Study Guides Donate Paper
• Essay Writing Help
• About Us About Us Testimonials FAQ
• Studentshare
• Architecture
• Project Implementation Process

Project Implementation Process - Essay Example

• Subject: Architecture
• Type: Essay
• Level: Masters
• Pages: 12 (3000 words)
• Downloads: 5
• Author: gilda48

Extract of sample "Project Implementation Process"

• Cited: 0 times
• Copy Citation Citation is copied Copy Citation Citation is copied Copy Citation Citation is copied

CHECK THESE SAMPLES OF Project Implementation Process

The fundamental metrics measuring efficiency of implementing it projects, intro mgt informat systems, management issues, role of managment, critical chain project management based heuristics algorithm, business driven technology, best practices in project management, success of different traceability tools.

• TERMS & CONDITIONS
• PRIVACY POLICY
• COOKIES POLICY

Information

• Author Services

Initiatives

You are accessing a machine-readable page. In order to be human-readable, please install an RSS reader.

All articles published by MDPI are made immediately available worldwide under an open access license. No special permission is required to reuse all or part of the article published by MDPI, including figures and tables. For articles published under an open access Creative Common CC BY license, any part of the article may be reused without permission provided that the original article is clearly cited. For more information, please refer to https://www.mdpi.com/openaccess .

Feature papers represent the most advanced research with significant potential for high impact in the field. A Feature Paper should be a substantial original Article that involves several techniques or approaches, provides an outlook for future research directions and describes possible research applications.

Feature papers are submitted upon individual invitation or recommendation by the scientific editors and must receive positive feedback from the reviewers.

Editor’s Choice articles are based on recommendations by the scientific editors of MDPI journals from around the world. Editors select a small number of articles recently published in the journal that they believe will be particularly interesting to readers, or important in the respective research area. The aim is to provide a snapshot of some of the most exciting work published in the various research areas of the journal.

Original Submission Date Received: .

• Active Journals
• Find a Journal
• Proceedings Series
• For Authors
• For Reviewers
• For Editors
• For Librarians
• For Publishers
• For Societies
• For Conference Organizers
• Open Access Policy
• Institutional Open Access Program
• Special Issues Guidelines
• Editorial Process
• Research and Publication Ethics
• Article Processing Charges
• Testimonials
• Preprints.org
• SciProfiles
• Encyclopedia

Article Menu

• Subscribe SciFeed
• Recommended Articles
• Google Scholar
• on Google Scholar
• Table of Contents

Find support for a specific problem in the support section of our website.

Please let us know what you think of our products and services.

Visit our dedicated information section to learn more about MDPI.

JSmol Viewer

Adaptability analysis of integrated project delivery method in large- and medium-sized engineering projects: a fahp-based modeling solution.

1. Introduction

2. development of the ipd method, 2.1. research trends of project management, 2.2. development of the ipd method, 2.2.1. introduction of the ipd method.

• The EPC method.
• The OCM method.
• The OR method.
• The IPD method.

2.2.2. Benefits of the IPD Method Compared to Other Methods

2.2.3. integration of ipd and other methods, 2.2.4. research necessity of the ipd method in engineering projects, 3. modeling methods, 3.1. fahp-based evaluation indicators, 3.1.1. a brief description of fahp theory, 3.1.2. fahp-based indicators.

• Cost control .
• Risk control .
• Management control .
• Schedule control .

3.2. FAHP-Based Modeling Process

3.3. decision-making score evaluation method, 4. results and case application, 4.1. mathematical expressions for ipd adaptability, 4.2. case application, 4.2.1. description of the case project, 4.2.2. application of the ipd method, 4.2.3. comprehensive benefit analysis between the ipd method and or method, 4.3. limitations and future directions, 4.3.1. contributions, 4.3.2. limitations, 4.3.3. future directions, 5. conclusions, author contributions, data availability statement, acknowledgments, conflicts of interest, abbreviations.

Click here to enlarge figure

• Locatelli, G.; Ika, L.; Drouin, N.; Müller, R.; Huemann, M.; Söderlund, J.; Geraldi, J.; Clegg, S. A Manifesto for project management research. Eur. Manag. Rev. 2023 , 20 , 3–17. [ Google Scholar ] [ CrossRef ]
• Guo, K.; Zhang, L. Multi-objective optimization for improved project management: Current status and future directions. Autom. Constr. 2022 , 139 , 104256. [ Google Scholar ] [ CrossRef ]
• Kadenic, M.D.; Tambo, T. Resilience of operating models: Exploring the potential of agile project management as enabler. Int. J. Manag. Proj. Bus. 2023 , 16 , 521–542. [ Google Scholar ] [ CrossRef ]
• Pan, Y.; Zhang, L. A BIM-data mining integrated digital twin framework for advanced project management. Autom. Constr. 2021 , 124 , 103564. [ Google Scholar ] [ CrossRef ]
• Mavi, R.K.; Standing, C. Critical success factors of sustainable project management in construction: A fuzzy DEMATEL-ANP approach. J. Clean. Prod. 2018 , 194 , 751–765. [ Google Scholar ] [ CrossRef ]
• Müller, R. Exploring the future of research in project management. Rev. Gestão Proj. 2023 , 14 , 14–26. [ Google Scholar ] [ CrossRef ]
• Hallowell, M.; Toole, T.M. Contemporary Design-Bid-Build Model. J. Constr. Eng. Manag. 2009 , 135 , 540–549. [ Google Scholar ] [ CrossRef ]
• Chen, Y.; Zhu, X.; Zhang, N. Comparison of Project Objectives and Critical Factors between DBB and DB in China ; IEEE: Piscataway, NJ, USA, 2009; Volume 12, pp. 583–587. [ Google Scholar ] [ CrossRef ]
• Carpenter, N.; Bausman, D.C. Project Delivery Method Performance for Public School Construction: Design-Bid-Build versus CM at Risk. J. Constr. Eng. Manag. 2016 , 142 , 05016009. [ Google Scholar ] [ CrossRef ]
• Huang, Y.L.; Pi, C.C. Real-Option Valuation of Build-Operate-Transfer Infrastructure Projects under Performance Bonding. J. Constr. Eng. Manag. 2014 , 140 , 04013068. [ Google Scholar ] [ CrossRef ]
• Sholeh, M.N.; Fauziyah, S. Current state mapping of the supply chain in engineering procurement construction (EPC) project: A case study. MATEC Web Conf. 2018 , 195 , 06015. [ Google Scholar ] [ CrossRef ]
• Shen, Z.; Zhao, J.; Guo, M. Evaluating the Engineering-Procurement-Construction Approach and Whole Process Engineering Consulting Mode in Construction Projects. Iran. J. Sci. Technol. Trans. Civ. Eng. 2023 , 47 , 2533–2547. [ Google Scholar ] [ CrossRef ]
• Abe, R.; Saito, Y.; Shide, K. Research on each actor’s awareness of procurement methods involving contractors and consultants in the design phase: Based on interviews with persons in charge. Jpn. Archit. Rev. 2023 , 6 , e12384. [ Google Scholar ] [ CrossRef ]
• Vasilenko, M.A.; Drozdov, N.A.; Tagiltseva, J.A.; Kuzina, E.L.; Kuzina, M.A. Systematic Approach and Advanced Marketing in Public-Private Partnerships ; IEEE: Piscataway, NJ, USA, 2017; Volume 9, pp. 27–31. [ Google Scholar ] [ CrossRef ]
• Santolini, M.; Ellinas, C.; Nicolaides, C. Uncovering the fragility of large-scale engineering projects. EPJ Data Sci. 2021 , 10 , 36. [ Google Scholar ] [ CrossRef ]
• Jadidoleslami, S.; Saghatforoush, E.; Heravi, A.; Preece, C. A practical framework to facilitate constructability implementation using the integrated project delivery approach: A case study. Int. J. Constr. Manag. 2022 , 22 , 1225–1239. [ Google Scholar ] [ CrossRef ]
• Trach, R.; Polonski, M.; Hrytsiuk, P. Modelling of Efficiency Evaluation of Traditional Project Delivery Methods and Integrated Project Delivery (IPD). IOP Conf. Ser. Mater. Sci. Eng. 2019 , 471 , 112043. [ Google Scholar ] [ CrossRef ]
• Choi, J.; Yun, S.; Leite, F.; Mulva, S.P. Team Integration and Owner Satisfaction: Comparing Integrated Project Delivery with Construction Management at Risk in Health Care Projects. J. Manag. Eng. 2019 , 35 . [ Google Scholar ] [ CrossRef ]
• Demirel, T.; Çetin Demirel, N.; Kahraman, C. Fuzzy Analytic Hierarchy Process and its Application. In Fuzzy Multi-Criteria Decision Making ; Springer: Boston, MA, USA, 2008; pp. 53–83. [ Google Scholar ] [ CrossRef ]
• Chih, Y.Y.; Hsiao, C.Y.L.; Zolghadr, A.; Naderpajouh, N. Resilience of Organizations in the Construction Industry in the Face of COVID-19 Disturbances: Dynamic Capabilities Perspective. J. Manag. Eng. 2022 , 38 , 04022002. [ Google Scholar ] [ CrossRef ]
• Bypaneni, S.P.K.; Tran, D.Q. Empirical Identification and Evaluation of Risk in Highway Project Delivery Methods. J. Manag. Eng. 2018 , 34 . [ Google Scholar ] [ CrossRef ]
• Koolwijk, J.S.J.; van Oel, C.J.; Wamelink, J.W.F.; Vrijhoef, R. Collaboration and Integration in Project-Based Supply Chains in the Construction Industry. J. Manag. Eng. 2018 , 34 , 04018001. [ Google Scholar ] [ CrossRef ]
• Han, J.; Lee, S.H.; Kim, J.K. A process integrated engineering knowledge acquisition and management model for a project based manufacturing. Int. J. Precis. Eng. Manuf. 2017 , 18 , 175–185. [ Google Scholar ] [ CrossRef ]
• Kabirifar, K.; Mojtahedi, M. The impact of Engineering, Procurement and Construction (EPC) Phases on Project Performance: A Case of Large-scale Residential Construction Project. Buildings 2019 , 9 , 15. [ Google Scholar ] [ CrossRef ]
• Wang, Q.; Wang, J. Research on Key Risk Factors and Risk Transmission Path of Procurement in International Engineering Procurement Construction Project. Buildings 2022 , 12 , 534. [ Google Scholar ] [ CrossRef ]
• Institute, P.M. Construction Extension to the PMBOK Guide ; Project Management Institute, Inc.: Newtown Square, PA, USA, 2016. [ Google Scholar ]
• Council, F.F. Federal Facilities Council Technical Report, Number 149: Reducing Construction Costs: Uses of Best Dispute Resolution Practices by Project Owners: Proceedings Report ; National Academies Press: Washington, DC, USA, 2007. [ Google Scholar ]
• Forcael, E.; Rodríguez, C.; Vargas, S.; Álvarez, P.; Ponce, L. Role of the Owner’s Representative Within the Construction Industry: Case Study of Chile. Iran. J. Sci. Technol. Trans. Civ. Eng. 2020 , 44 , 197–208. [ Google Scholar ] [ CrossRef ]
• Mesa, H.A.; Molenaar, K.R.; Alarcón, L.F. Exploring performance of the integrated project delivery process on complex building projects. Int. J. Proj. Manag. 2016 , 34 , 1089–1101. [ Google Scholar ] [ CrossRef ]
• Sherif, M.; Abotaleb, I.; Alqahtani, F.K. Application of Integrated Project Delivery (IPD) in the Middle East: Implementation and Challenges. Buildings 2022 , 12 , 467. [ Google Scholar ] [ CrossRef ]
• Kahvandi, Z.; Melhado, S.; Viana, M.L. Solutions to Overcome Integrated Project Delivery Implementation Barriers: A Meta-Synthesis Approach. J. Constr. Dev. Ctries 2023 , 28 , 63–89. [ Google Scholar ] [ CrossRef ]
• Hall, D.M.; Scott, W.R. Early Stages in the Institutionalization of Integrated Project Delivery. Proj. Manag. J. 2019 , 50 , 128–143. [ Google Scholar ] [ CrossRef ]
• Barutha, P.J.; Jeong, H.D.; Gransberg, D.D.; Touran, A. Evaluation of the Impact of Collaboration and Integration on Performance of Industrial Projects. J. Manag. Eng. 2021 , 37 , 04021037. [ Google Scholar ] [ CrossRef ]
• Salleh, R.M.; Mustaffa, N.E.; Rahiman, N.A.; Ariffin, H.L.T.; Othman, N. The Propensity of Building Information Modelling and Integrated Project Delivery in Building Construction Project. Int. J. Built Environ. Sustain. 2019 , 6 , 83–90. [ Google Scholar ] [ CrossRef ]
• Jünger, H.C.; Hofmann, A.; Schneebecke, J.; Scharpf, S.; Auch, N. Die Erweiterung der Integrierten Projektabwicklung auf den Lebenszyklusansatz/The expansion of Integrated Project Delivery to the life cycle approach. Bauingenieur 2022 , 97 , 298–305. [ Google Scholar ] [ CrossRef ]
• Mesa, H.A.; Molenaar, K.R.; Alarcón, L.F. Comparative analysis between integrated project delivery and lean project delivery. Int. J. Proj. Manag. 2019 , 37 , 395–409. [ Google Scholar ] [ CrossRef ]
• Dzhusupova, R.; Bosch, J.; Olsson, H.H. Challenges in Developing and Deploying AI in the Engineering, Procurement and Construction Industry ; IEEE: Piscataway, NJ, USA, 2022; Volume 6, pp. 1070–1075. [ Google Scholar ] [ CrossRef ]
• Sangroungrai, S.; Sukchareonpong, P.; Witchakul, S. Engineering, Procurement and Construction (EPC) Project Management for Reducing Cost and Time: A Case Study of Petrochemical Plant ; IEEE: Piscataway, NJ, USA, 2018; Volume 5, pp. 402–406. [ Google Scholar ] [ CrossRef ]
• Pishdad-Bozorgi, P.; Austin, R.; Garza, J.M.D.L. Flash Track Practices Distilled via Structured Interviews from EPC Projects. Am. Soc. Civ. Eng. 2016 , 5 , 168–178. [ Google Scholar ] [ CrossRef ]
• Kahvandi, Z.; Saghatforoush, E.; ZareRavasan, A.; Viana, M.L. A Review and Classification of Integrated Project Delivery Implementation Enablers. J. Constr. Dev. Ctries 2020 , 25 , 219–236. [ Google Scholar ] [ CrossRef ]
• Ling, F.Y.Y.; Teo, P.X.; Li, S.; Zhang, Z.; Ma, Q. Adoption of Integrated Project Delivery Practices for Superior Project Performance. J. Leg. Aff. Disput. Resolut. Eng. Constr. 2020 , 12 , 05020014. [ Google Scholar ] [ CrossRef ]
• Zhang, Y.; Hu, H. Utilization of a cognitive task analysis for integrated project delivery application: Case study of constructing a campus underground parking facility. Cogn. Syst. Res. 2018 , 52 , 579–590. [ Google Scholar ] [ CrossRef ]
• Ashcraft, H. Transforming project delivery: Integrated project delivery. Oxf. Rev. Econ. Policy 2022 , 38 , 369–384. [ Google Scholar ] [ CrossRef ]
• Saaty, R. The analytic hierarchy process—What it is and how it is used. Math. Model. 1987 , 9 , 161–176. [ Google Scholar ] [ CrossRef ]
• Saaty, T. The negotiation and resolution of the conflict in South Africa: The AHP. ORiON 2003 , 4 . [ Google Scholar ] [ CrossRef ]
• Huang, G.; Sun, S.; Zhang, D. Safety Evaluation of Construction Based on the Improved AHP-Grey Model. Wirel. Pers. Commun. 2018 , 103 , 209–219. [ Google Scholar ] [ CrossRef ]
• Lyu, H.M.; Sun, W.J.; Shen, S.L.; Zhou, A.N. Risk Assessment Using a New Consulting Process in Fuzzy AHP. J. Constr. Eng. Manag. 2020 , 146 , 04019112. [ Google Scholar ] [ CrossRef ]
• Saaty, T.L.; Tran, L.T. Fuzzy Judgments and Fuzzy Sets. Int. J. Strateg. Decis. Sci. 2010 , 1 , 23–40. [ Google Scholar ] [ CrossRef ]
• Zhang, X.L.; Wang, L.H. Choosing an Appropriate Construction Project Delivery Method Using FAHP in China ; IEEE: Piscataway, NJ, USA, 2009; Volume 10, pp. 78–82. [ Google Scholar ] [ CrossRef ]
• Kerzner, H. Project Management: A Systems Approach to Planning, Scheduling, and Controlling , 12th ed.; John Wiley & Sons, Inc.: Hoboken, NJ, USA, 2017. [ Google Scholar ]
• Sears, S.K. Construction Project Management: A Practical Guide to Field Construction Management , 6th ed.; Wiley: Hoboken, NJ, USA, 2015. [ Google Scholar ]
• Liu, L.; Lin, Y.; Xiao, Y.; Xue, P.; Shi, L.; Chen, X.; Liu, J. Quantitative effects of urban spatial characteristics on outdoor thermal comfort based on the LCZ scheme. Build. Environ. 2018 , 143 , 443–460. [ Google Scholar ] [ CrossRef ]
• Benson, C.; Obasi, I.C.; Akinwande, D.V.; Ile, C. The impact of interventions on health, safety and environment in the process industry. Heliyon 2024 , 10 , e23604. [ Google Scholar ] [ CrossRef ] [ PubMed ]
• Saaty, T.L. Correction to: Some mathematical concepts of the analytic hierarchy process. Behaviormetrika 2021 , 48 , 193–194. [ Google Scholar ] [ CrossRef ]
• Hand, D.J. Statistical Concepts: A Second Course, Fourth Edition by Richard G. Lomax, Debbie L. Hahs-Vaughn. Int. Stat. Rev. 2012 , 80 , 491. [ Google Scholar ] [ CrossRef ]
• Song, D. Analysis and Discussion on Management Modes of Large-scale Petrochemical Engineering Projects. Pet. Petrochem. Today 2018 , 26 , 48–52. [ Google Scholar ] [ CrossRef ]

Share and Cite

He, H.; Gan, X.; Liu, L.; Zhang, X. Adaptability Analysis of Integrated Project Delivery Method in Large- and Medium-Sized Engineering Projects: A FAHP-Based Modeling Solution. Buildings 2024 , 14 , 1999. https://doi.org/10.3390/buildings14071999

He H, Gan X, Liu L, Zhang X. Adaptability Analysis of Integrated Project Delivery Method in Large- and Medium-Sized Engineering Projects: A FAHP-Based Modeling Solution. Buildings . 2024; 14(7):1999. https://doi.org/10.3390/buildings14071999

He, Huiyu, Xiwei Gan, Lin Liu, and Xing Zhang. 2024. "Adaptability Analysis of Integrated Project Delivery Method in Large- and Medium-Sized Engineering Projects: A FAHP-Based Modeling Solution" Buildings 14, no. 7: 1999. https://doi.org/10.3390/buildings14071999

Article Metrics

Article access statistics, further information, mdpi initiatives, follow mdpi.

Subscribe to receive issue release notifications and newsletters from MDPI journals

Project Implementation, Evaluation and Presentation Term Paper

• To find inspiration for your paper and overcome writer’s block
• As a source of information (ensure proper referencing)
• As a template for you assignment

Executive Summary

Introduction, project implementation, project evaluation techniques, evaluation of this project, recommendations for improvement, project presentation, reference list.

After a rigorous analysis of three projects, Golden Source International Ltd settled for the “Anti-Fungus” Silicone Sealant product launch. This paper looks at the project’s implementation, evaluation, and presentation. Lately, there has been little success of projects.

Pundits believe that haphazard planning, inadequate implementation, relaxed control, and lack of project evaluation bring this about. This paper shows how the project manager that was assigned this task went about these procedures to record major success in major fronts.

Project management is quite a popular topic in the world of management today. This is occasioned by the fact that it is the center of growth in business. A company will have an ongoing project at any one time. Hence, the skills associated with this subject come in handy.

In this paper, we analyze the implementation and evaluation of Golden Source International Ltd’s launch of a new product. Borrowing from project management principles, the author outlines a number of procedures that may inform the success of the launch.

Project implementation has two stages: the project implementation planning and project implementation control. At the project implementation planning stage, the project manager will take steps to determine project requirements and plan how to go about meeting both budgetary and time constraints.

Additionally, the project manager will organize the project into identifiable units and establish mechanisms to monitor and control the project parameters. At the Project Implementation Control stage, the project manager will ensure proper measures are in place to meet the time, budgetary, quality, and scope constraints (Lowson, 2003).

Implementation Planning

Project brief.

The project manager will prepare a project brief that will act as a statement of work between him and management (Reiss, 2007). The following is a project brief for this project.

Statement of Work Launch of a new “Anti-Fungus” Silicone Sealant product For Golden Source International Ltd Company in Dubai, (U.A.E.)

This project seeks to launch a new “Anti-Fungus” Silicone Sealant product for Golden Source International Ltd Company starting in Dubai and then other stores.

The product is both a household & commercial consumer product designed to give customer an option during purchase.

The roll out will include market awareness campaigns. The base roll out period will be not more than (or approximately) 121 days. The base project cost should not exceed $175,000.

The board of directors of Golden Source International Ltd Company shall discuss any changes that may be proposed for this project after the project manager presents a detailed cost analysis of the proposed changes.

Work Breakdown Structure

The project manager will subdivide the project scope into manageable segments, assign them to the respective individuals, and document that information. The following will be the work breakdown structure for this project.

The above structure represents all the stages that the product will go through before the final launch. This will be instrumental for the project manager, as he will know the sequence activities will take. Hence, it will be easy to assign tasks and to determine weak areas. This project does not have small work packages, as most work will be departmental (Pan American Health Organization 2012).

The project manager shall specify the specific requirements of each sub unit. This includes approximate budgetary allocation, performance standards, and durations. The project manager will aggregate this information into a clear format for ease of reference (CIPA Study Guide 2008).

Project Implementation Control

The project manager shall control the project constraints to ensure that everything goes as planned. These constraints include time, quality, cost, and scope. The manager will do this by checking project specifications, schedule, and the budget allocations (CIPA Study Guide 2008). The project manager will use the tools outlined below for that purpose.

Control Point Identification Chart

The chart below will be useful for tracking areas that may go wrong and anticipating ways in which the project manager will solve the problems to avoid nasty surprises (Kotler & Keller, 2009).

Table 1 Control Point Identification Chart.

Milestone Charts

This powerful implementation tool clearly summarizes the status of a project by highlighting key events. Milestone charts state what events in the project’s life have been completed. In addition, the chart states the duration it took to complete the events, and, whether this is the duration, the project manager had scheduled for the event (Reiss, 2007).

Hence, the manager continually records the variance between the actual and scheduled times. In addition, it outlines the remaining events and the project manager’s anticipated completion time. The following may be the milestone chart for this project.

Table 2 Milestone Chart.

Project and Budget Control Charts

Project and budget control charts records cost, schedule performances to ascertain actual and planned performances of the project. Normally these are based on the nature of the work breakdown structure. It makes use of the work packages. In this project, this may not be as applicable, but may be useful. The project manager may use the Project and Budget Control Chart below.

Table 3 Project and Budget Control Chart.

The project manager will obtain cumulative amounts for the actual and scheduled performances and draw bar graphs for comparison. The above analysis may act as an early indicator as to whether the project manager will meet the parameters of the project.

Hence, it may be used as an effective tool to source for additional time or resources from management. If it is a strict-schedule project, this parameter may offer a way for the manager to organize for overtime and to crash the network diagram for a scheduled finish.

Network Diagrams

There are two types of network diagrams. These are very useful tools in project control. There are two types of network diagrams: Project Evaluation and Review Technique (PERT) and Critical Path Analysis (CPM). They are complex decision-making tools that enable project managers to organize work and plan work flows (Bulbul, 2010). They provide necessary information that is vital in scheduling and budgeting.

This information includes the earliest start times of a project, latest completion times, time floats, and the critical path. The critical path is the longest route in a network diagram that indicates the time the project will take.

It is hard to construct a network diagram for a project with complex times and huge budgets but the availability of software for that purpose makes it easy. In this project, the techniques may be useful to the project manager in evaluating the progress of the project (UWSA 2005).

Use of a Gantt Chart

This project’s project manager may find it quite useful to engage the use of a Gantt chart in managing complexity in cost and time. A Gantt chart is an intricate tool used for the management of interrelated tasks with different durations. When using a Gantt chart, the project manager assumes that the tasks are linear and their durations can be determined beforehand with a high degree of precision.

However, it is advisable for management to have duration estimates with the relevant possible contingencies. This project has eight major events. They include planning, product design, packaging, online marketing, TV marketing, road shows, product launch/selling, and promotions. They start at different stages in the project and have varying durations as shown below in the Gantt chart (Koelmans, 2004).

Table 4 Activity Durations and Start Times.

As the above figure indicates, a Gantt chart has a number of benefits to the project manager. First, it diagrammatically represents the whole project. This makes it easy for the project manager to indentify the activities to complete first and clearly shows the relationships between tasks. Second, it shows the duration of a project. This project is likely to take 121 days as shown in the Gantt chart.

However, in as much as it may show the tasks clearly, it does not indicate dependencies among tasks and the project manager may not know from the Gantt chart how the delay of one task may affect another. For this purpose, the project manager will have to use the network diagrams (Rad & Ginger, 2002).

Since this project started, planning has been completed. Both online and TV marketing are already been carried out announcing the upcoming product. The product is in its formative stages in the laboratories and it is anticipated that the packaging design is the activity likely to take most of the work.

This is because the company already had a similar product from which to improve and come up with the current one. Activities such as road shows, product launch, and promotions are yet to commence. It is also crucial to note that only 12 days have elapsed since the commencement of this project (Koelmans, 2004).

Success of a project may mean different things to different people. All projects have a number of stakeholders whose expectations must be met to consider a project successful. Even various employees of Golden Tools Ltd may consider the success of the launch of this new product in different ways.

For example, the CEO may consider the success of the product in the market as a measure. An accountant in the same organization may look at it from the budgetary point of view. Additionally, a laboratory technician may consider this a success from the ‘breakthrough’ point of view. Hence, a central ground must be reached to ascertain the success of a project clearly (Maylor, 2003).

A project has to be evaluated before, during and after its implementation. This will paint a better picture of its performance as opposed to the last evaluation.

Majority of projects’ performance may not be clearly measured because organizations do not put an emphasis on the post-implementation evaluation. However, it is imperative to do that. A look at the following stakeholders may paint a picture of how well to undertake an evaluation (Rad & Ginger, 2002).

Project Constraints

This is one of the measures of success. A project’s constraints include time, quality, scope, and cost. A project manager should strive to meet the agreed upon constraints’ parameters. This is because most managers want to complete a project fast, qualitatively, with minimal costs, and least time (Maylor, 2003).

Project Stakeholders

These people have a share in the success of a project. They include employees, management, outside community, customers, and environmental conservationists, among others. All these people have stakes in the success of this product and satisfying a majority should be the goal (Maylor, 2003).

Goals, Objectives, and Project Requirements

Before the start of a project, the project manager and the management set out to achieve certain objectives. After implementation, it is the duty of a project manager to look into these targets and ascertain to what level they have been achieved. Additionally, a project is like an input-output model; hence, commissioners of the project will expect tangible products with relevant features as envisioned (Chase & Aquilano, 2006).

This project was commissioned to develop and launch a new product (Anti-Fungus” Silicone Sealant product). The product, meant to give customers options and to expand the product portfolio of Golden Source International Ltd Company was to roll out in cities in United Arab Emirates before spreading in other countries.

Other objectives were to expand the company’s bottom line by at least 50% and improve the customers’ satisfaction by an acceptable level of at least 50%. The following is a critical look at the project and its achievements.

The stakeholders in this project were happy with the outcome. Customers appreciated the introduction of a new product that would increase their options in the market place. The management of Golden Source International Ltd Company was elated by the design, efficiency, aesthetics, and performance of the product in the first three months.

The company staffs that were involved in the process of the making, advertising, launching, and promoting the product, prior and after the launch, were happy with the experience. They were also happy with the performance of the product and the mood was positive.

Indications were that customers will shift massively towards this product and plans were already underway to see that the product is launched in other cities in Middle East and then Asia.

The product did not violate any environmental laws and in fact was been touted as ‘green’ product with a vision for solving 21 st century problems. Every procedure laid out by the government was followed to ensure that there were no disappointments (Aranda, 2003).

Goals and Objectives

The goals and objectives of this project as outlined before were clearly on course. The customers had already demonstrated happiness. This shows that they would rate the product positively. The performance of the product in the few months after launch indicated that the company was on course towards achieving profit objectives set out.

All the project constraints were adequately satisfied. The project was completed in 110 days against a target of 121 days. Additionally, a budget of $175000 had been set aside and the project exceeded this figure by only $1500. This was adequately within the margin of error. Many pundits were happy with the product and the whole launch and performance of the product indicated positive results.

The project did not experience notable setbacks. However, areas of weaknesses were indentified in the departmental contacts. For example, the project manager and sales manager differed about the time when the promotional campaign should start. The project manager felt the timing of the campaign was poor because the product was a long way from been launched and customers were likely to forget about it.

This would lead to wastage of resources. However, the sales manager was of the opinion that it was meant to prepare the customers fully. Additionally, after the budget exceeded by $1500, the project manager wrote an explanatory proposal to management and some managers felt he should have anticipated this instead of bringing it up after it had happened.

However, the project manager explained it was because of the early campaign by the sales manager. Hence, he was feeling under pressure to launch the product fast. Lastly, sometimes the road shows would report poor reception and hence it came out as a poor method of advertising. In future, it would be imperative to iron out those little setbacks but they had no major effect on the launch.

Project Implementation Procedure

• Establish Project Objectives – This is the first step. It involves the setting out of succinct and realizable goals. The project manager outlines the scope of the project and prepares a project brief. In this project, the aim was to launch a product that will lead to customer satisfaction and increase profits for the company.
• Work Break Down – each activity is divided into manageable sub units for ease of resource allocation and monitoring.
• Sub Units – at this stage, the project manager clearly outlines the sequence of the sub units, stipulates their durations, and performance expectations. The project manager aggregates the information in this section into the whole project.
• Budget Preparation – at this stage the project manager prepares a budget informed by the resource requirements of each sub unit (Chase & Aquilano, 2006).
• Arrange Staff – the project manager prepares a staff org-gram, which details the duties and responsibilities of each person and creates positions. This eases the need to indentify whom to report to and assigns responsibilities to the most capable individuals (Chase & Aquilano, 2006).
• Training – the project manager determines if there is a personnel training and undertakes it, if needed.
• Policies and Procedures – lastly, the project manager develops policies and procedures to be followed by each participant in the project. This ensures that there is a sense of sanity while performing tasks and establishes ground for punishment and rewards (Chase & Aquilano, 2006).

Implementation is the most vital stage in a project. Any implementation follows a certain procedure, but the above parameters are recommended. As noted from the paper, project evaluation is equally important as is project preparation and preliminary analysis.

Any aspect about a project contributes towards a good result, including relationships of implementers. The project manager in this project realizes this and successfully launches a new product for Golden Source International Ltd Company. The results are tremendous and the management and stakeholders are happy.

Aranda, AR 2003, Service Operations Strategy, Flexibility and Performance in Engineering Consulting Firms, International Journal of Operations & Production Management , vol. 23.11 pp 1401-1421.

Bulbul, H 2010, Taxonomy of Manufacturing Strategies: A Study of the Turkish Automotive Industry, African Journal of Business Management , vol. 5.6 pp 2322-2335.

Chase, BR & Aquilano, NJ 2006, Operations Management for Competitive Advantage , New York, McGraw Irwin.

CIPA Study Guide 2008, A Guide to Project Management Auditing, Assessments and Recommendations . Web.

Koelmans, R 2004, Project Success and Performance Evaluation . Web.

Kotler, P & Keller, K 2009, A Framework for Marketing Management. Philadelphia , Pearson International Edition.

Lowson, RH 2003, The Nature of Operations Strategy: Combining Strategic Decisions from the Resource-Based and Market-Driven Viewpoints, Management Decision , vol. 41.6, pp 538-549.

Maylor, H 2003, Project Management , UK, FT Prentice Hall.

Pan American Health Organization 2012, Monitoring of Project Implementation: a Manual . Web.

Rad, PF & Ginger, L 2002, The Advanced Project Management Office. A Comprehensive Look at Function and Implementation , Florida, St Lucie Press.

Reiss, G 2007, Project Management Demystified . New York, NY, Routledge.

UWSA 2005, Project Implementation Process & Tools . Web.

• Bluesteel LTD Project Management
• Culinary Studio's Sweet and Sour Chicken Order
• IT Project Management Plan for Gold Source International Ltd Company in Dubai
• The Movement of Workers from China to India
• Career Planning and Career Management
• Cenartech Company Security Management
• Introducing Office Ergonomics in a Company
• Empowerment in an Organisation
• Chicago (A-D)
• Chicago (N-B)

IvyPanda. (2019, June 14). Project Implementation, Evaluation and Presentation. https://ivypanda.com/essays/project-implementation-evaluation-and-presentation/

"Project Implementation, Evaluation and Presentation." IvyPanda , 14 June 2019, ivypanda.com/essays/project-implementation-evaluation-and-presentation/.

IvyPanda . (2019) 'Project Implementation, Evaluation and Presentation'. 14 June.

IvyPanda . 2019. "Project Implementation, Evaluation and Presentation." June 14, 2019. https://ivypanda.com/essays/project-implementation-evaluation-and-presentation/.

1. IvyPanda . "Project Implementation, Evaluation and Presentation." June 14, 2019. https://ivypanda.com/essays/project-implementation-evaluation-and-presentation/.

Bibliography

IvyPanda . "Project Implementation, Evaluation and Presentation." June 14, 2019. https://ivypanda.com/essays/project-implementation-evaluation-and-presentation/.

• Open access
• Published: 05 June 2023

Defining re-implementation

• Rachel Moyal-Smith   ORCID: orcid.org/0000-0002-3911-7957 1 ,
• James C. Etheridge 1 , 2 ,
• Ami Karlage 1 ,
• Yves Sonnay 1 ,
• Christina T. Yuan 3 ,
• Joaquim M. Havens 1 , 2 ,
• Mary E. Brindle 1 , 4 , 5 &
• William Berry 1  

Implementation Science Communications volume  4 , Article number:  60 ( 2023 ) Cite this article

2867 Accesses

1 Citations

21 Altmetric

Metrics details

The first attempt to implement a new tool or practice does not always lead to the desired outcome. Re-implementation, which we define as the systematic process of reintroducing an intervention in the same environment, often with some degree of modification, offers another chance at implementation with the opportunity to address failures, modify, and ultimately achieve the desired outcomes. This article proposes a definition and taxonomy for re-implementation informed by case examples in the literature.

We conducted a scoping review of the literature for cases that describe re-implementation in concept or practice. We used an iterative process to identify our search terms, pilot testing synonyms or phrases related to re-implementation. We searched PubMed and CINAHL, including articles that described implementing an intervention in the same environment where it had already been implemented. We excluded articles that were policy-focused or described incremental changes as part of a rapid learning cycle, efforts to spread, or a stalled implementation. We assessed for commonalities among cases and conducted a thematic analysis on the circumstance in which re-implementation occurred. A total of 15 articles representing 11 distinct cases met our inclusion criteria. We identified three types of circumstances where re-implementation occurs: (1) failed implementation, where the intervention is appropriate, but the implementation process is ineffective, failing to result in the intended changes; (2) flawed intervention, where modifications to the intervention itself are required either because the tool or process is ineffective or requires tailoring to the needs and/or context of the setting where it is used; and (3) unsustained intervention, where the initially successful implementation of an intervention fails to be sustained. These three circumstances often co-exist; however, there are unique considerations and strategies for each type that can be applied to re-implementation.

Conclusions

Re-implementation occurs in implementation practice but has not been consistently labeled or described in the literature. Defining and describing re-implementation offers a framework for implementation practitioners embarking on a re-implementation effort and a starting point for further research to bridge the gap between practice and science into this unexplored part of implementation.

Peer Review reports

Contributions to the literature

This article proposes a definition and taxonomy for re-implementation based on case examples in the literature.

Defining and describing re-implementation provides a unifying terminology and a foundation for future research.

This article describes the practical implications of re-implementation identified in the literature to guide others in developing their re-implementation strategy.

The field of implementation science has grown exponentially over the last decade. There has been a proliferation of frameworks, theories, and strategies to support the implementation of evidence-based practices. Even when implementation practitioners appropriately use these in practice, the intended change may not occur, there may be poor adherence, or sites may not be able to sustain changes. Implementation, or the initial process of integrating an intervention within a setting [ 1 ], requires an intentional approach with active support and dedicated resources to be effective [ 2 , 3 ]. Once the change becomes routine and active support and resources end, the sustainability phase begins [ 3 , 4 ]. However, this is not always the end of the story; implementation may require multiple attempts to obtain the desired outcome.

There are several established process models in implementation science that outline the phases of implementation, with a growing recognition that the implementation process is often non-linear and dynamic, with ongoing adaptations occurring throughout [ 1 , 5 , 6 , 7 , 8 ]. These adaptations are often described as rapid learning cycles or using iterative cycles to test changes on a smaller scale [ 1 , 9 ], which corresponds to the Plan-Do-Study-Act (PDSA) cycles used in continuous quality improvement [ 10 ]. However, there is little detail on the magnitude of change that constitutes a rapid learning cycle, and the dynamism that is described in theory has not yet been translated into clear empirical implications for implementation practice.

There is a need for greater specification of why, when, and how practitioners move between implementation phases over time (e.g., moving from the sustainability phase back to an active implementation phase). Lewin’s three-step model of unfreezing, moving, and refreezing, which describes the process of cycling from sustainment to change, offers insight from the change management literature [ 11 ]. The first step, unfreezing, disrupts the current equilibrium of a process or behavior, opening the possibility of changing the current state. Movement involves frontline staff and leaders working together to adapt and implement the change. Finally, refreezing the system and making the change part of daily work promotes sustainment and prevents regression to old behaviors. Although a cyclical process of implementation has been described in concept in the implementation science literature [ 1 , 8 ], it lacks the practical details of moving from sustainability to a more active state found in Lewin’s model.

In addition to moving between the implementation phases, there needs to be more conceptual clarity and empirical descriptions of the magnitude of change and the impact of the degree of change on selecting implementation strategies. In the management literature, the magnitude of change is often described as incremental (i.e., small changes to existing practices) or transformational (i.e., fundamental, qualitative changes) [ 12 ]. For example, the punctuated equilibrium model describes long periods of stability (equilibrium) punctuated by bursts of fundamental change (revolution) [ 13 ]. During the equilibrium period, there are incremental changes to adapt to changing contexts or address targeted issues [ 13 ]. Incremental change is a more common cost-effective approach, requiring little resources while maintaining the stability of the current system [ 14 ]. In contrast, the revolutionary period is characterized by changes to a core component, with some form of discontinuity from the initial system. These transformational changes take more time and energy, partly due to overcoming greater resistance to changing a system or process that is already routine [ 14 ]. Despite these challenges, transformational change may be necessary after a significant event or when incremental changes reach diminishing returns [ 14 ].

The implementation science literature to date has largely focused on describing incremental changes that occur during the adaptation process [ 10 , 15 , 16 ]. In contrast, there has been relatively little attention paid to transformational changes, in which there is a clear break from the status quo, which in turn triggers the need for a greater level of active support. This level of change requires a re-implementation of the intervention, moving from sustainment to implementation, with a similar level of resources as the initial implementation effort. Our years of collective implementation practice have found that sometimes, re-implementation with fundamental changes to the implementation process or intervention is necessary to achieve success. Similarly, unsustained interventions can not simply be turned back on like a light switch but require active support and modifications to adjust to the current context and prevent slippage in the future.

Re-implementation remains largely unexplored. In this article, we propose a definition and taxonomy for re-implementation based on the literature. We describe three distinct types of circumstances in which re-implementation occurs with case examples that provide insights on how understanding each circumstance can inform the implementers’ approach. This debate article aims to define re-implementation and describe its unique considerations for implementation practitioners to adapt their re-implementation strategy and to serve as a foundation for future research in implementation science.

We conducted a scoping review to identify cases of re-implementation described in the literature. We chose a scoping review because it aligned with our objective to identify incidences of re-implementation and to clarify or define a concept [ 17 ]. Our review followed the five-stage process outlined by Arksey and O’Malley: (1) identifying the research question, (2) identifying relevant studies, (3) study selection, (4) charting the data, and (5) collating, summarizing, and reporting the results [ 18 ].

Identifying the research question

Our study team began by generating a list of questions related to re-implementation, drawing on our experience in practice. Ultimately, we decided we first needed to define the concept. We sought to understand more about re-implementation outside our own experience while focusing on health-related contexts. We identified the following question for our search: 

How has re-implementation been described in concept or practice in the literature?

Identifying relevant studies

The research team generated a list of potential search terms that were synonyms (re-implement, relaunch, readopt, revive, rebrand, reboot) and phrases that describe re-implementation, such as “implement again” and “repeat implementation.” We then searched for related MESH terms using our list and other root words related to implementation. Next, we pilot-tested these terms using the Google search engine, to determine their prevalence, ways in which they were used, and to identify additional terms. Then, we tested these terms in PubMed and CINAHL, further refining our keywords using an iterative approach, balancing inclusivity with the feasibility of sorting through the results. Our final search terms included the root words re-implement, relaunch, and readopt and excluded specific keywords related to biology and genetics, which use re-implementation to describe genetic sequencing and synthetic biology (Additional file 1 ). We entered our final search terms into the PubMed and CINAHL databases, which we chose because of our desire to focus on re-implementation in health-related contexts.

Study selection

We imported the citations from our search into Covidence, a review management tool, for abstract and full-text screening [ 19 ]. The study team developed inclusion and exclusion criteria (Table 1 ) based on implementation practice experience and a preliminary literature review focused on the phases of implementation, including sustainment and de-implementation. Two authors conducted the initial screening of abstracts, reviewing articles for applicability to the study question and the inclusion and exclusion criteria. Due to the lack of evidence base for re-implementation, the two reviewers had a low threshold to discuss articles they were unsure about. Then, one author completed the full-text review, bringing all articles to the study team to discuss their inclusion. Finally, we reviewed the references from the included articles to identify related articles. The PRISMA flow diagram [ 20 ] in Fig.  1 details the final number of articles we included and excluded in our review.

PRISMA flow diagram

Charting the data

We developed a table on a shared spreadsheet for data extraction. The table included general information about the article, the intervention that was re-implemented, setting, key findings, and the reason or circumstances that prompted re-implementation. We also included the Expert Recommendations for Implementing Change (ERIC) strategies described in the article, to identify potential commonalities among the cases of re-implementation, and then streamlined these using the ERIC study clusters [ 23 , 24 ]. The ERIC strategies are a compilation of 73 implementation strategy terms and definitions agreed upon by experts in implementation science.

Collating, summarizing, and reporting the results

We used inductive thematic analysis to assess commonalities across the selected articles. Although no themes emerged related to the intervention or setting, three themes were identified for the circumstance in which re-implementation occurred. The study team reviewed these themes and cases and if an article fit under more than one theme, the group discussed the dominant circumstances around re-implementation until a consensus was reached.

We ultimately found 15 relevant articles that represented 11 distinct cases of re-implementation (Additional file 2 ). Although several cases identified in the literature described or explicitly mentioned re-implementation, we found no formal definition. Based on our review, we propose that re-implementation be defined as the systematic process of reintroducing an intervention in the same environment, often with some degree of modification to either the intervention itself or the implementation strategies used to promote uptake. In these cases, re-implementation began with a comprehensive evaluation after the initial implementation, followed by an intentional strategy to re-launch the intervention. The implementation strategies described varied; however, two ERIC strategy clusters were used in every case: the use of evaluative and iterative strategies and the adaptation and tailoring to context.

A proposed typology of re-implementation

We identified three distinct circumstances in which re-implementation occurs: (1) failure of the initial implementation process, (2) initial implementation of a flawed intervention, and (3) failure to sustain the intervention (Fig.  2 ). Multiple types of failure may contribute to the need for re-implementation; for example, a flawed intervention may contribute to a sustainment failure. However, in each case, we were able to identify a dominant failure underlying the need for re-implementation.

Visual representations of the three types of re-implementation

Type 1: Re-implementation following failed implementation

We identified four examples in the literature in which re-implementation was primarily necessitated by deficiencies in the initial implementation process [ 25 , 26 , 27 , 28 , 29 ]. We termed this subset as re-implementation after failed implementation. Failed implementation is when the initial implementation process fails to result in the intended changes and the adoption of the intervention is low or entirely absent.

The first two cases describe the re-implementation of a surfactant administration protocol and imaging guidelines after discovering low adoption and adherence [ 25 , 26 ]. In both cases, an evaluation found the main cause of implementation failure was a lack of staff awareness and difficulty accessing the protocol and guidelines. Both cases used the information from the evaluation to inform the re-implementation strategy. They improved awareness through educational meetings and training sessions and moved the guidelines and protocol to a location that increased accessibility. This dual approach was effective in both case examples and improved adoption and adherence [ 25 , 30 ].

A weak implementation climate and culture can result in a failed implementation, which was the case in the implementation of a barcode medication administration (BCMA) system in the intensive care unit (ICU) [ 29 ]. The system had poor adoption by ICU nurses and stopped being used completely eight months after implementation. An evaluation found that nurses were reluctant to use the system due to a policy that tracked medication errors. They rescinded the policy, and their re-implementation process included co-design, training sessions, local champions, and proactive feedback solicitation through BCMA rounds in the ICU. Ultimately, they were unsuccessful in strengthening the implementation climate. They continued to meet significant resistance, with the nurses continuing dual documentation until the ICU converted to an electronic administration system.

The final case example used a multimodal approach through increasing awareness and strengthening the implementation climate with incentives and an enhanced user experience. The Dossier Médical Partagé (DMP), France’s national health information exchange, was initially implemented in 2006 but was stopped 6 months later due to security concerns with the electronic platform [ 28 , 31 ]. It was re-implemented in 2010 but had very poor adoption, with only 1.5% of the population registered for the DMP 5 years later. One of the primary reasons for low adoption was cultural, with no established culture of sharing medical information among healthcare professionals or with patients [ 31 ]. In addition, there was a lack of political support and education for patients. It was re-implemented again in 2016 as part of the French Health Act, with a name change, public awareness campaign, the ability to self-enroll, and a mobile application for patients. In addition, the government offered substantial financial incentives to providers and practices for enrolling their patients in the DMP. These changes to the implementation process were successful, with a significant increase in patients enrolled in the DMP 18 months after re-implementation [ 27 ].

Type 2: Re-implementation due to a flawed intervention

We identified two examples in the literature where the implementation process was successful, but the intervention failed to achieve the desired outcomes [ 32 , 33 ]. Both of these cases recognized the need to make major modifications to the intervention before re-implementation. We termed this subset as re-implementation due to a flawed intervention. As previously mentioned, this does not include incremental changes made as part of an improvement cycle. When the intervention undergoes significant modifications, re-implementation is needed to properly engage, train, and launch the intervention to encourage the desired behavior change. The re-implementation process is an ideal time to engage stakeholders and reinvigorate an intervention that is not reaching its full potential.

The intervention for the two cases identified was a chest injury protocol for the emergency department and a comprehensive health assessment in a subacute rehabilitation hospital [ 32 , 33 ]. The cases had several similarities. They both began with an evaluation and found that the staff was not using the intervention as intended. The re-implementation centered around engaging clinicians to identify challenges and provide input on modifications. In the case of the chest injury protocol, the staff found that it was too complex. The re-implementation included simplifying the protocol and creating new workflows with training sessions to empower nurses and junior staff.

Similarly, in the other case example, the staff found the comprehensive health assessment burdensome and not fully integrated into the clinical team’s practice. Although they could not modify the assessment fields, they did make significant changes to workflows and the electronic platform used to complete the assessment, which was accompanied by a training course for all staff. The changes to the intervention and subsequent re-implementation were effective in both of these examples, with improvements in uptake and meaningful use.

Type 3: Re-implementation of an unsustained intervention

We identified five cases in the literature where the initial implementation was successful, but sites did not sustain the changes [ 34 , 35 , 36 , 37 , 38 , 39 ]. We termed this subset as re-implementation due to an unsustained intervention. Sustainment is a recognized challenge in implementation, with capacity issues, including workforce, funding, and other resources, as a common reason for failure [ 3 ]. It is recognized that the sustainment phase should be dynamic, adapting to the changing environment using rapid learning cycles [ 1 ]. However, when the environment has undergone dramatic changes or the intervention was discontinued, these incremental changes may not be sufficient, and transformational changes and re-implementation are necessary.

Slippage, or gradual decline resulting from multiple levels of influence, can occur after the initial success of an intervention [ 40 ]. Two case examples identified slippage as the catalyst for re-implementation. The first case example is an evidence-based care bundle for patients undergoing an exploratory laparotomy [ 34 ], and the second is implementing a BCMA system in Argentina [ 35 ]. In both cases, there was an initial success with a decline over time, with less engagement from the staff and leadership. The re-implementation in both examples relied on engaging closely with clinicians to identify areas for improvement and redesign the intervention. They prioritized sustainment and creating a culture of improvement through training sessions on quality improvement, sharing data, and developing channels for communication with the implementation team. Re-implementation was effective in both cases, and strong leadership engagement was cited as critical to their success.

We identified three cases of programs that abruptly ended due to a resource or funding disruption, which is not an uncommon experience in low and middle-income countries [ 36 ]. The first case is a diabetes screening program in Africa that suffered from supply chain disruptions [ 36 ]. The second case is a community health worker program in Mozambique, which experienced several challenges in funding related to a lengthy war [ 37 ]. The final case is ParticipACTION, a Canadian program promoting physical activity that underwent funding cuts after operating successfully for 30 years [ 38 , 39 ].

Each case found strong support for re-implementation based on individuals witnessing the intervention’s benefits and previous success. However, some were concerned about future disruptions [ 36 , 37 ] and how it would fit with other systems that were created to fill gaps when the program ended [ 37 , 39 ]. In the diabetes screening program, interviews found that the disruption had a cascading effect, hindering team learning and decreasing their self-efficacy to deliver the screening [ 36 ]. Their re-implementation strategy included educational programs on handling future supply disruptions and refresher training for teams to increase their self-efficacy when the supplies are available. Although none of the authors commented on the effectiveness of their re-implementation, they all described taking a slow and steady approach while focusing on engaging stakeholders and securing the long-term availability of resources and funding.

Our literature review demonstrates that re-implementation is described and explicitly mentioned in the literature but, to date, has not yet been defined or explored as a key concept in implementation science. We propose that re-implementation offers a more nuanced understanding of the implementation process and occurs when (a) the magnitude of the change is transformational and (b) the intervention had previously been implemented in the same setting. We found it described in various circumstances, with three overarching types identified that relate to the underlying impetus: failed implementation, flawed intervention, and unsustained intervention. Although there are common strategies for re-implementation across all three types, each type also has unique considerations. Defining and understanding the types of re-implementation provide critical information on contextual influences for implementation practitioners to develop their re-implementation strategy and opens up a new area of research in implementation science.

The prevalence of adapting and tailoring to the context in the cases we identified reinforces the influence of context on implementation [ 41 , 42 ]. However, context may have an even stronger influence in re-implementation because it adds another dimension of factors related to the initial implementation that need to be considered. For example, in addition to standard stakeholder engagement activities, implementation practitioners may need to devote additional time to investigate specific areas. After an implementation failure, seeking input from stakeholders on the challenges encountered during the previous implementation effort is crucial to avoid the causes of failure during re-implementation. If the intervention is flawed, in-depth engagement of stakeholders in the modification process will be essential to create buy-in and incorporate human-centered design principles [ 43 ] while considering current practices. Finally, for an unsustained intervention, the focus should be on engaging staff to identify barriers to sustainability and workarounds or other processes created to replace the intervention and accounting for these in the re-implementation strategy.

Through the lens of change management, it becomes apparent how re-implementation may present significant differences from the initial implementation or rapid learning cycles. For example, transformational changes to processes that have already been implemented can be a considerable challenge, with individuals even more resistant when pressured for time, which is common in healthcare settings [ 14 , 44 ]. This challenge is heightened in the setting of a flawed intervention when re-implementation requires a simultaneous de-implementation of a familiar tool or process. This process of unlearning and relearning creates a tension between prior knowledge and established mental models with the willingness to change [ 45 ]. We encountered these challenges during our recent effort re-implementing a flawed intervention and adapted our strategies using re-implementation as a framework, ultimately contributing to our success (Table 2 ).

In each case reviewed, an evaluation of implementation outcomes triggered re-implementation. There is a benefit to periodically evaluating outcomes during implementation to assess adoption and fidelity and in the sustain phase to detect slippage. There is a decision point following the evaluation: sustainment with incremental changes, re-implement with transformational changes, or de-implement. If the decision is to re-implement, implementation practitioners can first identify the reason for re-implementation, and if it is related to a failure in the implementation process, a flawed intervention, or an unsustained intervention. Recognizing the circumstances for re-implementation provides an area of focus to prevent previous failures from recurring. Reviewing deficits in implementation outcomes can help clarify the circumstances for re-implementation. In the cases we reviewed, there were commonalities in implementation outcomes for each type of re-implementation (Fig.  3 ). The next step is evaluating the contextual determinants, focusing on areas that are more salient depending on the type of re-implementation. Finally, implementation practitioners can use this information to adapt the intervention and implementation strategy to fit the local environment.

The re-implementation process

This is the first attempt to systematically describe and define the concept of re-implementation, although it occurs in practice and is explicitly named in the peer-reviewed literature. This article strives to bridge this gap between implementation practice and science. Failing to recognize re-implementation as a concept or classifying transformational changes and intensive re-implementation efforts as continuous implementation impedes further insights, such as differences in resource allocation, training, or messaging during re-implementation planning. We hope our findings spark further conversation about re-implementation and other related topics, such as resilience after implementation failure; the impact of the magnitude of change on implementation; and the integration of management and organization theory into implementation science.

Limitations

This article has many limitations, the definition and taxonomy may be expanded or refined as re-implementation is further explored as an entity with characteristics and considerations that are unique and distinct from those of initial implementation. We were limited by other areas that have not been clearly defined in implementation science, such as further quantifying the different stages of implementation [ 3 ], and the different levels of change in adaptations made during sustainment. Future studies can review and define these concepts, which may overlap and impact our proposed definition of re-implementation.

Our scoping review was carried out with limited resources. It could have been more rigorous, with a full-text review by multiple reviewers and a search that included more databases. Also, we were limited to the depth and breadth of the descriptions of re-implementation found in the literature. There are varying levels of detail in the case examples, so there may have been other strategies or lessons that were part of the re-implementation that the authors did not describe. In addition, there may have been other articles that we did not find in our search. Although we expanded our search to include terms related to re-implementation, others may have described the phenomenon using different terminology. There is also more to learn about others’ re-implementation efforts that have not been published. These limitations emphasize the importance of defining re-implementation, so it can be accurately described and studied. We limited our review to non-policy-related re-implementation because there are significant differences between policy implementation research and implementation science [ 51 ]. Our focus was exploring the re-implementation of interventions in health-related contexts, which goes beyond the implementation of a policy or mandate and includes its own unique set of considerations. Future work can consider exploring policy re-implementation and parallels with our findings.

Defining re-implementation provides a unifying terminology to a phenomenon that occurs in implementation practice but, until now, has not been clearly conceptualized in the literature. By highlighting its existence, we aim to unpack its critical influence on the re-implementation process. Defining and describing re-implementation offer a path forward for unsuccessful or unsustained implementation efforts and a foundation for others as they embark on their re-implementation efforts.

Availability of data and materials

Data sharing is not applicable to this article as no datasets were generated or analyzed during the current study.

Abbreviations

Barcode medication administration

Consolidated Framework for Implementation Research

Dossier Médical Partagé

Expert Recommendations for Implementing Change

Intensive care unit

Plan-Do-Study-Act

InterRAI Resident Assessment Instrument–Minimum Data Set

Singapore General Hospital

Chambers DA, Glasgow RE, Stange KC. The dynamic sustainability framework: addressing the paradox of sustainment amid ongoing change. Implement Sci. 2013;2(8):117.

Article   Google Scholar  

Greenhalgh T, Robert G, Macfarlane F, Bate P, Kyriakidou O. Diffusion of innovations in service organizations: systematic review and recommendations. Milbank Q. 2004;82(4):581–629.

Article   PubMed   PubMed Central   Google Scholar  

Wiltsey Stirman S, Kimberly J, Cook N, Calloway A, Castro F, Charns M. The sustainability of new programs and innovations: a review of the empirical literature and recommendations for future research. Implement Sci. 2012;14(7):17.

Rogers EM. Diffusion of innovations, 5th Edition. 5th ed. New York: Free Press; 2003.

Google Scholar  

Aarons GA, Hurlburt M, Horwitz SM. Advancing a conceptual model of evidence-based practice implementation in public service sectors. Adm Policy Ment Health. 2011;38(1):4–23.

Article   PubMed   Google Scholar  

Field B, Booth A, Ilott I, Gerrish K. Using the knowledge to action framework in practice: a citation analysis and systematic review. Implement Sci. 2014;23(9):172.

Meyers DC, Durlak JA, Wandersman A. The quality implementation framework: a synthesis of critical steps in the implementation process. Am J Community Psychol. 2012;50(3–4):462–80.

Moullin JC, Dickson KS, Stadnick NA, Rabin B, Aarons GA. Systematic review of the Exploration, Preparation, Implementation, Sustainment (EPIS) framework. Implement Sci. 2019;14(1):1.

Becan JE, Bartkowski JP, Knight DK, Wiley TRA, DiClemente R, Ducharme L, et al. A model for rigorously applying the Exploration, Preparation, Implementation, Sustainment (EPIS) framework in the design and measurement of a large scale collaborative multi-site study. Health Justice. 2018;6(1):9.

Taylor MJ, McNicholas C, Nicolay C, Darzi A, Bell D, Reed JE. Systematic review of the application of the plan-do-study-act method to improve quality in healthcare. BMJ Qual Saf. 2014;23(4):290–8.

Burnes B. Kurt Lewin and the planned approach to change: a re-appraisal. J Management Studies. 2004;41(6):977–1002.

Termeer CJAM, Dewulf A, Biesbroek GR. Transformational change: governance interventions for climate change adaptation from a continuous change perspective. J Environ Planning Manage. 2016;60(4):1–19.

Romanelli E, Tushman ML. Organizational transformation as punctuated equilibrium: an empirical test. Acad Manag J. 1994;37(5):1141–66.

Kindler HS. Two planning strategies: incremental change and transformational change. Group Organ Stud. 1979;4(4):476–84.

Grimshaw JM, Ivers N, Linklater S, Foy R, Francis JJ, Gude WT, et al. Reinvigorating stagnant science: implementation laboratories and a meta-laboratory to efficiently advance the science of audit and feedback. BMJ Qual Saf. 2019;28(5):416–23.

Article   CAS   PubMed   PubMed Central   Google Scholar  

CFIR Research Team-Center for Clinical Management Research. Doing. 2023. https://cfirguide.org/constructs/implementation-process-domain/doing . Accessed 4 Apr 2023.

Munn Z, Peters MDJ, Stern C, Tufanaru C, McArthur A, Aromataris E. Systematic review or scoping review? Guidance for authors when choosing between a systematic or scoping review approach. BMC Med Res Methodol. 2018;18(1):143.

Arksey H, O’Malley L. Scoping studies: towards a methodological framework. Int J Soc Res Methodol. 2005;8(1):19–32.

Veritas Health Innovation. Covidence systematic review software. http://www.covidence.org . Accessed 29 Mar 2023.

Page McKenzie, Bossuyt Boutron, Hoffmann Mulrow CD, The PRISMA, et al. statement: an updated guideline for reporting systematic reviews. BMJ. 2020;2021(372):n71.

Greenhalgh T, Papoutsi C. Spreading and scaling up innovation and improvement. BMJ. 2019;10(365):l2068.

NHS England and NHS Improvement. Reviving a stalled effort. https://sciwheel.com/work/item/14609852/resources/16654019/pdf . Accessed 31 Mar 2023.

Powell BJ, Waltz TJ, Chinman MJ, Damschroder LJ, Smith JL, Matthieu MM, et al. A refined compilation of implementation strategies: results from the Expert Recommendations for Implementing Change (ERIC) project. Implement Sci. 2015;12(10):21.

Waltz TJ, Powell BJ, Matthieu MM, Damschroder LJ, Chinman MJ, Smith JL, et al. Use of concept mapping to characterize relationships among implementation strategies and assess their feasibility and importance: results from the Expert Recommendations for Implementing Change (ERIC) study. Implement Sci. 2015;7(10):109.

Germain A, Nouraeyan N, Claveau M, Leone M, Sant’ Anna G. Optimal surfactant delivery protocol using the bovine lipid extract surfactant: a quality improvement study. J Perinatol. 2021;41(1):17–23.

Article   CAS   PubMed   Google Scholar  

Gransjøen AM, Wiig S, Lysdahl KB, Hofmann BM. Development and conduction of an active re-implementation of the Norwegian musculoskeletal guidelines. BMC Res Notes. 2018;11(1):785.

Séroussi B, Bouaud J. Update on the DMP, the French nationally shared medical record: did we make it? Stud Health Technol Inform. 2020;16(270):698–702.

Séroussi B, Bouaud J. The (re)-relaunching of the DMP, the French shared medical record: new features to improve uptake and use. Stud Health Technol Inform. 2018;247:256–60.

PubMed   Google Scholar  

Wideman MV, Whittler ME, Anderson TM. Barcode medication administration: lessons learned from an intensive care unit implementation. In: Henriksen K, Battles JB, Marks ES, Lewin DI, editors. Advances in patient safety: from research to implementation (volume 3: implementation issues). Rockville (MD): Agency for Healthcare Research and Quality (US); 2005.

Gransjøen AM, Wiig S, Lysdahl KB, Hofmann BM. Health care personnel’s perception of guideline implementation for musculoskeletal imaging: a process evaluation. BMC Health Serv Res. 2020;20(1):397.

Séroussi B, Bouaud J. Adoption of a nationwide shared medical record in France: lessons learnt after 5 years of deployment. AMIA Annu Symp Proc. 2016;2016:1100–9.

Curtis K, Van C, Lam M, Asha S, Unsworth A, Clements A, et al. Implementation evaluation and refinement of an intervention to improve blunt chest injury management-a mixed-methods study. J Clin Nurs. 2017;26(23–24):4506–18.

Turcotte LA, Tran J, Moralejo J, Curtin-Telegdi N, Eckel L, Hirdes JP. Evaluation of a staff training programme to reimplement a comprehensive health assessment. BMJ Open Qual. 2018;7(4):e000353.

Jordan LC, Cook TM, Cook SC, Dalton SJ, Collins K, Scott J, et al. Sustaining better care for patients undergoing emergency laparotomy. Anaesthesia. 2020;75(10):1321–30.

Cassarino M, Galvan C, Descalzo J, Jerez E, Smith M, Luna D. Experience story: how do we re-implement what has been implemented? Stud Health Technol Inform. 2020;16(270):1279–80.

Hennein R, Ggita J, Ssuna B, Shelley D, Akiteng AR, Davis JL, et al. Implementation, interrupted: identifying and leveraging factors that sustain after a programme interruption. Glob Public Health. 2022;17(9):1868–82.

Chilundo BG, Cliff JL, Mariano AR, Rodríguez DC, George A. Relaunch of the official community health worker programme in Mozambique: is there a sustainable basis for iCCM policy? Health Policy Plan. 2015;30(Suppl 2):ii54-64.

Faulkner G, McCloy C, Plotnikoff RC, Tremblay MS. Relaunching a national social marketing campaign: expectations and challenges for the “new” ParticipACTION. Health Promot Pract. 2011;12(4):569–76.

Plotnikoff RC, Todosijczuk I, Faulkner G, Pickering MA, Cragg S, Chad K, et al. ParticipACTION: baseline assessment of the “new ParticipACTION”: a quantitative survey of Canadian organizational awareness and capacity. Int J Behav Nutr Phys Act. 2009;9(6):86.

Bowman CC, Sobo EJ, Asch SM, Gifford AL, HIV/Hepatitis Quality Enhancement Research Initiative. Measuring persistence of implementation: QUERI Series. Implement Sci. 2008;3:21.

Tomoaia-Cotisel A, Scammon DL, Waitzman NJ, Cronholm PF, Halladay JR, Driscoll DL, et al. Context matters: the experience of 14 research teams in systematically reporting contextual factors important for practice change. Ann Fam Med. 2013;11(Suppl 1):S115–23.

Kringos DS, Sunol R, Wagner C, Mannion R, Michel P, Klazinga NS, et al. The influence of context on the effectiveness of hospital quality improvement strategies: a review of systematic reviews. BMC Health Serv Res. 2015;22(15):277.

Concannon TW, Fuster M, Saunders T, Patel K, Wong JB, Leslie LK, et al. A systematic review of stakeholder engagement in comparative effectiveness and patient-centered outcomes research. J Gen Intern Med. 2014;29(12):1692–701.

Tyre MJ, Orlikowski WJ. Windows of opportunity: temporal patterns of technological adaptation in organizations. Organ Sci. 1994;5(1):98–118.

Gupta DM, Boland RJ, Aron DC. The physician’s experience of changing clinical practice: a struggle to unlearn. Implement Sci. 2017;12(1):28.

Haynes AB, Weiser TG, Berry WR, Lipsitz SR, Breizat A-HS, Dellinger EP, et al. A surgical safety checklist to reduce morbidity and mortality in a global population. N Engl J Med. 2009;360(5):491–9.

Ariadne Labs. Safe Surgery Checklist Implementation Guide. 2015. http://www.ariadnelabs.org/wp-content/uploads/2018/08/safe_surgery_implementation_guide__092515.012216_.pdf . Accessed 22 Jul 2022.

Bergs J, Hellings J, Cleemput I, Zurel Ö, De Troyer V, Van Hiel M, et al. Systematic review and meta-analysis of the effect of the World Health Organization surgical safety checklist on postoperative complications. Br J Surg. 2014;101(3):150–8.

Molina G, Berry WR, Lipsitz SR, Edmondson L, Li Z, Neville BA, et al. Perception of safety of surgical practice among operating room personnel from survey data is associated with all-cause 30-day postoperative death rate in South Carolina. Ann Surg. 2017;266(4):658–66.

Moyal-Smith R, Etheridge JC, Lim SR, Sonnay Y, Tan HK, Yong TT, et al. Creating a high-performance surgical safety checklist: A multimodal evaluation plan to reinvigorate the checklist. J Eval Clin Pract. 2023;29(2):341–50.

Nilsen P, Ståhl C, Roback K, Cairney P. Never the twain shall meet?–a comparison of implementation science and policy implementation research. Implement Sci. 2013;10(8):63.

Download references

Acknowledgements

The authors acknowledge Johnson and Johnson Medical Devices for funding this work and their commitment to patient safety. We would also like to acknowledge Jill Marsteller for her valuable feedback and insights on this topic and Hiang Khoon Tan, Tze Tein Yong, and Shu Rong Lim for their support and dedication to this work.

This work was part of a larger study on device safety funded by Johnson and Johnson Medical Devices.

Author information

Authors and affiliations.

Ariadne Labs, Brigham and Women’s Hospital, Harvard T.H. Chan School of Public Health, 401 Park Drive, 3Rd Floor West, Boston, MA, 02215, USA

Rachel Moyal-Smith, James C. Etheridge, Ami Karlage, Yves Sonnay, Joaquim M. Havens, Mary E. Brindle & William Berry

Department of Surgery, Brigham and Women’s Hospital, Boston, MA, USA

James C. Etheridge & Joaquim M. Havens

Department of Health Policy and Management, Johns Hopkins Bloomberg School of Public Health, Baltimore, MD, USA

Christina T. Yuan

Department of Surgery, Cumming School of Medicine, University of Calgary, Calgary, Canada

Mary E. Brindle

Department of Surgery, Massachusetts General Hospital, Boston, MA, USA

You can also search for this author in PubMed   Google Scholar

Contributions

RMS and JCE conducted the literature review. RMS organized the cases identified into themes with input from JCE and WB. RMS led the creation of the definition and taxonomy for re-implementation. The figures were created by RMS and YS. RMS drafted the manuscript. All authors (JCE, WB, YS, AK, CTY, JMH, MEB) contributed to the conception and design of this work, provided substantial revisions, and have given final approval of the version submitted for review.

Corresponding author

Correspondence to Rachel Moyal-Smith .

Ethics declarations

Ethics approval and consent to participate.

Not applicable.

Consent for publication

Competing interests.

The authors declare that they have no competing interests.

Additional information

Publisher’s note.

Springer Nature remains neutral with regard to jurisdictional claims in published maps and institutional affiliations.

Supplementary Information

Additional file 1..

Search strategy. Table that includes databases and search terms.

Additional file 2.

Re-implementation Cases Identified in the Literature and their Implementation Strategies. Table that includes cases found in the literature with a brief description and corresponding ERIC strategy.

Rights and permissions

Open Access This article is licensed under a Creative Commons Attribution 4.0 International License, which permits use, sharing, adaptation, distribution and reproduction in any medium or format, as long as you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons licence, and indicate if changes were made. The images or other third party material in this article are included in the article's Creative Commons licence, unless indicated otherwise in a credit line to the material. If material is not included in the article's Creative Commons licence and your intended use is not permitted by statutory regulation or exceeds the permitted use, you will need to obtain permission directly from the copyright holder. To view a copy of this licence, visit http://creativecommons.org/licenses/by/4.0/ . The Creative Commons Public Domain Dedication waiver ( http://creativecommons.org/publicdomain/zero/1.0/ ) applies to the data made available in this article, unless otherwise stated in a credit line to the data.

Reprints and permissions

About this article

Cite this article.

Moyal-Smith, R., Etheridge, J.C., Karlage, A. et al. Defining re-implementation. Implement Sci Commun 4 , 60 (2023). https://doi.org/10.1186/s43058-023-00440-4

Download citation

Received : 15 December 2022

Accepted : 19 May 2023

Published : 05 June 2023

DOI : https://doi.org/10.1186/s43058-023-00440-4

Share this article

Anyone you share the following link with will be able to read this content:

Sorry, a shareable link is not currently available for this article.

Provided by the Springer Nature SharedIt content-sharing initiative

• Implementation science
• Re-implementation
• De-implementation

Implementation Science Communications

ISSN: 2662-2211

• Submission enquiries: Access here and click Contact Us
• General enquiries: [email protected]

Advertisement

Supported by

Trump Says Clean Energy Is a Scam. That Could Benefit China, Experts Say.

President Biden’s landmark climate law could be repealed in a Trump administration. Economists said that would jeopardize $488 billion in American investments.

• Share full article

By Lisa Friedman

In the race for the White House, former President Donald J. Trump has attacked President Biden’s policies to expand renewable energy as a “plan to make China rich” because America’s greatest economic rival also controls many of the parts needed for electric-vehicle batteries, solar panels and other green technology.

But eliminating Mr. Biden’s climate policies would end up helping China, economists say, by jeopardizing hundreds of billions of dollars in manufacturing investments that have already been made in the United States and sending that work back to other countries, including China.

“If America chooses as a matter of political decision to go backward on the green transition, it won’t stop the global process because that’s already underway,” said Stuart P.M. Mackintosh, an economist and author of the book “Climate Crisis Economics.” “From a manufacturing perspective, you’re just ensuring the Chinese edge in these technologies continues to get wider.”

Mr. Trump, who has called climate change a “hoax,” has targeted “every one” of Mr. Biden’s policies designed to transition the United States away from fossil fuels. That includes regulations to encourage electric vehicles and solar and wind energy while cracking down on pollution from coal-burning power plants and restricting oil drilling on public lands and in federal waters. The former president has also promised to withdraw the United States from global agreements to reduce greenhouse gas emissions.

Mr. Biden, who considers global warming an existential threat, helped Democrats in Congress to muscle through the 2022 Inflation Reduction Act. The law invests at least $370 billion in tax incentives for companies that build wind turbines, solar cells, transformers and batteries used in electric vehicles. It also provides tax credits to people who install solar panels or buy electric induction stoves, heat pumps and electric vehicles.

Last month, Mr. Trump told a crowd in Wisconsin that he would “terminate” what he referred to as “all new spending grants and giveaways under the Joe Biden mammoth socialist bills like the so-called Inflation Reduction Act.”

We are having trouble retrieving the article content.

Please enable JavaScript in your browser settings.

Thank you for your patience while we verify access. If you are in Reader mode please exit and  log into  your Times account, or  subscribe  for all of The Times.

Thank you for your patience while we verify access.

Already a subscriber?  Log in .

Want all of The Times?  Subscribe .