11:57 03/08/2010Stage 3: Implementation

Strategic Actions associated with this stage. During this step data collection would commence to enable a ‘before’ scenario to be quantified and subsequently assessed. During this step the innovation and the associated assessment systems and services as specified through Stage 2 will be procured. Through this step the innovation and the associated assessment systems and services as specified through Stage 2 will be developed. During this step the innovation and the associated assessment systems and services as specified through Stage 2 will be implemented and installed at the pilot location. During this step the innovation and the associated assessment systems and services will be validated against the requirements specified through Stage 2. Throughout Stage 3, consideration must be given to the overall continuation of the pilot. In particular the business case must be reviewed during the procurement step when a firm indication of the pilot costs will be apparent. Similarly during the validation step when checks will be made to ensure that all the necessary requirements of the innovation are provided. Typical outputs that might be expected from this stage. Stage 2 Stage 2 Stage 4 Stage 5 No Yes Strategic Actions

The application of robust project management principles must be applied through the implementation stage to ensure that the overall timescales, costs (including any contingencies), deliverables and qualities are attained.

The organisational structure, management roles and responsibilities, resources, deliverables and overall decision frameworks must be clearly defined and agreed by stakeholders.

The project management principles within Prince2 [OGC 1998] should be rigorously applied.

Particular attention through this implementation stage is the need to be clear about responsibility for the ongoing maintenance of the pilot. There is a need to undertake formal handovers and ensure that where operational systems are included there is clarity on roles and responsibility and the required level of input needed and any necessary handover documentation produced.

In this stage, the application of the stakeholder management strategy is crucial for the success of the pilot. The key decision makers should be clearly identified.

The risk strategy, supporting plan and register must acknowledge actual and potential threats to the successful delivery of a pilot and determine the activities required to minimise or eliminate them. The risk plan needs to be capable of integration into, or co-ordination with, the overall pilot programme.

Further information on the strategic activities can be obtained by clicking the links below