Our implementation process follows the Project Management Body of Knowledge (PMBOK) principles and ISO 10006:2003 guidelines. Every project follows a similar lifecycle pattern; from conception through to completion. They all include elements of budgeting, engineering, planning, scheduling, purchasing, change control, reflection and analysis. Policies and procedures dealing with many of these elements may already exist within an organisation undertaking projects. However, it is in the referencing of these procedures and bridging the procedural gaps that our implementation process finds its basis.
Generally, all projects consist of four phases:

• Definition
• Planning
• Execution
• Close out

Definition & Planning
The definition stage is concerned with the feasibility of any given project, understanding what it consists of and defining the project limits. The planning stage is important because the success of all projects is determined by the amount of planning done prior to execution. This section is usually the largest and sets out the requirements of Work Breakdown (WBS), Responsibility Breakdown (RBS) and Cost Breakdown Structures (CBS). Also included are project risk assessments, kick off meetings, compiling and evaluating work packs and design engineering. Another important feature in the planning phase is the tendering and contract award process. This process is interlinked with all other processes especially that of project risk assessment. Planning, scheduling and budgets are also a major aspect of this part of our project management system.

Execution
The project execution stage covers the control and monitoring of the work and sets out ways of tracking costs, dealing with changing scopes of work, estimating and logging progress of the work and managing lump sum and time and materials work. It also describes how quality of work will be assured and controlled, the health and safety management systems involved during the implementation of work and the environmental considerations of the work. This section also sets out how commissioning and start up should be managed and how completed work will be accepted.

Close Out
Project close out stage defines how the project will be terminated and how the lessons will be captured. This stage introduces the use of post- implementation questionnaires, close out meetings and how to analyse and present data.

Project Execution and Controls Plan (PECP)
In addition to the above processes, our implementation process will also produce a project specific PECP, a document which is unique to each project. The PECP not only provides a file of all the high level documentation pertaining to the project such as budget summaries, schedules, WBS and so on. It also outlines the drivers, goals, strategies, project organisation, authority levels and responsibilities governing each project.