Maylor (2003) proposed the 4-D Model to effectively deliver a project. He identifies the stages as:

Define the project. According to Maylor (2003), this involves determining what the project is about and its reason for existence. At this stage possible alternatives to the problems which are presented can be explored. Denis (2010) states that ‘before any person or organization considers investment in a new project, before a contractor can begin to prepare a tender for undertaking work for a customer, or before a company executive can be asked to accept responsibility for managing an internal IT or management change project, the project requirements must be clearly established, documented and understood. The project has to be defined as accurately …show more content…
This stages involves determining how the project will be done, who and what will be involved in each part of the project and when it can start and finish. In this stage key issues like planning, scheduling, estimating, resource analysis and allocation will be critical issues at this stage, (Maylor, 2003). Effective planning takes into account stakeholder identification and engagement, risk analysis, designing an appropriate structure for the project, communication plan development, procurement plan development, development of activity, resource, time and cost schedule, benefits mapping, and configuration management strategy development among other important factors. (Denis, 2010). Computer weekly (2002) among its ‘Project Killers’ state that project fail 54% of the time mainly because of poor planning. The need for effective planning in a project should not be under estimated. There is also a need to ensure involvement of all stakeholders when planning the project and developing the project management plan and project documents (Maylor(2010). In the case of the VSC Project it will involve undertaking detailed design work of the V3 time track software, including systems specifications, product break down structures, work break down structures, flow charts, programmes and planning and scheduling hardware. In the actual VSC project as per the case study there was no clear plan in existence this is evidenced by unclear team goals and objectives, lack of team …show more content…
According to Maylor (2003), the key issues here are the organisation, leadership and control of the project along with problem solving. This will concern how the project is managed on a day-to-day basis. Maylor (2010) further indicates that this will also involve gathering resources, assembling project teams, executing or implementing the project plan, tracking progress and handing over finished outputs to clients. There is a lot of detailed work involved in this stage. (Kerzner,1994) In the VSC project, this stage will involve purchasing, development of the VSC 3 time track software, including detailed testing of subassemblies of software, integrating hardware and software and testing the whole system, planning installation, for example selecting the optimum changeover method and the time that is least disruptive to the organisation’s operations, preparation of training materials to enable users to understand, operate and maintain the system., carrying out the installation and changeover procedure and carrying out training. (Harold Kerzner, 2003)

In the case of progress reporting at implementation, a progress report is likely to cover the current status of the project in terms of schedule cost and scope, progress towards resolution of any previously identified issues, new or potential problems and issues, planned corrective actions for problems and issues identified, milestones expected to be achieved before the next reporting period and the date of next