Project Execution

Project Execution

• The phase of a project in which work towards direct achievement of the project’s objectives and the production of the project’s deliverables occurs – the execution of the project plan

A Component of PMBOK’s Project Integration Management

1. Develop project charter

2. Develop preliminary project scope statement

3. Develop project management plan

4. Direct and manage project execution

5. Monitor and control project work

6. Integrated change control

7. Close project

Project Execution Processes

• Direct and manage project execution

• Perform quality assurance

• Acquire project team

• Develop project team

• Information distribution

• Request seller responses

• Select sellers

Direct And Manage Project Execution

• Managing the technical and organizational processes and interfaces that are necessary for completing the project work specified in the project management plan

Perform Quality Assurance

• Evaluating project progress on a regular basis in order to determine if the project will satisfy established quality standards

(Project Quality Management)

Acquire and Develop Project Team

• Acquisition of team members

• Strategies/actions to improve individual and group competencies and interactions

(Human Resource Management)

Information Distribution

• Providing stakeholders appropriate information on a timely basis

Request Seller Responsesand Select Sellers

• Submission of proposals by vendors for specified project plan activities

• Evaluation and selection of vendor bids

(Project Procurement)

Project Plan Execution – Inputs

• Project management plan

• Approved corrective actions

• Approved preventive actions

• Approved change requests

• Approved defect repair

• Validated defect repair

• Administrative closure procedure

Project Plan Execution - Inputs (cont.)

• Approved corrective actions– Authorized actions to bring the project performance back in

line with the project plan

• Approved preventive actions– Authorized actions to minimize the probability of negative

consequences associated with project risks

• Approved change requests– Documented and authorized changes to project scope

Project Plan Execution – Inputs (cont.)

• Approved defect repair– Authorized actions to correct defects found during audits

• Validated defect repair– Notification of either approved or denied repair actions

• Administrative closure procedure– Procedures to officially close the project

Project Plan Execution – Tools & Techniques

• Project management methodology– Specific procedures and processes to be used in executing

the project management plan

• Project management information system– Any tools that assist the project team to perform the

specified work in the project plan

Project Plan Execution – Outputs

• Deliverables

• Requested changes

• Implemented change requests

• Implemented corrective actions

• Implemented preventive actions

• Implemented defect repair

• Work performance information

Project Plan Execution – Outputs (cont.)

• Deliverables– Projects and/or services specified in the project plan

necessary to make or provide in order for the project to be completed

• Requested changes– Approved change requests that are implemented to reflect

modifications to the project plan

• Implemented change requests– Successfully implemented change requests

• Implemented corrective actions– Successfully implemented corrective actions

Project Plan Execution – Outputs (cont.)

• Implemented preventive actions– Successfully implemented preventive actions

• Implemented defect repair– Successfully implemented defect repairs

• Work performance information– Information that reflects the current status of project plan

activities

Project Manager’s SimultaneousMonitoring & Managing Actions

• Monitoring– Allocating and distributing work to team members at the

right time while also managing task dependencies– Updating progress of each task– Determining consequences and predicting their effects on

future tasks and milestones

• Managing– Managing changing team membership– Managing role of third parties, like vendors and suppliers– Enforcing ownership of tasks

Project Execution Activities

• Hold kickoff meeting

• Establish and manage channels of communication

• Manage procurement activities

Potential Execution Problems• Lack of good data on activity progress

• Inadequate definition of requirements

• Frequent and uncontrolled changes to the baseline requirements

• Poor time and cost estimates

• Difficulties in concluding the project because of a lack of completion criteria

• Frequent replacement of developmental personnel

• Inadequate tracking and directing of project activities

Common Project ProblemsPeople-Related Process-Related Product-Related Technology-

Related

Weak personnel Insufficient

planning

Feature creep Silver-bullet

syndrome

Adding people to a

project late

Overly optimistic

schedules

Requirements gold-

plating

Overestimated

savings from new

tools or methods

Unrealistic

expectations

Planning to catch up

later

Managing Change

• Project changes– Change request processes must be in place– Not all accepted– Accepted changes can affect schedule/ budget and

deliverable

• Team changes– Project members will come and go– Plan for member turnover

Communication and Documentation• Meetings

– Topics drift; lack of contribution by member; attitude of “let me get back to my real work”; or are they organized, focused, well-executed?

• Written reports– Scheduled, accurate, up-to-date information

• Project management information systems– Provides current project status information

• Electronic communication– Flexible, virtual

• Web-based solutions– Increase accessibility and related information

• Documentation– Provides a record of event for review, audit or lessons learned

Questions?