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 Responses
and 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 Simultaneous
Monitoring & 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
Monitoring Progress &
Managing Change
Project Schedule Calendar
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
Problems
People-Related
Process-Related
Product-Related
TechnologyRelated
Weak personnel
Insufficient
Feature creep
planning
Silver-bullet
syndrome
Adding people to a
Overly optimistic
Requirements gold-
Overestimated
project late
schedules
plating
savings from new
tools or methods
Unrealistic
Planning to catch up
expectations
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?