03hussam Executing & Monitoring and Controlling & Closing

Executing Process Group
20/9/2014 Eng. Hussam Elhaw 1

Executing Process Group
The purpose of the executing processes is to
complete work defined in the project management
plan and to meet the project objectives.
This is the "do" step of the process of

Plan-do-check-act cycle

Direct and Manage Project
Work

the project manager integrates all the
executing processes into one coordinated
effort to accomplish the project
management plan and produce the
deliverable.
In addition to completing the activities and deliverables in the
project management plan, Direct and Manage Project work
involves:
requesting changes and
completing the work accompanying approved change
requests.

Direct and Manage Project Work also requires review of the
impact of all project changes and the implementation of approved
changes:
Corrective action:
An intentional activity that realigns the performance of the project work
with the project management plan;
Preventive action:
An intentional activity that ensures the future performance of the project
work is aligned with the project management plan; and/or
Defect repair :
An intentional activity to modify a nonconforming product or product
component.

Direct and Manage Project Work
The process of leading and performing the work defined in the
project management plan and implementing approved changes
to achieve the projects objectives.

2. Work Performance Data :
Work performance data are :
the raw observations and measurements identified during
activities being performed to carry out the project work.
Examples of work performance data include :

work completed,
key performance indicators,
technical performance measures,
start and finish dates of schedule activities,
number of change requests,
number of defects,
actual costs, and actual
durations, etc.

3. Change Requests :
A change request is :
a formal proposal to modify any document, deliverable, or
baseline.
it may include:
Corrective action:
Preventive action:
Defect repair:
Updates :
Changes to formally controlled project documents, plans, etc., to
reflect modified or additional ideas or content.

Perform Quality Assurance

Perform Quality Assurance
Perform Quality Assurance is an execution process that
uses data created during Plan Quality Management and
Control Quality processes.
The quality assurance process implements a set of

planned and systematic acts and processes defined
within the projects quality management plan.
Quality assurance seeks to build confidence that a future

output or an unfinished output, also known as work in
progress, will be completed in a manner that meets the
specified requirements and expectations.

Perform Quality Assurance The process of auditing the
quality requirements and the results from quality control
measurements to ensure that appropriate quality standards and
operational definitions are used.

1. Quality Management and Control Tools:
1. Affinity diagram: similar to mind mapping, link and
organize, and group ideas.
2. Process Decision Program Chart: understand a goal in

relation to the steps
3. Interrelationships digraphs: provide a process for problem

solving in complex scenarios
4. Tree diagrams: (systematic diagrams) for parent to child

decomposition like WBS, RBS, OBS
5. Prioritization matrices: to prioritize and weight alternatives,

and provide a score to rank them
6. Network diagrams: AON, AOA diagrams
7. Matrix diagrams: to show strength of relationship

between factors
2. Quality Audits :
A quality audit is a structured, independent process to :
determine if project activities comply with organizational
and project policies, processes, and procedures.
The objectives of a quality audit may include:

Identify all good and best practices ;
Identify all nonconformity, gaps, and shortcomings;
Share good practices implemented in similar projects;
Proactively offer assistance to improve implementation of
processes ; and
Highlight contributions of each audit in the lessons learned
repository of the organization.

3. Process Analysis :
Process analysis follows the steps outlined in the process
improvement plan to identify needed improvements.
Process analysis is completed through any or all of the following

measures:
An examination of problems, constraints
An analysis of the project for non-value added activities
Root cause analysis
The creation of preventive actions for identified problems

3. Project Documents Updates :
Project documents that may be updated include, but are not
limited to:
Quality audit reports,
Training plans, and
Process documentation.

Acquire Project Team Processes

You should read the phrase
"acquire project team
as
acquire final project team .

Acquire Project Team. Obtain the human resources . Once the
project gets started, you need to put together your team. This
means you may need to negotiate for some of the resources.

Remember :
Remember that the availability, experience levels,

interests, cost, and abilities of your resources are
considered part of the enterprise environmental factors
input.

Halo Effect :
The Halo Effect " is something to be aware of when dealing
with team members.
There can be a tendency to rate team members high or low on all

factors due to the impression of a high or low rating on some specific
factor.

Develop Project Team

Remember :
The key benefit of this Process is that it results in :

improved teamwork,
enhanced people skills and competencies,
motivated employees,
reduced staff turnover rates,
improved overall project performance.
Develop Project Team Improve the competencies of the
team members and the interaction among members to
optimize the team performance.

3. Team-building activities :
Dr. Bruce Tuckman developed a model that describes how teams develop and mature.
According to Tuckman, all newly formed teams go through five stages of development:
People are
There are
brought together
disagreements as
as a team.
people learn to work
together.
The project ends, and
the team is disbanded.
Team members begin
The team becomes efficient
to build good working
and works effectively together.
relationships.
This is the point when the
project manager can give the
most attention to developing
individual team members.

1. Team Performance Assessment :
Think of team performance assessment as looking at
Team Effectiveness.
This may include an analysis of :

how much team members skills have improved;
how well the team is performing, interacting, and dealing
with conflict; and the turnover rate.

Manage Project Team

The Manage Project Team process involves :
all the day-to-day management of people that you
are likely already doing.

2. Project performance appraisals :

WHY we do performance appraisals

Remember :
There are two similar concepts that can be confusing:
team performance assessment and
this topic, project performance appraisals.
The project manager will collect information from team members'

supervisors when completing project performance appraisals.
The focus is on the individual.
In contrast, team performance assessment focuses on team

performance, not the individual.
This is done by the project manager in order to evaluate and
improve the effectiveness of the team.

3. Conflict Management :
When project team members interact during the course of completing their tasks
and responsibilities, there is always a potential for conflict.
Conflict is defined as :
a clash between individuals arising out of a difference in thought process, attitudes,
understanding, interests, requirements and even sometimes perceptions.

3. Conflict Management :
Conflict is INEVITABLE because of the:
Nature of projects trying to address the needs and
requirements of many stakeholders
Limited power of the project manager
Necessity of obtaining resources from functional managers

3. Conflict management :
sources of conflict

3. Conflict management :
There are five general techniques for resolving conflict:
Withdraw/Avoid. Retreating from an actual or potential conflict situation;
postponing
the issue to be better prepared or to be resolved by others.
Smooth/Accommodate.
Emphasizing areas of agreement rather than
areas of difference; conceding ones position to the needs of others to

maintain harmony and relationships.
Compromise/Reconcile. Searching for solutions that bring some degree of

satisfaction to all parties in order to temporarily or partially resolve the conflict.
Force/Direct. Pushing ones viewpoint at the expense of others; offering only

win-lose solutions, usually enforced through a power position to resolve an
emergency.
Collaborate/Problem Solve. Incorporating multiple viewpoints and insights

from differing perspectives; requires a cooperative attitude and open dialogue
that typically leads to consensus and commitment.
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Problem Solve leads to a win-winEng.
situation.
Hussam Elhaw 41
Manage Project Team
Powers of the Project Manager :

Manage Project Team
Powers of the Project Manager :
Remember :
The best forms of power are EXPERT and REWARD.

Penalty is the worst choice.
FORMAL, REWARD, and PENALTY are powers derived

from the project manager's position in the company.
EXPERT power is earned on your own.

Manage Project Team
Motivational Theories :
Maslows Hierarchy of Needs :
internal factors such as self-

respect, autonomy, and
achievement and external
factors such as status,
recognition, and attention

oxygen
also known as
biological needs.
constant body
temperature

Manage Project Team
2. Herzbergs Motivational and Hygiene Factors :
Frederick Herzberg came up with the Hygiene Theory,
also known as the Motivation- Hygiene Theory.
(Also known as Two Factor theory )
He postulatesthat two factors contribute to motivation:

hygiene factors and
motivators.

Manage Project Team
Herzbergs Motivational and Hygiene Factors :
Hygiene factors :
deal with work environment issues.
The thing to remember about hygiene factors is that :
they prevent dissatisfaction.
Examples of hygiene factors are :
pay, benefits, the conditions of the work environment, and
relationships with peers and managers , Company policies and their
administration , Quality of supervision .
Working conditions
Salary
Personal life
Relationships at work
Security
Status
Manage Project Team
Herzbergs Motivational and Hygiene Factors :
Motivators :
deal with the substance of the work itself and the satisfaction
one derives from performing the functions of the job.
Motivators lead to satisfaction.
The ability to advance, the opportunity to learn new skills, and the
challenges involved in the work are all motivators according to Herzberg.
including such things as:
Responsibility
Self-actualization
Professional growth
Recognition
Manage Project Team
3. Expectancy Theory :
Proposed by Victor Vroom.
It says that :
the expectation of a positive outcome drives motivation.
People will behave in certain ways if they think there will
be good rewards for doing so.
Also note that this theory says :

the strength of the expectancy drives the behavior.
This means the expectation or likelihood of the reward is linked to
the behavior.

Manage Project Team
4. Achievement Theory :
Achievement Theory, attributed to David McClelland,
says that :
People are motivated by the need for three things:
achievement,
power,
affiliation.
Managers should learn to identify these needs and then create work
environments that are responsive to them.

Manage Project Team
5. Theory X, Theory Y, and Theory Z :
Douglas McGregor defined two models of worker
behavior :
Theory X
Theory Y,
that attempt to explain how different managers deal with
their team members.

Manage Project Team
Theory X, Theory Y, and Theory Z :
Theory X :
Theory X assumptions :
Theory X managers believe most people do not like work and will try to steer
clear of it;

Managers who accept this theory believe that people need to be watched
every minute.
People are incapable , avoid responsibility, and avoid work whenever
possible.
They believe people have little to no ambition, need constant supervision,
and wont actually perform the duties of their job unless threatened.

People are incapable, avoid responsibility, and avoid work whenever possible.
They believe people are motivated only by

punishment, money, or position.
Manage Project Team
Theory y :
Theory Y managers believe people are interested in performing
their best given the right motivation and proper expectations.
These managers provide support to their teams,
are concerned about their team members, and are good listeners.
Theory Y managers believe people are creative and committed to
the project goals, that they like responsibility and seek it out, and
that they are able to perform the functions of their positions with
limited supervision.
Managers who accept this theory believe that people are willing
to work without supervision, and want to achieve.
People can direct their own efforts.
Manage Project Team
Theory Z :

Manage Project Team
Leadership versus Management :
Lead people. You manage things.

Leaders do the right things. Managers do things right.
Leadership sets the style and Management is the tactical
tone for achieving a vision and process of executing and
motivates people to sacrifice for achieving the mission.
the attainment of the vision. Managements concern lie with
Leader is responsible for vision the details and the day to day
and how it relates to each grind without which a vision
person. can't become a reality.
Manager has to be willingly
responsible for the details of the
mission.

Manage Communications

Manage Communications The process of creating, collecting,
distributing, storing, retrieving and the ultimate disposition of
project information in accordance with the communications
management plan.
Conduct Procurements

Remember :
The key benefit of this Process is that it provides alignment

of internal and external stakeholder expectations through
established agreements.

Conduct Procurements
The process of obtaining seller responses, selecting a seller, and
awarding a contract.

1. Bidder Conferences :
(sometimes called contractor conferences, vendor conferences, pre-bid conferences)
Meetings between the buyer and all prospective sellers

prior to submittal of a bid or proposal.
Ensure that all bidders have a clear understanding of the

business and technical requirements of the project.
Ensure that all bidder questions are funneled through the
buyers single point of contact, so that it will be clear that
no bidder is receiving preferential treatment.

1. Bidder conferences:
Things that project manager must watch out for in a bidder
conference include:
Collusion

Sellers not asking questions in front of the competition
Making sure all questions and answers are put in writing

and issued to all potential sellers by the buyer as addenda
to the procurement documents; (this ensures that all sellers
are responding to the same procurement statement of work)

2. Proposal Evaluation Techniques:
On complex procurements, where source selection will be made
based on seller responses to previously defined weighted criteria, a
formal evaluation review process will be defined by the buyers
procurement policies.
The evaluation committee will make their selection for approval by

management prior to the award.
The criteria are measurable , therefore, they provide a basis to

quantitatively evaluate proposals and minimize the influence of
personal prejudices.

2. Proposal evaluation techniques :
I. Weighting System :
This allows the buyer's evaluation committee to select a
seller by weighting the source selection criteria according to
the evaluation criteria.

2. Proposal evaluation techniques :
II. Screening Systems :
A screening system eliminates sellers who do not meet the
minimum requirements of the source selection criteria.

3. Independent Estimates : also known as should cost estimates
Purpose of independent estimates is :

to have a check on the proposed pricing by the seller.

Manage Stakeholder
Management

Manage Stakeholder Engagement
Manage Stakeholder Engagement involves activities such as:
Engaging stakeholders at appropriate project stages to obtain or
confirm their continued commitment to the success of the project;
Managing stakeholder expectations through negotiation and
communication, ensuring project goals are achieved;
Addressing potential concerns that have not yet become issues and
anticipating future problems that may be raised by stakeholders.
Such concerns need to be identified and discussed as soon as
possible to assess associated project risks;
Clarifying and resolving issues that have been identified.

The ability of stakeholders to influence the project is typically highest during
the initial stages and gets progressively lower as the project progresses.
The project manager is responsible for :

engaging and managing the various stakeholders in a project and may call upon
the project sponsor to assist as needed.

The process of communicating and working with
stakeholders to:
Meet their needs/expectations,
Address issues as they occur, and
Foster appropriate stakeholder engagement in
project activities throughout the project life cycle.

Monitoring and Controlling
process group
20/9/2014 ENG. HUSSAM ELHAW 73

Remember :
The key benefit of this Process is that project

performance is measured and analyzed at regular
intervals, appropriate events, or exception conditions to
identify variances from the project management plan.

Project Information
The project data are continuously collected and analyzed during
the dynamic context of the project execution.
As a result, the terms data and information are often used

interchangeably in practice.
The indiscriminate use of these terms can lead to confusion

and misunderstandings by the various project stakeholders.

Project Information
The following guidelines help minimize miscommunication and help the
project team use appropriate terminology:
Examples include :
reported percent of work physically completed,
quality and technical performance measures,
start and finish dates of schedule activities,
number of change requests,
number of defects,
actual costs,
actual durations, etc.

Project Information
The following guidelines help minimize miscommunication and help
the project team use appropriate terminology:
Examples of performance information are :

status of deliverables,
implementation status for change requests, and
forecasted estimates to complete.

Project Information
The following guidelines help minimize miscommunication and help
the project team use appropriate terminology:
Examples include :
status reports,
memos,
justifications,
information notes,
electronic dashboards,
recommendations, and updates.

Project Data, Information and Report Flow
Monitor and Control
Project work
Project Integration
Management
processes

Direct and Manage Project Work
The process of leading and performing the
work defined in the project management plan
and implementing approved changes to achieve
the projects objectives.
Perform Integrated
Change Control
Project Integration
Management
processes

Remember :
The key benefit of this Process is that it allows for

documented changes within the project to be considered
in an integrated fashion while reducing project risk, which
often arises from changes made without consideration to
the overall project objectives or plans.

Perform Integrated Change Control
The process of reviewing all change requests;
approving changes and managing changes to
deliverables, organizational process assets, project
documents, and the project management plan; and
communicating their disposition.
2. Change Log:
A change log is used to
document changes that occur during a project.
These changes and their impact to the project in terms of time, cost,
and risk, are communicated to the appropriate stakeholders.
Rejected change requests are also captured in the change log.

Detailed Process for Making Changes :

Change Control Board (CCB)
Remember :

Remember :
For purposes of the exam, note that the PMBOK Guide states
that the CCB is made up of a group of stakeholders who
review and then approve, delay, or reject change requests.

Remember :

Validate Scope
Project Scope
Management
processes

Validate Scope
The process of formalizing acceptance of
the completed project deliverables.

4. Verified Deliverables:
Verified deliverables are project deliverables that are completed and
checked for correctness through the Control Quality process.
The verified deliverables obtained from the Control Quality process are
reviewed with the customer or sponsor to ensure that they are
completed satisfactorily and have received formal acceptance of the
deliverables by the customer or sponsor.
In this process, the outputs obtained as a result of the Planning

processes in the Project Scope Management Knowledge Area, such
as the requirements documentation or the scope baseline, as well
as the work performance dataobtained from the Execution
processes in other Knowledge Areas, are the basis for performing
the validation and for final acceptance.
Although Perform Quality Control is generally done first
(to make sure the work meets the quality requirements before
meeting with the customer), the two processes are very similar in that
both involve checking for the correctness of work.
The difference is the focus of the effort and who is doing the checking.
In Perform Quality Control, the quality control department checks to

see if the quality requirements specified for the deliverables are met
and makes sure the work is correct.
In Validate Scope, the customer checks and hopefully accepts the

deliverables.

The Validate Scope process differs from the Control Quality process in
that :
Validate Scope is primarily concerned with acceptance of the
deliverables,
(In Verify Scope, the customer checks and hopefully accepts the deliverables.)
Quality control is primarily concerned with correctness of the

deliverables and meeting the quality requirements specified for the
deliverables.
(the quality control department checks to see if the quality requirements specified
for the deliverables are met and makes sure the work is correct. )
Control Quality is generally performed before Validate

Scope, although the two processes may be performed in parallel.

Control Scope
Project Scope
Management
processes

scope creep :

6. Control Scope
The process of monitoring the status of the project
and product scope and managing changes to the
scope baseline.

1. Variance Analysis :
Variance analysis is :
a technique for determining the cause and degree of
difference between the baseline and actual performance.
Project performance measurements are used to assess the magnitude

of variation from the original scope baseline.
Important aspects of project scope control include :

determining the cause and degree of variance relative to the scope
baseline and
deciding whether corrective or preventive action is required.

Control Schedule
Project Time
Management
processes

7. Control Schedule
The process of monitoring the status of project activities
to update project progress and manage changes to the
schedule baseline to achieve the plan.
Control Costs
Project Cost
Management
processes

Control Costs
The process of monitoring the status of the
project to update the project costs and
managing changes to the cost baseline.
Earned Value
ESTIMATE At
Cost Completion
$1,400,000
(EAC)
$1,200,000
Budget At this is the

$1,000,000 Completion total budget
(BAC) of your project
when its
Actual Cost AC
$800,000 Actual Cost of Work Performed (ACWP) complete.
Cost
$600,000 Variance
(CV)
$525,000 Planned Value PV
Budgeted Cost of Work Scheduled (BCWS)
Schedule
$400,000 Variance
Actual (SV)
$262,000
Earned Value EV
$200,000 Plan / Budget Budgeted Cost of Work Performed (BCWP)
Data date Work Packages / Deliverables Completed

Earned value measurement (EVM) :

Earned value measurement (EVM) :

Example:
Work Progres
Package AC s PV Find for project
1. PV
1 10 100% 10
2. AC
2 15 100% 10 3. BAC
3 15 100% 10 4. EV
4 10 50% 10
5 10 50% 10
6 10 30% 10
7 0% 10
8 0% 10
9 0% 10
10 0% 10

Solution:
Work Package AC Progress PV EV
1 10 100% 10 10
2 15 100% 10 10
3 15 100% 10 10
4 10 50% 10 5
5 10 50% 10 5
6 10 30% 10 3
7 - 0% 10 -
8 - 0% 10 -
9 - 0% 10 -
10 - 0% 10 -
Total 70M 43% 100M 43M
AC 70M
PV 60M
EV 43M
BAC 100M

Practice Problem:
For previous Problem Find SV, CV, SPI, CPI
PV 60M
AC 70M
EV 43M
SV = EV PV CV = EV AC
= 43 60 = -$17M = 43 70
= -$27M
SPI = EV/PV CPI = EV/AC

= 43/60 = 43/70
= 0.71 = 0.61

Progress Reporting :
50/50 Rule An activity is considered 50 percent complete when it begins and
gets credit for the last 50 percent only when it is completed.
20/80 Rule An activity is considered 20 percent complete when it begins and

gets credit for the last 80 percent only when it is completed.
0/100 Rule An activity does not get credit for partial completion; it only gets
credit for full completion.

Control
Quality
20/9/2014 ENG. HUSSAM ELHAW

121
Remember :
The key benefit of this Process include:

1. identifying the causes of poor process or product quality
and recommending and/or taking action to eliminate them.
2. validating that project deliverables and work meet the

requirements specified by key stakeholders necessary for
final acceptance.

Quality control terms :
Standard Deviation (or Sigma) :
A measure of a range is its standard deviation.
This concept is also sometimes stated as :

a measure of how far you are from the mean (not the median).
(Remember (P - 0)/6 is the three-point estimate formula for standard

deviation,
using optimistic,
pessimistic, and
most likely estimates, as described in the Time Management chapter.)

Quality control terms :
Standard Deviation (or Sigma) :
You should MEMORIZE:
Sigma is taken on both sides of the mean.
Half the curve is to the right of the mean, and half the curve is to the
left of the mean.
+/- 1 sigma (or one standard deviation) is equal to 68.26%, which is
the percentage of occurrences to fall between the two control limits.
+/- 2 sigma (or 2 standard deviations) equals 95.46%.
+/- 3 sigma (or 3 standard deviations) equals 99.73%.
+/- 6 sigma (or 6 standard deviations) equals 99.99985%

Control Quality The process of monitoring and
recording results of executing the quality activities to
assess performance and recommend necessary changes.
Control
Communications

Control Communications The process of monitoring
and controlling communications throughout the
entire project life cycle to ensure the information
needs of the project stakeholders are met.
Control Risks The process of implementing risk response
plans, tracking identified risks, monitoring
residual risks, identifying new risks, and evaluating risk process
effectiveness throughout the project.

3. Variance and trend analysis :
Trend Analysis
The evolution of the variance values over time should be analyzed in order to
evaluate how the risk profiles changing, whether previous actions are having
the expected effect and whether additional actions are required.
The Earned Value formulae of the to complete performance index can be
used to assess changes with respect to time and cost.
Variance Analysis
The formulae in Earned Value Analysis (CV, SV, CPI, SPI) can be used to set
thresholds for action, and to indicate when the risk process may be ineffective.
Earned value management systems (EVMS) use variance from plan as the basis
of forecasts or extrapolations to the cost at completion.
Projections made using EVM Shave been shown by experience to be reliable
early in the project, e.g., 20% into the execution.

Status meetings :
Remember :

Control Procurements

Termination :
The contract can be terminated before the
work is complete.
Thecontract should have provisions for
termination.

Termination :
Termination can be done for cause .
The buyer may terminate a contract for cause if the seller breaches
the contract (Le., does not perform according to the contract).

Termination :
Termination can be done for convenience
The buyer can also terminate the contract before the work is
complete because they no longer want the work done.
Possible reasons for termination for convenience include:

Requirement is eliminated.
Technical obsolescence.
Budget can no longer support the project.

The process of managing procurement relationships,
monitoring contract performance, and making changes
and corrections as appropriate.
1. Contract Change Control System:
A contract change control system defines the process by which the
procurement can be modified.
It includes :
the paperwork,
tracking systems,
dispute resolution procedures, and
approval levels necessary for authorizing changes.
The contract change control system is integrated with the integrated change
control system.

2. Procurement Performance Reviews:
A procurement performance review is :
a structured review of the sellers progress to deliver project scope and
quality, within cost and on schedule, as compared to the contract.
It can include :
-review of seller-prepared documentation and buyer inspections,
-as well as quality audits conducted during sellers execution of the
work.
The objective of a performance review is to identify :

performance successes or failures,
progress with respect to the procurement statement of work, and
contract noncompliance, which allow the buyer to quantify the sellers
demonstrated ability or inability to perform work.

3. Inspections and Audits :
Inspections and audits required by the buyer and
supported by the seller, as specified in the procurement
contract, can be conducted during execution of the project
to verify compliance in the sellers work processes or
deliverables.

4. Performance Reporting:
Work performance data and reports supplied by sellers are evaluated
against the agreement requirements.
Work performance information from this evaluation is then reported as

appropriate.
Performance reporting provides management with information about how

effectively the seller is achieving the contractual objectives.

5. Payment Systems:
Payments to the seller are typically processed by the
accounts payable system of the buyer after certification of
satisfactory work by an authorized person on the project
team.
All payments should be made and documented in strict

accordance with the terms of the contract.

6. Claims Administration :
Contested changes and potential constructive changes are those requested
changes where the buyer and seller cannot reach an agreement on
compensation for the change or cannot agree that a change has occurred.
These contested changes are variously called :

claims, disputes, or appeals.
Claims are documented, processed, monitored, and managed throughout

the contract life cycle, usually in accordance with the terms of the contract.
If the parties themselves do not resolve a claim, it may have to be handled

in accordance with alternative dispute resolution (ADR) typically
following procedures established in the contract.
Settlement of all claims and disputes through negotiation is the

preferred method.
Claims administration:
Contested changes are also known as disputes, claims, or
appeals.
These can be settled directly between the parties themselves,
through the court system, or by a process called arbitration.
Arbitration involves bringing all parties to the table with a

third, disinterested party who is not a participant in the
contract to try to reach an agreement.
The purpose of arbitration is to reach an agreement without

having to go to court.

7. Records Management System:
A records management system is used by the project manager to :
manage contract and procurement documentation and
records.
It consists of :
a specific set of processes, related control functions, and
automation tools that are consolidated and combined as part of
the project management information system .
The system contains a retrievable archive of contract documents and

correspondence.

Control Stakeholder
Engagement

Control Stakeholder Engagement
The process of monitoring overall project stakeholder
relationships and adjusting strategies and plans for
engaging stakeholders.
Clossing
process group

Close Project or Phase

Remember :
The key benefit of this Process is that it provides lessons

learned, the formal ending of project work, and the
release of organization resources to pursue new
endeavors.

Note :
Close Project or Phase :
involves getting formal acceptance of the project as a
whole from the customer,
Whereas ,
Validate Scope :
process in scope management involves getting formal
acceptance from the customer for many separate
deliverables.

Close Project or Phase The process of finalizing
all activities across all of the Project Management
Process Groups to formally complete the phase or
project.

Close Procurements

Close Procurements
The process of completing each project
procurement.

Procurements are closed:
When a contract is completed
When a contract is terminated before the work is
completed

1. procurement audits :
A procurement audit is :
a structured review of the procurement process originating
from the Plan Procurement Management process through
Control Procurements.
The objective of a procurement audit is:

to identify successes and failures that warrant recognition in the
preparation or administration of other procurement contracts on
the project, or on other projects within the performing organization.

2. Negotiated Settlements:
In all procurement relationships, the final equitable settlement of all
outstanding issues, claims, and disputes by negotiation is a primary goal.
Whenever settlement cannot be achieved through direct negotiation, some

form of alternative dispute resolution (ADR) including :
mediation or
arbitration .
When all else fails, litigation in the courts is the least desirable option.

2. Organizational Process Asset Updates :
Elements of the organizational process assets that may be updated
include, but are not limited to:
Procurement file
Deliverable acceptance.
Lessons learned documentation.

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Executing Process Group

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This is the "do" step of the process of

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Examples of work performance data include :

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The quality assurance process implements a set of

Quality assurance seeks to build confidence that a future

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2. Process Decision Program Chart: understand a goal in

3. Interrelationships digraphs: provide a process for problem

4. Tree diagrams: (systematic diagrams) for parent to child

5. Prioritization matrices: to prioritize and weight alternatives,

6. Network diagrams: AON, AOA diagrams

7. Matrix diagrams: to show strength of relationship

The objectives of a quality audit may include:

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Process analysis is completed through any or all of the following

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Remember that the availability, experience levels,

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There can be a tendency to rate team members high or low on all

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The key benefit of this Process is that it results in :

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This may include an analysis of :

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WHY we do performance appraisals

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The project manager will collect information from team members'

In contrast, team performance assessment focuses on team

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areas of difference; conceding ones position to the needs of others to

Compromise/Reconcile. Searching for solutions that bring some degree of

Force/Direct. Pushing ones viewpoint at the expense of others; offering only

Collaborate/Problem Solve. Incorporating multiple viewpoints and insights

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The best forms of power are EXPERT and REWARD.

FORMAL, REWARD, and PENALTY are powers derived

EXPERT power is earned on your own.

internal factors such as self-

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He postulatesthat two factors contribute to motivation:

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Motivators lead to satisfaction.

03hussam Executing & Monitoring and Controlling & Closing

03hussam Executing & Monitoring and Controlling & Closing