PROJECT EXECUTING PROCESSES

8 PROCESSES

PROJECT EXECUTING
The Project team determines which of the processes in the executing processes group is relevant to the project at hand. The goal of the execution stage is to complete the project work specified in the project management plan to meet the project requirements.

Project Execution
Do the work planned what you said you would do Monitor and control work Report on work progress Create deliverables Deliver project objective Collect and compile learned lessons

PROJECT EXECUTING
The following list defines the processes: Direct and Manage Project Execution Acquire Project Team Develop Project Team Manage Project Team Conduct Procurement Perform Quality Assurance Distribute Information Manage Stakeholder Expectations

EFFORT DURING EXECUTION

Majority of the Project Budget will be spent here Majority of the Project Time is expended here The greatest conflicts are in Schedule conflicts Product description will be finalized here and contain more detail than it did in the Planning processes

EFFORT DURING EXECUTION

Monitoring and Controlling process group are inputs to the Executing process group.

PROJECT HUMAN RESOURCE MANAGEMENT

The processes required to make the most effective use of the people involved with the project. Includes all stakeholders Processes are: Develop Human Resource Plan
Identifying, documenting and assigning project roles, responsibilities and reporting relationships

Acquire Project Team

Getting the human resources needed to complete the project

Develop Project Team

Developing and improving individual and group competencies to enhance project performance

PROJECT HUMAN RESOURCE MANAGEMENT

Manage Project Team

Tracking team member performance Providing feedback Resolving issues Coordinating changes to enhance team performance Team observes team behaviour and protocol

ACQUIRE PROJECT TEAM

The process of confirming human resource availability and obtaining the team necessary to complete project assignments. The project management team may or may not have direct control over team members selection because of collective bargaining agreements, use of subcontractor personnel, internal or external reporting relationships, or other various reasons.

ACQUIRE PROJECT TEAM

It is important that the following factors are considered during the process of acquiring the project team: The project manager or project management team should effectively negotiate for human resource Make sure the right human resources are acquired Check legal implications when replacing a human resource with another, particularly when the original is unavailable due to constraints, economic factors etc. These Factors should be considered and planned for during the planning stage.

PROJECT HUMAN RESOURCE MANAGEMENT ACQUIRE PROJECT TEAM

Ent. Env. Factors Org. proc. ass Pjt Mgt plan Roles and responsibilities Pjt org charts Staffing mgt plan

Negotiation Pre-assignment Acquisition Virtual teams

Project staff assignment Resource availability Staffing mgt plan updates

Inputs-Acquire Project Team

Human Resource Plan -Roles and responsibilities
-Project Organization charts -Staffing management plan

Enterprise Environmental Factors Organizational Process Assets

PROJECT HUMAN RESOURCE MANAGEMENT

Roles and Responsibilities Project Sponsor Senior Management Project Team Project Manager Functional Manager Other Stakeholders

PROJECT HUMAN RESOURCE MANAGEMENT

Human Resource Responsibilities of the Project Manager (PMI -ism) Create Project Team Directory Negotiate with resource managers for best resources Create project job descriptions for team and stakeholders Understand team and stakeholders needs Make sure team members get training as necessary Create a formal plan for team and stakeholders

PROJECT HUMAN RESOURCE MANAGEMENT

Responsibility Chart (PMI-ism)
Roles and responsibilities must be:
Clearly assigned Closely linked to the project scope definition

Responsibility Matrix Cross-reference between team members and their task

Resource Histogram
Shows number of resources used each time period

Resource Gantt Chart

Shows WHEN staff is allocated to tasks

PROJECT HUMAN RESOURCE MANAGEMENT

Staffing Management Plan
A plan for managing project staff Closely aligned with roles and responsibility assignment Identifies all stakeholders Identifies their needs, expectations and objectives Determine role of each stakeholder on the project Determine skills and knowledge of each stakeholder Determine how stakeholders should be managed

Tools and Technique-Acquire Project Team

Acquisition

-Performing Organization lacks the in-house staff, services may be

acquired from outside sources

Negotiation -Staff assignments are negotiated on many projects.

- With functional managers

Pre-assignments

-When project team members are selected in advance Virtual Teams - Team with little or no time spent meeting face to face-yet fulfill
goals Note: Halo Effect

Outputs-Acquire Project Team

Project Staff Assignments -The project is staffed when the appropriate people have been
assigned. With respective documentations.

Resource Calendars -It document the time periods that each project team member can Project Management Plan (updates)

work on the project. Take note of each persons schedule conflict to create reliable schedule.

The Project Management Plan may be updated as people are assigned on project roles and responsibilities.

DEVELOP PROJECT TEAM

KNOWLEDGE AREA-HUMAN RESOURCE MANAGEMENT

DEVELOP PROJECT TEAM

This is the process of improving the competencies, team interaction, and the overall team environment to enhance project performance. Project managers should acquire skills to identify, build, maintain, motivate, lead, and inspire project teams to achieve high team performance and to meet the projects objectives.

DEVELOP PROJECT TEAM

Objectives of developing a project team include but are not limited to: Improve knowledge and skills of team members Improve feelings of trust and agreement Create a dynamic and cohesive team culture to improve individual and team productivity, team spirit and cooperation.

PROJECT HUMAN RESOURCE MANAGEMENT DEVELOP PROJECT TEAM

Project staff assignment Resource availability Staffing mgt plan updates

General mgt skills Forms of power Training Team building Ground rules Co-location Recognition & Rewards (motivational theories )

Team Performance Assessment

Tools and Techniques-Develop Project Team

General management skills Forms of power Training Team building Ground rules Co-location Recognition & Rewards (motivational theories )

PROJECT HUMAN RESOURCE MANAGEMENT

Team Building Team Building Activities- Five stages of team development -Forming, Storming, Norming, Performing, Adjourning
It is the responsibility of the project manager to: Enhance the ability of all to contribute as individuals and as team Incorporate team building activities into all project activities Use the creation of the WBS as a team building tool Make sure team building starts early in the project

Outputs-Develop Project Team

Team Performance Assessment

Below we see six glasses. Three of these glasses contain orange (2,4,6). Moving only ONE glass, can you arrange the glasses such that those containing the orange are together?

MANAGE PROJECT TEAM

KNOWLEDGE AREA-HUMAN RESOURCE MANAGEMENT

Manage Project Team

Manage Project Team involves tracking team member performance, providing feedback, resolving issues, and coordinating changes to enhance project performance. The Project Management Team observe team behavior, manages conflict, resolve issues, and appraises team member performance.

Manage Project Team

As a result of managing the project team, change requests are submitted, the human resource plan is updated, issues are resolved, input is provided for performance appraisals, and lessons learned are added to the organizations database

Manage Project Team

Managing the project team requires a variety of management skills for fostering teamwork and integrating the efforts of team members to create high-performance teams. Team management involves a combination of skills with special emphasis on communication, conflict management, negotiation, and leadership

PROJECT HUMAN RESOURCE MANAGEMENT MANAGE PROJECT TEAM

Org. Proc. Assts Pjt Mgt plan Roles and responsibilities Pjt org charts Staffing mgt pln Pjt Staff assignment Team perf. Ass Work perf. Info Performance rpt

Observation & Conversation Project Performance Appraisals Conflict Mgt Issue log

Project mgt plan updates Requested Changes Rec. corr. Actn Rec. prev. actn Org. proc. Ass. Updates Lessons learned

Inputs-Manage Project Team

Organizational Process Assets Project Staff Assignments Human Resource Plan Team Performance Assessment Performance Reports

Tools and Techniques- InputsManage Project Team

Observation and Conversation Project Performance Appraisals Conflict Management Issue Logs

PROJECT HUMAN RESOURCE MANAGEMENT

Powers of the Project Manager
Formal Power based on position Reward Power based on ability to give rewards Penalty Being able to penalize team members Expert Being the technical expert on the project Referent Based on the project managers personality or knowledge, or referring to the authority of someone in a higher position

PROJECT HUMAN RESOURCE MANAGEMENT

Powers of the Project Manager
According to PMI EXPERT and REWARD are the best forms of power PENALTY is the worst choice. REWARD and PENALTY are powers derived from the project managers position EXPERT power is earned on your own

PROJECT HUMAN RESOURCE MANAGEMENT

Leadership Styles
Directing: - Telling others what to do Facilitating: - Coordinating the input of others Coaching: - Instructing others Supporting: - Providing assistance Autocratic: - Making decisions without input Consultative: - Inviting ideas from others Consensus: - Decision-making based on group agreement

PROJECT HUMAN RESOURCE MANAGEMENT

Leadership Styles
There is consensus that a project manager needs to provide more direction at the beginning of the project, then more coaching, facilitating and supporting during execution and control. Consensus is not always the best choice A project manager should have enough information to make many decisions on his/her own

PROJECT HUMAN RESOURCE MANAGEMENT

Conflict Management
Involves dealing with conflict regarding scope, resources and competing objectives. Part of professional Responsibility Must be proactive to prevent conflict Look for problems and conflict Deal with conflict before it impacts the project

PROJECT HUMAN RESOURCE MANAGEMENT Conflict Management

Old
Conflict is dysfunctional and caused by personality differences or failure of leadership Conflict is to be avoided Conflict is resolved by physical separation or the intervention of upper management

New
Conflict is an inevitable consequence of organizational interactions Conflict can be beneficial Conflict is resolved through identifying the causes resolving them by people involved and their immediate manager

PROJECT HUMAN RESOURCE MANAGEMENT

Conflict Avoidance Tools
Inform the team of: Exactly where the project is headed Project goals and objectives All key decisions All Changes

Make work assignments interesting and challenging Follow good project management principles and practices Assign work without ambiguity or overlapping responsibilities

PROJECT HUMAN RESOURCE MANAGEMENT

Sources of Conflict (in order) (PMI-ism)
Schedules Project Priorities Resources Technical options Administrative procedures Cost Personality

PROJECT HUMAN RESOURCE MANAGEMENT

Conflict Resolution Techniques
Problem Solving: - Confronting and solving the problem (according to PMI, this is the best choice) Compromising: - solutions that bring some degree of satisfaction to both sides (next best) Withdrawal: - Retreating or postponing a decision (according to PMI this is not a good choice) Smoothing: - Emphasizing agreement rather than differences Forcing: - Pushing ones viewpoint at the expense of another. (This is the worst choice)

PROJECT HUMAN RESOURCE MANAGEMENT

Problem Solving Process
Define the cause of the problem Analyze the problem Identify solutions Implement a decision Review the decision and confirm that the decision solved the problem

Outputs-Manage Project Team

Change Requests Project Management Plan (U) OPA (U) EEFs Updates

PROJECT HUMAN RESOURCE MANAGEMENT

General Advice on Project Teams
Be patient and kind with your team Fix the problem instead of blaming people Establish Regular, Effective Meetings Allow time for team to go through the basic team-building stages Plan some social activities to help team members and other stakeholders get to know each other better Nurture team members and encourage them to help each other Take additional actions to work with virtual team members

OTHER IMPORTANT TERMS TOPICS AND THEORIES

Expectancy Theory employees believe in
efforts being effective and be rewarded to meet their expectations

Arbitration dispute resolution Perquisite (perks) special awards and

treatments

Fringe benefits standard benefits given all

employees

Motivational theories (what do people really want)

PROJECT HUMAN RESOURCE MANAGEMENT

Theories
McGregor's Theory of X and Y Theory X People are naturally lazy and need to be watched in order to do a good job Theory Y People are willing to work without supervision and therefore can direct their own efforts

PROJECT HUMAN RESOURCE MANAGEMENT

Maslows Hierarchy of Needs

1. 2. 3. 4. 5.

Self-Actualisation (Living and Working at full potential) Esteem (Feeling of importance, attainment of recognition) Acceptance (Being part of a team) Security (Freedom from fear, job protection, safety) Physiological (Basic biological needs i.e. Food, sleep, clothing)

PROJECT HUMAN RESOURCE MANAGEMENT

Theories: Hertzberg's Theory of Motivation
Hygiene Factors Poor hygiene factors may destroy motivation, but improving them will not improve motivation, e.g. Working conditions Salary Personal Life Relationships at work Security Status

PROJECT HUMAN RESOURCE MANAGEMENT

Theories: Hertzberg's Theory of Motivation
Motivating Agents What motivates people is the work itself, such as Responsibility Self-actualization Professional Growth Recognition Motivating people is best done by rewarding them. Simply giving them pay raises will not do.

PROJECT HUMAN RESOURCE MANAGEMENT David McClellands Theory of needs (Acquired needs Theory)

People are motivated by one of these three needs:

Achievement (Desire to accomplish something significant) Power (Desire to influence the behaviour of others) Affiliation (Desire to belong to a group, or fit in with co-workers)

PROJECT HUMAN RESOURCE MANAGEMENT Conclusion

Project Managers must:
Treat People with consideration and respect Understand what motivates people Communicate carefully with people Focus on their goal of enabling project team members to deliver their best work.

Three people check into a hotel. They pay 30 to the manager and go to their room. The manager suddenly remembers that the room rate is 25 and gives 5 to the bellboy to return to the people. On the way to the room the bellboy reasons that 5 would be difficult to share among three people so he pockets 2 and gives 1 to each person. Now each person paid 10 and got back 1. So they paid 9 each, totaling 27. The bellboy has 2, totaling 29. Where is the missing 1?

CONDUCT PROCUREMENTS
KNOWLEDGE AREAPROCUREMENT MANAGEMENT

CONDUCT PROCUREMENTS
Is the process of obtaining seller responses, selecting a seller, and awarding a contract. In this process the team will receive bids or proposals and will apply previously defined evaluation criteria, as applicable, to select one or more sellers who are both qualified to perform the work and acceptable as a seller.

CONDUCT PROCUREMENTS
Many factors can be evaluated in the seller selection decision process, for example: Price or cost can be the primary determinant-but the lowest proposed price may not be the lowest cost if the seller proves unable to deliver the products, services, or results in a timely manner.

CONDUCT PROCUREMENTS
Proposals are often separated into technical (approach) and commercial (price). Multiple sources could be required for critical products, services, and results to mitigate risks that can be associated with issues such as delivery schedules and quality requirement.

PROJECT PROCUREMENT MANAGEMENT CONDUCT PROCUREMENT

Procurement Management Plan

Organizational Process Assets

Source Selection Criteria Qualified Seller List Seller Proposals Procurement Document Package Project Documents Make or Buy Decisions Teaming Agreements

Advertising
Bidder Conferences Proposal Evaluation Techniques Independent Estimates Procurement Negotiations Expert Judgment Internet Search

Selected Sellers Procurement Award Resource Calendars Change Requests Project Management Plan updates Project document updates

Inputs- Conduct Procurements

Procurement Management Plan Organizational Process Assets Procurement Document Package Qualified Seller List Source Selection Criteria-Information on suppliers Seller Proposals Project Documents Make or Buy Decisions Teaming Agreements- Buyer and sellers roles will have already
been decided by executive management.

Organizational Process Assets

Tools and Techniques-Conduct Procurements

Advertising Bidder Conferences Proposal Evaluation Techniques Independent Estimates Procurement Negotiations

Expert Judgment
Internet Search

PROJECT PROCUREMENT MANAGEMENT Conduct Procurements

Solicitation Buzz words are questions and answers Arrange bidders conference Benefit both buyer and seller Watch for Collusion among sellers Sellers not asking questions in front of the competition Make sure all questions and answers are in writing and issued to all potential sellers

PROJECT PROCUREMENT MANAGEMENT Conduct Procurements

Source Selection
Receiving and reviewing responses from sellers Selecting a seller May end in a short list for further scrutiny Sellers may be asked to make a presentation May include negotiations Selection may be made using:
Weighting system Screening for compliance with criteria Comparison with an Independent estimate History of past performance Obtaining references

PROJECT PROCUREMENT MANAGEMENT Conduct Procurements

Negotiation Tactics
Attacks: if you dont know this, you should get out of this business Personal Insults: if you dont understand, find another job Good Guy Bad Guy: one person is helpful, the other is not Deadline: we have to leave at 5:00 and must finish before then Lying: not telling the truth Limited Authority: I cant do this. It is beyond my limit Missing Man: only my boss can agree and he is not here Fair and reasonable: Lets be fair and reasonable; accept this Fait Accompli: Done deal. This is government policy; cant change

PROJECT PROCUREMENT MANAGEMENT Conduct Procurements

Items to Negotiate According to PMI, the main items to negotiate are: Responsibilities Authority Applicable Law, especially in multi-jurisdictional projects Technical and business management approaches Contracting and financing Price and payment terms

Outputs-Conduct Procurements
Selected Sellers Procurement Award Resource Calendars Change Requests Project Management Plan updates Project document updates

PERFORM QUALITY ASSURANCE

KNOWLEDGE AREA-QUALITY MANAGEMENT

PERFORM QUALITY ASSURANCE

Quality assurance is the process of auditing the quality requirements and the results from quality control measurements to ensure appropriate quality standards and operational definitions are used. It is about process improvement. Too often, people think of quality as simply measuring, testing, and inspecting the final product; however, quality management should be about improving the process as well as the product.

PERFORM QUALITY ASSURANCE

The process is performed as an ongoing activity in the project management lifecycle. It typically begins early and continues throughout the life of the project. Because Perform Quality Assurance uses many of the outputs of the Quality Planning, it is not undertaken until after Quality Planning has been performed.

PERFORM QUALITY ASSURANCE

The Quality department, or similar organization, often oversees quality assurance activities. Quality assurance support, regardless of the units title, may be provided to the project team, the management of the performing organization, the customer or sponsor, as well as other stakeholders not actively involved in the work of the project.

Whats Wrong with Quality By Inspection? The Funny Part of Facing the Frailties of Human Inspection Is If Fred is Full of Fatigue

and Fails to Find All of the Faults and

Findings to Fifty of His Fellow Farmers There

Could Be One of the Worst Fallouts From

Faithful Customers. Fred Could Be Finished Forever. It Couldve All Been Fine If Frank Wouldve Finished It Right the First Time.
How many times does the 6th letter of the alphabet appear in the above text?

Whats Wrong with Quality By Inspection? The Funny Part of Facing the Frailties of Human Inspection Is If Fred is Full of Fatigue and Fails to Find All of the Faults and Findings to Fifty of His Fellow Farmers There Could Be One of the Worst Fallouts From Faithful Customers. Fred Could Be Finished Forever. It Couldve All Been Fine If Frank Wouldve Finished It Right the First Time.
33 times

NOTE

Inspectors make mistakes The Average Person has inspection capability of 4-sigma Complexity lowers inspection capability Human inspection leads to variation in output results

PROJECT QUALITY MANAGEMENT

PERFORM QUALITY ASSURANCE

Quality Mgt plan Quality Metrics Quality Control measurement Process Improvements Work perf. Info Approved change request

Quality planning tools & tech Quality Audits Process Analysis

Rec. corr. Action Org. Proc. Ass updates Pjt mgt Plan Updates Requested Changes

PROJECT QUALITY MANAGEMENT

PERFORM QUALITY ASSURANCE - INPUTS

Project Management Plan:

Quality Management Process Improvement plans

Quality Metrics: Work Performance Information:

Status of project deliverables Schedule progress Costs incurred Technical Performance measures

Quality Control Measurements:

Results of Quality Control activities

PROJECT QUALITY MANAGEMENT

PERFORM QUALITY ASSURANCE - TOOLS

Quality Audits i.e. Structured, independent review to determine whether project

activities comply with organisational and project policies, processes and procedure in order to :- Identify all the good/best practices being implemented - Identify all gaps/shortcomings - Share the good practices organisation-wide - Proactively assist in the raising productivity - Done by internal or external auditors and lessons learned documented

Plan Quality and Perform Quality Control Tools and Techniques Process Analysis: i.e. to identify needed improvements
Analyses problems experienced, constraints experienced and non-value added activities identified.

Outputs-Perform Quality Assurance

Organizational Process Assets update Change Requests Project Management Plan Project document update

DISTRIBUTE INFORMATION
KNOWLEDGE AREACOMMUNICATION MANAGEMENT

DISTRIBUTE INFORMATION
The process of making relevant information available to project stakeholders as planned. It is performed throughout the entire project life cycle, and in all management processes. This process involves making information available to project stakeholders in a timely manner. Information distribution includes implementing the communications management plan, as well as responding to unexpected requests for information.

DISTRIBUTE INFORMATION
Effective information distribution includes a number of techniques including: Sender-receiver models: feedback loops and barriers to communication; Choice of media: communicate in writing or orally, when to write an informal memo versus a formal report Writing style: active or passive voice, sentence structure Meeting management techniques: preparing an agenda and dealing with conflict Presentation Techniques: body language and design of visual aids Facilitation Techniques: building consensus and overcoming conflicts

Communications Model

sender encoder

message
decoder

receiver

Feedback Loop

PROJECT COMMUNICATION MANAGEMENT

DISTRIBUTE INFORMATION

Communication mgt plan

Performance Reports Organizational Process Assets

Communication Methods Info distribution tools

Org process assets updates Requested changes

Inputs- Distribute Information

Communication Management Plan Performance Reports
This should be ready before project meetings Contains projects past performance that could impact the project in the future e.g. estimates to complete and estimate at completion Includes impact of external events on the schedule Project Status, Problems, Updated project plans or components of the project plan, Successes, Team member performance, Meeting schedule, New Risks uncovered, Upcoming milestones

Organizational Process Assets

Tools and TechniquesDistribute Information

Communication Methods Information Distribution Organizational Process Assets update

PROJECT COMMUNICATION MANAGEMENT Distribute Information

Communication Methods (based on mode of access)
Interactive Communication e.g. meetings, phone calls, video conferencing Push Communication e.g. letters, memos, reports, emails, faxes, voice mails etc. Pull Communication e.g. knowledge repositories, e-learning etc.

Communication Methods (based on mode of presentation)

Formal Written: Used for complex problems, project plans and documentation, communicating over long distances Formal Verbal: Used for presentations and speeches Informal Written: Used for memos, e-mail and notes Informal Verbal: Used for meetings and conversations

PROJECT COMMUNICATION MANAGEMENT Distribute Information

Information Distribution Tools Hard-copy document distribution, press releases, shared-access electronic databases Electronic communication and conferencing tools such as email, fax, video conferencing etc Electronic tools for project management e.g. web interfaces to scheduling and project management software etc.

Outputs- Information Distribution

Organizational Process Assets Update
Stakeholder Notifications i.e. information on resolved
issues, approved changes and general project status Project Reports i.e. outputs from other knowledge areas,

issue logs, project closure reports etc.

Project Presentations Project Records i.e. memos, meeting minutes etc.

Feedback from stakeholders

Lessons learned documentation

PROJECT COMMUNICATION MANAGEMENT

Information Recipients
Internal and External to the project Management Project Team and Team Members Managers Project Manager and Other Project Managers Other Stakeholders

Guidelines to Meetings
Set a time limit and keep to it Schedule recurring meetings in advance Meet with team regularly but not too often Have a purpose for each meeting Create an agenda with team input Distribute agendas before hand Stick to the agenda Let people know their responsibilities in advance Bring the right people together Chair and lead the meeting with a set of rules Assign deliverables, responsibilities, and time limits for all tasks resulting from the meeting Document and publish meeting minutes

MANAGE STAKEHOLDER EXPECTATION

KNOWLEDGE AREACOMMUNICATION MANAGEMENT

PROJECT COMMUNICATION MANAGEMENT Manage Stakeholders

Involves:
Actively managing the expectations of stakeholders to increase the likelihood of project acceptance
Negotiating and influencing their desires to achieve and maintain project goals Addressing concerns that have not become issues yet Clarifying and resolving issues that have been identified

PROJECT COMMUNICATION MANAGEMENT MANAGE STAKEHOLDERS EXPECTATIONS

Stakeholder register Stakeholder management strategy
Organizational Process Assets Update

Communication Management Plan

Issue log Change log

Communication Methods Interpersonal Skills Management Skills

Change Requests
Project Management Plan update Project document updates

Organizational Process Assets

PROJECT COMMUNICATION MANAGEMENT Manage Stakeholders - INPUTS

Stakeholder Register

Stakeholder Management Strategy

Project Management Plan Issue Log i.e. document and monitor the resolution of issues

Organisational Process Assets i.e. issue management procedures, historical

information etc.

Change Log i.e. used to document changes that occur on the project. The changes
and their impact on time, cost and risk must be communicated to appropriate stakeholders

PROJECT COMMUNICATION MANAGEMENT Manage Stakeholders - TOOLS

Communication Methods Interpersonal Skills
Building Trust Resolving Conflict Active and effective listening Receiver confirms listening Confirms agreement Asks for clarification when necessary Watching speaker to pick up physical gestures Facial expressions Think before responding Asking questions Repeating and providing feedback Overcoming resistance to change

Management Skills
Presentation skills, Negotiating, Writing Skills, Public Speaking

PROJECT COMMUNICATION MANAGEMENT Manage Stakeholders - OUTPUTS

Organisational Process Assets Updates i.e. lessons learned from
managing stakeholder expectations

Change Requests
Corrective actions Preventive action

Project Management Plan Updates

Project Document Updates
Stakeholder register Issue log Stakeholder Management Strategy

DIRECT AND MANAGE PROJECT EXECUTION

KNOWLEDGE AREA PROJECT INTEGRATION MANAGEMENT

DIRECT AND MANAGE PROJECT EXECUTION

Direct and Manage Project Execution is the process of executing the work defined in the project management plan to achieve the projects requirements. This process requires the project manager and the project team to perform multiple actions to execute the project management plan to achieve the projects objectives. Some of those actions are:

DIRECT AND MANAGE PROJECT EXECUTION

Perform activities to accomplish project requirements, Create project deliverables, Staff, train, and manage the team members assigned to the project, Obtain, manage, and use resources including materials, tools, equipment, and facilities, Implement the planned methods and standards, Establish and manage project communication channels, both external and internal to the project team

DIRECT AND MANAGE PROJECT EXECUTION

Generate project data such as cost, schedule, technical and quality progress, and status to facilitate forecasting, Issue change requests and adapt approved changes into the projects scope, plans, and environment, Manage risks and implement risk response activities, Manage suppliers, and Collect and document lessons learned, and implement approved process improvement activities.

DIRECT AND MANAGE PROJECT EXECUTION

The project manager, along with the project management team, direct the performance of the planned activities, and manages the various technical and organizational interfaces that exist within the project. The Direct and Manage Project Execution process is directly affected by the project application area.

DIRECT AND MANAGE PROJECT EXECUTION

Deliverables are produced as outputs from processes performed to accomplish the project work planned and scheduled in the project management plan Work performance information about the completion status of the deliverables, and what has been accomplished, is collected as part of project execution and is fed into the performance reporting process

DIRECT AND MANAGE PROJECT EXECUTION

Direct and Manage Project Execution also requires implementation of approved changes covering: Corrective actions bringing anticipated project performance into compliance with the project management plan. Preventive actions reducing probability of potential negative consequences, and Defect repair requests correcting product defects found by the quality process

PROJECT

INTEGRATION MANAGEMENT

DIRECT AND MANAGE PROJECT EXECUTION

Project Management Plan

Expert Judgment PMIS

Deliverables

Approved Change Requests Enterprise Environmental Factors Organizational Process Assets

Work Performance Information

Change Requests

Project Document updates

Inputs- Direct and Manage Project Execution

Project Management Plan Describes how the project will be implemented to accomplish project objectives Approved Change Requests The request are documented, authorized changes scheduled for implementation by the project team-The request could come to reduce, expand scope, modify policies, the project management plan, procedures, costs or budgets, or revise schedule. Approved change request may require implementation of preventive or corrective actions.

Inputs- Direct and Manage Project Execution

Enterprise Environmental Factors -Organization or company culture and structure,
-Infrastructure (existing facilities and capital equipment) -Personnel administration -Stakeholder tolerances, and PMIS

Organizational Process Assets

Tools and Techniques- Direct and Manage Project Execution

Expert Judgment -Assess inputs needed to direct and manage project execution to the project
management plan

Project Management Information Systems

It is part of the EEF, provide access to an automated tool suite, such as scheduling software tool, configuration management system, information collection and distribution system These tools help you produce and keep track of the documents and deliverables. By having you fill a few fields on the computer screen certain information or documents could be generated.

Output- Direct and Manage Project Execution

Deliverables Unique and verifiable product, result or capability to perform a service.. Work Performance Data Raw data from project activities is routinely collected as the project progresses. This data can be related to various performance results including but not limited to: - Deliverable status - Schedule progress - Cost incurred

Output- Direct and Manage Project Execution

Change Requests When issues are found while project work is being performed, change requests are issued which may expand, adjust, or reduce project scope to modify project policies or procedures, to modify project cost or budget, or to revise the project schedule. Other change requests cover needed preventive or corrective actions to forestall negative impact later in the project. -Corrective Action -Preventive Action -Defect -Updates

Output- Direct and Manage Project Execution

Project Management Plan update Elements of the project management plan that may be updated include but limited to: -Communication management plan -Human resource plan -Schedule management plan -Cost management plan -Requirements management plan -Project baselines

Output- Direct and Manage Project Execution

Project Document updates Project documents that may be updated include but not limited to: -Requirement documents -Project logs (issue, assumptions, etc.) -Stakeholder register

THANK YOU