… develop the product or service that the project was commissioned to deliver
Utilize all the plans, schedules, procedures, and templates that were prepared and anticipated during prior work
Deal with change while minimizing impact on the project’s Triple Constraints
The result: product of the project is fully developed, tested, accepted, implemented, etc
Project Execution & Control processes
Conduct Project Execution & Control Kick-Off
Manage Triple Constraints
Monitor and Control Risks
Manage Project Execution and Control
Gain Project Acceptance
1. Conduct Project Execution & Control Kick-Off Orient new Team Members Review Project Materials Task Task deliverables Kick Off Project Execution Kick-off Meeting Agenda Kick-off Meeting Notes Project Planning Outputs reviewed Team Members Prepared to Work
Orient New Project Team Members
… Present all relevant information to new team members
Project Managers is ought ensure that the project produces ALL the work but ONLY the work required and documented in the Project Scope
Any deviation to what appears in the scope document is considered change and must be handled using the change control process
Continuous communication between the Project Manager, Project Sponsor and / or Project Director, and Customer Representative is crucial in managing scope.
Manage Project Schedule
Is the project on track?
Are there any issues that are becoming evident that need to be addressed now?
Which tasks are taking more time than estimated? Less time?
If a task is late, what is the effect on subsequent tasks?
What is the next deliverable to be produced and when is it scheduled to be complete?
What is the amount of effort expended so far and how much is remaining?
Are any Project Team members over-allocated or under-allocated?
How much of the time allocated has been expended to date and what is the time required to complete the project?
Implement Quality Control QUALITY INDICATORS Poor Quality High Quality Increased costs Low morale Low Customer satisfaction Increased risk Lower costs Happy, productive Project Team Delivery of what the Customer wants Lower risk
Implement Quality Control METHODS Conduct Peer Reviews Use Quality Checklists Maintain and Analyze the Project Schedule Maintain and Analyze the Project Schedule A Pear review is a thorough review of a specific deliverable, conducted by members of the Project Team who are the day-to-day peers of the individuals who produced the work Both the Project Manager and Project Team members can create and make use of various checklists to be sure items are not overlooked while a product is being developed. Updating the Project Schedule on a regular basis while keeping a close watch on the timeline and budget is the primary mechanism to measure quality of the schedule A project audit is a process to note what is being done well, to identify real or potential issues, and to suggest ways for improvement.
Manage Project Budget
PM job: Ensure that the project is completed within the allocated and approved budget
Examine each time the schedule is updated include:
Original Contract Value
Total Approved Changes
Total Current Budget
Cost to Date
Estimate to Complete
3. Monitor and Control Risks Monitor Risks Control Risks Task Task deliverables Monitor Impact on Triple Constraints Triple Constraints Managed Risk Management Worksheet Project Status Report
Monitor and Control Risks Monitor Risk Update Risk Management Worksheet
Look for new risks
Reassess old ones
Re-evaluate risk mitigation plans
Control Risk Occurred risk is transferred to Issues Action Plan
Risk occurred as expected
Risk occurred different
Risk was unexpected
Monitor Impact on Triple Constraint When risk occurs, determine actions to protect the project
Risk occurred as expected
Risk occurred different
Risk was unexpected
4. Manage Project Execution & Control Execute Communication Plan Manage Organizational Change Task Task deliverables Organizational Change Processes Executed Issues Log and Project Status Report Manage Change Control Manage Deliverable Acceptance Manage Issues Project Status Report and other Communication Tools Updated Triple Constraints Project Deliverables Approved Manage Project Team High Performing Team Product of the Project
Manage Deliverable Acceptance
Manage the acceptance of deliverables!
Define the acceptance criteria for deliverables for your project
Determine who will review the deliverables to assure the completeness of information and quality of the work
Identify the Customers designated to be approvers and have the authority to sign off on the deliverable indicating acceptance
Define any time considerations or escalation process your project may need to manage acceptance of deliverables
… The Project Manager is responsible for capturing and tracking issues as soon as they arise, using the issues log
Examples of project issues:
Project Sponsor and / or Project Director is taking another job
Project Team member start date may be sooner (or later) than expected
There is a delay in approving or rejecting a change request or deliverable
Staff is contemplating a strike
Severe weather is predicted in the area of the technique supply
Execute Communication Plan
… Exercise good communication skills: When composing correspondence, progress reports and when speaking with individuals face to face, you are responsible for clear, unambiguous, and complete information
Conduct a regularly-scheduled meeting with Project Director, using the Status Report to drive the agenda:
Project Milestone Report
Issues analysis and Issue Response
Change Request Analysis
Risk Analysis Report
Project Manager's Comments
Manage Organizational Change
Evaluate the Organizational Change Management Plan documented during Project Planning
Update all the aspects of Change Management Plan: People, Process, Culture (defined in the Process Planning phase)
Be aware and most of all handle the specific activities that will adequately prepare the performing Organization for the anticipated changes
Manage the Project Team
… To maximize the successful performance of the Project Team, the Project Manager must:
Execute the Training Plan Manage Personnel Changes Allocate Work Properly and Ensure Accountability Establish a Team Environment Team-Building Team Recognition and Rewards
5. Gain Project Acceptance Conduct Final Status Meeting Gain Acceptance Signatures Signed Project Acceptance Form Final Project Status Report Task Task deliverables
Gain Project Acceptance Prepare the final Status Meeting Obtain the Project Sponsor ‘s approval signature Use a checklist through Project Execution and Control phase
Measurement of Success Process Measurements of Success Yes / No Conduct Project Execution and Control Kick-off Did you receive confirmation from ALL Project Team members that they agree with their role descriptions, and that they understand and agree with the project objectives, risks, and timetables as recorded in the kick-off meeting notes? Manage Triple Constraints Do your team members agree that the estimates to complete for all open tasks are accurate? Is the Project Sponsor aware of the latest forecast total for the project? Is your schedule current? Monitor and Control Risks Have you adjusted the risk priority level for any risks on the Risk Management Worksheet? Manage Project Execution Were all changes to the scope, schedule, cost or quality parameters of the project made with a signed Change Control Request? Have all deliverables been presented to decision makers with prior preview of the deliverable in progress? Are all project issues recorded in the Issue Log in the Project Status Report? Has it been less than two weeks since you held the last status meeting? Is the status meeting being attended by more than 70% of the Project Team? Are you confident that the organizational preparedness for the project is proceeding according to the plan you agreed to? Are your team members showing no lost time in their Progress Reports? Gain Project Acceptance Do you have a Project Approval Form signed by your Project Sponsor and/or Project Director accepting the project?