Session 05 - Project Execution

Classification: Restricted
PMP Certification Training
PROJECTEXECUTION

Agenda
•Project Execution Process
•Project Execution - Acquire Project Team
•Project Execution - Develop Project Team
•Project Execution - Manage Project Team
•Communications Manage Communications
•Procurement Conduct Procurement
•Stakeholder Manage
•Stakeholders Engagement

The Execution Processes
• Direct & Manage Project Execution
• Perform Quality Assurance
• Acquire Project Team
• Develop Project Team
• Manage Project Team
• Manage Communications
• Conduct Procurement
• Manage Stakeholder Engagement

Direct & Manage ProjectExecution
• The process of performing the work defined in the project
management plan to achieve project objectives.
• Activities Involved:-
 Performing activities to accomplish project requirements.
 Creating project deliverables.
 Staffing, training and managing the team members assigned to the
project.
 Obtaining, managing, and using resources including
material, tools, equipment, and facilities.
 Implementing the planned methods and standard .
 Establishing and managing project communication channels, both
external and internal to the project team.

Direct & manage ProjectExecution
 Generating project data, such as cost, schedule, technical and
quality
progress, and status to facilitate forecasting.
 Issuing change requests and adapting approved changes into the
project’s scope, plans and environment.
 Managing risks and implementing risk response activities.
 Managing sellers and suppliers; and
 Collecting & documenting lessons learned, and implementing
approved process improvement activities.

Direct & manage ProjectExecution

Deliverables
• Any unique and verifiable product, result, or capability to perform a
service that is identified in the project management planning
documentation, and must be produced and provided to complete the
project.

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

Perform Quality Assurance

Heading 1

Quality Audits
• A structured, independent review to determine whether project
activities comply with organizational and project policies, processes,
and procedures.
• Can be scheduled or random.
• Can be conducted by external or internal auditors.
• Result in:
 Reduced cost of quality.
 Increase in sponsor or customer acceptance.

Objectives of Quality Audits
• Identify all the good/ best practices being implemented.
• Identify all the gaps/ shortcomings.
• Share the good practices introduced or implemented in similar
projects in the organization and/ or industry.
• Proactively offer assistance in a positive manner to improve
implementation of processes to help the team raise productivity.
• Highlight contributions of each audit in the lessons learned repository
of the organization.

Inputs/Outputs
• Process Analysis
 Follows steps outlined in the process improvement plan to identify
needed improvements.
• Organizational Process Assets Updates
 Quality Standards.
 Processes.
• Project Management Plan Updates
 Quality management plan.
 Schedule management plan.
 Cost management plan.
• Project Document Updates
 Quality audits reports.
 Training plans.
 Process documentation.

Acquire Project Team

• The process of confirming human resources 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.
 Matrix project environment.
 Internal or external reporting relationships.

Pre-assignment
• When project team members are known in advance.
• If the project is a result of:
 Specific people being promised as part of a proposal.
 The project is dependent on the expertise of particular persons.
 Some staff assignments are defined within the project charter.

Negotiation & Acquisition
• Negotiating with:
 Functional managers.
 Other project management teams within the organization.
 External organizations, vendors, suppliers, contractors…etc.
• Acquisition
 When the needed resources are not available in-house.
 Can involve hiring individual consultants or subcontracting work to another
organization.

Virtual Teams
• Groups of people with a shared goal who fulfill their roles with little or
no time
spent meeting face-to-face.
• The ease of communication through electronic means made virtual
teams more feasible.
• Communication planning becomes increasingly important in virtual
team
environment.
• Virtual teams make it possible to:
 Form teams of people from the same organization who live in
widespread geographic areas.
 Add expertise that can’t exist at the same location.
 Incorporate employees who work from home.
 Allow team members who work different shifts or hours to
participate.
 Include people with mobility limitations or disabilities.
 Reduce travel expenses.

Multi-Criteria Decision Analysis
• Criteria is developed and used to rate or score potential team members
• Examples Include
• –Availability
• –Cost
• –Experience
• –Ability
• –Knowledge
• –Skills
• –Attitude
• –International Factors

Develop Project Team

• The process of improving competencies, team interaction, and the
overall
team environment to enhance project performance.
• Project managers should create an environment that facilitates
teamwork.
• Developing project teams include:
 Improving skills of team members
 Improving feelings of trust & cohesiveness
 Creating a dynamic and cohesive team culture to improve both
individual and team
productivity, team spirit and cooperation
• Examples include assisting one another, and communicate in ways that
fit individual preference.

Tools & Techniques
• Interpersonal Skills
 Sometime known as “Soft Skills”
Include:
 Empathy.
 Influence.
 Creativity.
 Group facilitation.
• Training
• Can be:
 Formal
 Informal
• Training methods:
 Classroom.
 Online.
 Computer-based.
 On the job
 Coaching
 Mentoring.
• Team Building Activities
 Can vary from a five-minute agenda
item to an off-site, professionally
facilitated experience to improve
interpersonal relationships.
 The objective is to help individual
team members to work together
effectively.
 Particularly valuable when team
members work from different
locations.
 Informal communication and
activities can help in building trust
and establishing good working
relationships.
• Team development Stages
 Forming.
 Storming.
 Norming.
 Performing.
 Adjourning.

Tools & Techniques
• Forming
 The team meets and learns about the project and what their formal
roles and responsibilities
are.
 Team members tend to be independent and open in this phase.
 Team members are usually on their best behavior but very focused on
themselves.
 In this stage the members of the team get to know one another,
exchange some personal information, and make new friends.
• Storming
 Team begins to address the project work, technical decisions,
and the project management approach.
 If team members are not collaborative and open to differing ideas and
perspectives the
environment can become destructive.
 In some cases, the team never leaves this stage.
 The role of project manager is crucial in this stage. Tolerance and
patience will help in passing through it successfully.

Tools & Techniques
• Norming
 Team members begin to work together and adjust work habits and
behaviors to support the team.
 Team begins to trust each other.
 Motivation increases as the team gets more acquainted with the
project.
 As team members get to know each other better, their views of each
other
begin to change
• Performing
 Teams should try to reach this stage as quickly as possible.
 Teams that reach this stage function as a well-organized unit.
 Teams at this stage are able to function as a unit as they find ways to
get the
job done smoothly and effectively without inappropriate conflict or
the need for external supervision.

Tools & Techniques
• Adjourning
 The team completes the work and move on from the project.
 Mourning over the dissolving of the team relationship, and begin
preparing for change in individual work requirements.
• Co-location
 Involves placing many of the team members in one physical location.
 Can be temporary in some cases.
 Can be used in conjunction with virtual teams.
 Enhances ability to perform as a team.
 War rooms.

Tools & Techniques
• Ground Rules
 Establishing clear expectations regarding acceptable and
unacceptable behavior.
 Examples include:
 How team members should resolve conflicts.
 Is interruption in meetings allowed or not.
 Coming late to meetings.
 Phone calls.
 Smoking.
 Who’s allowed to talk to senior management.
 Who’s authorized to give directions to vendors/
subcontractors.
 Work times.
 Codes of dress.

Tools & Techniques
• Team performance Assessments
 Formal or informal
 Conducted by the project management team
 The performance of successful team is measured according to
agreed upon
project objectives
 Evaluation indicators include:
 Improvements in skills
 Improvements in competencies
 Reduced staff turn over rate
 Increased team cohesiveness
 Should trigger actions such as training, changes, recommendations,
etc..

Manage Project Team

Manage Project Team
• The process of tracking team performance, providing feedback,
resolving issues, and managing changes to optimize project
performance.
• The project management team:
 Observes team performance.
 Manages conflict.
 Resolves issues.
 Appraises team performance.

Manage Project Team

Tools & Techniques
• Observation & Conversation
 Used to stay in touch with the work and attitudes of project team
members.
 Project management team monitors progress towards:
Project deliverables.
Accomplishments.
Interpersonal issues.
• Project Performance Appraisals
 Can be formal or informal depending on the length of the project,
organizational policy, project complexity and the amount and
quality of regular communication.
 Objectives include:
Clarification of roles and responsibilities.
Constructive feedback to team members.
Discovery of unknown or unresolved issues.
Development of individual training plans.
Establishment of specific goals for future time periods.

Tools & Techniques-Conflict Management
• Conflict Management
Should conflict be avoided?
• Conflicts can be beneficial (an opportunities for improvement)
• Conflicts is an inevitable consequence of organizational interactions.
• Conflicts in the team are caused due to the following reasons in
decreasing order of
occurrences.
• 1.Schedules
• 2.Project priorities
• 3.Resources
• 4.Technical opinions
• The most common cause of conflicts in projects are issues related to
schedules (not
personality differences).
• Conflict is best resolved by those involved in the conflict.

Sources & Facts about Conflict inprojects
• Sources
• Scarcity of resources.
• Scheduling priorities.
• Personalities.
• Limited power of project manager.
• Facts about Conflict
• Natural and forces search for
alternatives.
• Is a team issue.
• Openness resolves conflict.
• Should focus on issues, not
personalities.
• Should focus on the present, not the
past.

Tools & Techniques
• How Can Conflict Be Minimized?
• Communication.
• Planning
• Ground rules.
• Identification of root causes and
resolving them.
• Involving team members in resolution.
• Conflict Resolution Techniques
• Withdrawing/Avoiding.
• Smoothing/ Accommodating.
• Compromising.
• Forcing.
• Collaborating.
• Confronting/ problem solving.

General Techniques to resolve the Conflict

Withdrawing/ Avoiding
 Retreating from an actual or potential conflict situation.
 A passive, stop-gap way of handling conflict.
 Appropriate when a “cooling-off’ period is needed, and when the
other party is unassertive and uncooperative.
 A lose-lose technique
 Generally fails to solve the problem.
 Should not be used when the conflict deals with an issue that is of
immediate concern or is important to the successful completion of
the project.

Smoothing/ Accommodating
• Emphasizing areas of agreement rather than areas of difference.
• An appeasing approach.
• Appropriate to keep harmony and avoid outwardly conflictive
situations.
• Fails to provide permanent long-term solution to the underlying
conflict.
• Generally, conflict reappears in a different form.
• A lose-lose technique

Compromising
 Searching for a solution that bring some degree of satisfaction to all
parties.
 Is primarily “bargaining”, receiving something in exchange for
something else.
 Appropriate when reached and accepted as a just solution by both
parties involved in conflict.
 Usually provides acceptable solutions.
 Sometimes, important aspects of the project can’t be
compromised to achieve personal objectives.

Forcing
 Pushing one’s view at the expense of others.
 A win-lose situation.
 Used when there is no common ground for bargaining or
negotiation.
 Also used when both parties are uncooperative and strong-willed.
 Appropriate when time is of essence, and issue is vital for the well-
being of project.
 Usually takes less time than other techniques, but leaves hard
feelings.
 Conflict resolved by forcing may develop again and haunt the
enforcer.
 Should be used only as a last resort.

Collaborating
 Incorporating multiple view points and insights from differing
perspectives.
 Leads to consensus and commitment.
 Used when the situation is too important to be compromised.
 Not very effective when more than a few players are involved and
their
viewpoints are mutually exclusive.

Confronting/ Problem Solving
• Treating conflict as a problem to be solved by examining
alternatives.
• Requires a give-and-take attitude and open dialogue.
• Involves pinpointing the issue and resolving it objectively by
defining the problem, gathering necessary information,
generating and analyzing alternatives, and selecting the best
alternative.
• Requires open dialogue between participants, who must be
mature, understanding, and competent-both technically and
managerially.
• Takes longer than other techniques.
• Provides ultimate solutions.

Problem Solving
• The important thing to realize about problems is if they are not solved
completely, they just return again and again.
• The process of problem solving has these steps
1. Define the cause of the problem
2. Analyze the problem
3. Identify solution
4. Implement a decision
5. Review the decision, and confirm that the problem is solved.

Project Manager Power
• A Project Manager may yield authority over the project team in one of the
following ways
• –Formal (Legitimate) -Power due to Project Managers position
• –Reward–Power stems from giving rewards.
• –Penalty (Coercive) –Power due to afraid of the power the Project Manager holds.
• –Expert (Technical)–Comes from being technical or project management expert.
• –Referent–Power of charisma and fame. Make another person liking/respecting
the Project Manager.

Management & Leadership Style
• Autocratic
–Top down approach. The manager has power to do whatever she/he wants.
–Sometime appropriate when decisions must be made for emergency situation
or time pressure.
• Democratic/Participative
–Encouraging team participation in the decision making process
–Best used for people whose behavior fit with theory Y
• Laissez-faire -a French term means “leave alone”
–The manager is not directly involve in the work of the team.
–Effective for highly skilled team

Project Manager Interpersonal Skills
• Leadership
• Team building
• Motivation
• Communicating
• Influencing
• Decision Making
• Political and cultural awareness
• Negotiation

Phase #3: PROJECT EXECUTION
Chapter 10: Communications / 10.2 Manage
Communications

Manage Communications
• The process of making relevant information available to
project
stakeholders as planned.
• Implementing the “Communications Management Plan”
• Responding to unexpected requests for Information
• Effective information distribution includes:
 Sender-receiver modules.
 Choice of media.
 Writing style.
 Meeting management techniques.
 Presentation techniques.
 Facilitation techniques.

Manage Communications

Communication Methods
• Individual and group meetings.
• Video and audio conferences.
• Computer chats.
• Other remote communications methods.

Organizational Process Assets (update)
• Stakeholder notifications.
• Project reports.
• Project presentations.
• Project records.
• Feedback from stakeholders.
• Lessons learned documentation.

Conduct Procurement

Plan ProcurementsManagement

Conduct Procurement

Tools
• Proposal
• Seller-prepared Documents.
• Describe the seller’s ability & willingness to provide the requested products.
• Constitutes a formal and technical offer in response to a buyer’s request.
• Bidder Conference
• Also called: Contractor Conferences, Vendor Conferences, and Pre-Bid
Conferences.
• Meeting Prospective Sellers before bids preparation, to ensure clear and
common understanding of procurement.
• All potential sellers are given equal standing during the conference.

Tools
• Advertising
• Placing advertisements in general and specialty publications.
• Proposal Evaluation Techniques
• Can involve subjective and objective components.
• Multiple reviewers.
• Develop Qualified Sellers List
• List of sellers asked to submit a proposal.
• Developed from the organizational assets.
• Or project management team can develop from own sources.

Select Sellers
• Lowest price is not necessarily lowest cost.
• Price might be the only factor in off the shelf items.
• Proposals are split into commercial and technical sections.
• Multiple sources may be required.
• Weighed System: method for quantifying qualitative data to minimize the
personal prejudice on source selection
• Independent Estimates: An estimate of what the seller should price the
service/ product
• Screening System: establishing minimum requirements of performance for
one of more of the evaluation criteria
• Contract Negotiation: Clarification & mutual agreement on contract
aspects

Independent Estimates
• The procuring organization may either prepare its own independent
estimates, or have an estimate of cost prepared by an external
professional estimator.
• “Should-be” price.
• Significant difference between seller price and estimates might
happen as a result of:
Statement of work is unclear.
Prospective seller didn’t understand or fully respond.
Change in market condition.

Conduct Procurements
• The process of obtaining seller responses, selecting a seller, and awarding a contract.
• Select Seller
• Independent Estimates: An estimate of what the seller should price the service/ product
• The procuring organization may either prepare its own independent estimates, or have an
estimate of cost prepared by an external professional estimator
• Should-be” price.
• Significant difference between seller price and estimates might happen as a result of:
• Statement of work is unclear.
• Prospective seller didn’t understand or fullyrespond.
• Change in market condition.
• Screening System: Establishing minimum requirements of performance for one of more of the
evaluation criteria
• Eliminates sellers who don’t meet the minimum requirements of the source selection criteria

Manage Stakeholders Engagement

• The process of communicating and working with stakeholders to meet
their needs and addressing issues as they occur.
• Increases the likelihood that project will not veer off track due to
unresolved stakeholders issues and unmatched expectations.
• Key benefit is that it allows project manager to increase support and
minimize resistance from stakeholders.
• Involves communication activities directed towards project
stakeholders to influence their expectations, address concerns, and
resolve issues. Such as:
 Actively managing the expectations of stakeholders to increase the
likelihood of project acceptance by negotiating and influencing
their desires to achieveproject goals.
 Addressing concerns that have not become issues yet.
 Clarifying and resolving issues that have been identified.

I/O
• Issue Logs
• Also called action item log.
• Tool to document and monitor the resolution of issues.
• Addressed in order to maintain good, constructive working relationships.
• Interpersonal Skills
• Building trust.
• Resolving conflict.
• Active listening.
• Overcoming resistance to change.

The 8 Steps for LeadingChange
• Establishing a sense of urgency.
• Creating the guiding coalition.
• Developing a vision and strategy.
• Communicating the change vision.
• Empowering employees for broad-based action.
• Generating short-term wins.
• Consolidating (accumulating) gains and producing more change.
• Anchoring new approaches in the culture.

I/O
• Management Skills
 Facilitate consensus toward project objectives
 Influence people to support the project
 Negotiate agreements to satisfy the project needs, and
 Modify organizational behavior to accept the project outcomes
• Project Document (Update)
 Stakeholder management strategy.
 Stakeholder register.
 Issue log.

EMOTIONAL INTELLIGENCE FRAMEWORKFOR
PROJECT MANAGEMENT

Topics to be covered in next session
• Project Monitoring and Control
• Perform Integrated Change Control
• Validate Scope
• Control Scope
• Control Schedule
• Control Costs
• Control Quality
• Control Communications
• Control Risks
• Control Procurement
• Control Stakeholder Engagement

Thank You

Session 05 - Project Execution

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