Managing Project Execution


Published on

Published in: Education, Business, Technology
  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Managing Project Execution

  1. 1. Managing Project Execution Team Members · 059744 MOHAMMED AYUBA BABA · 007375 NEJDET INCE · 030383 OSMAN KARSILI · 059585 MOHAMMED SARKI
  2. 2. <ul><li>CONTENTS </li></ul><ul><li>Overview </li></ul><ul><li>Execution Plan </li></ul><ul><li>Monitoring </li></ul><ul><li>Managing Change </li></ul><ul><li>Communication and Documentation </li></ul>
  3. 3. <ul><li>Overview </li></ul><ul><li>The ultimate goal of directing and managing the project’s execution is to guide the project to the ultimate goal of fulfilling and meeting the predetermined and pre-set requirements that was set forth by the buyer at the onset of the project. The act of directing and managing project execution can be conducted only by the project leader, or sometimes assigned to individual team members to manage individual components, or it may be conducted by the project team as a whole. </li></ul>
  4. 4. <ul><li>EXECUTION PLAN </li></ul><ul><li>Various activities have been carried out (i.e MP Communications, MP Scope, MP Scheduling, MP Resources, MP Quality and MP Risk) for the project plan. Although, they are seven main processes for the project plan execution which includes; </li></ul>
  5. 5. <ul><li>Direct and manage project execution </li></ul><ul><li>Perform quality assurance </li></ul><ul><li>Acquire project team </li></ul><ul><li>Develop project team </li></ul><ul><li>Information distribution </li></ul><ul><li>Request seller responses </li></ul><ul><li>Select sellers </li></ul>
  6. 6. <ul><li>EXECUTION PLAN (CONT.) </li></ul><ul><li>Also, project plan execution requires inputs, tools and techniques to get the project done. At the end it produces results (outputs). For this we have seven main inputs; </li></ul>
  7. 7. <ul><li>Inputs </li></ul><ul><li>Project management plan </li></ul><ul><li>Approved corrective actions </li></ul><ul><li>Approved preventive actions </li></ul><ul><li>Approved change requests </li></ul><ul><li>Approved defect repair </li></ul><ul><li>Validated defect repair </li></ul><ul><li>Administrative closure procedure </li></ul>
  8. 8. <ul><li>Tools & Techniques </li></ul><ul><li>Project management methodology </li></ul><ul><li>Project management information system </li></ul>
  9. 9. <ul><li>Outputs </li></ul><ul><li>Deliverables </li></ul><ul><li>Requested changes </li></ul><ul><li>Implemented change requests </li></ul><ul><li>Implemented corrective actions </li></ul><ul><li>Implemented preventive actions </li></ul><ul><li>Implemented defect repair </li></ul><ul><li>Work performance information </li></ul>
  10. 10. <ul><li>PROJECT MONITORING </li></ul>What do we mean by project monitoring? It means to keep a careful check of project activities over a period of time.   Why should we monitor a project? <ul><li>To work to its full potential, any kind of project needs to set out proposals </li></ul><ul><li>and objectives. </li></ul><ul><li>Then a monitoring system should be worked out to keep a check on </li></ul><ul><li>all the various activities, including finances. </li></ul><ul><li>This will help project staff to know how things are going, as well as </li></ul><ul><li>giving early warning of possible problems and difficulties.  </li></ul>
  11. 11. <ul><li>HOW CAN a PROJECT be MONITORED?  </li></ul><ul><li>Keep it simple Monitoring is meant to be a help to good project management </li></ul><ul><li>and not a burden.  </li></ul><ul><li>Objectives Work out clearly at the beginning the objectives of the project, including a </li></ul><ul><li>budget of the likely cost (expenditure).   </li></ul>
  12. 12. <ul><li>Plan the activities what needs to be done when it should be done who will be involved in doing it what resources are needed to do it how long it will take to do how much it will cost. </li></ul><ul><li>Monitoring Work out the most appropriate way of monitoring the work - again, keep it simple: - meetings - diaries - reports on progress - accounts, reports on finances. </li></ul>
  13. 13. Monitoring methods  <ul><li>Reports These do not have to be very long. </li></ul><ul><li>Their purpose needs to be clear - to report </li></ul><ul><li>on activities and achievements. </li></ul><ul><li>Above is an example of the records kept by ASHA in India. </li></ul><ul><li>They give a clear and helpful record </li></ul><ul><li>of exactly what has been achieved. </li></ul><ul><li>They are short and to the point. </li></ul><ul><li>This kind of report will help them in </li></ul><ul><li>future planning and would clearly inform the </li></ul><ul><li>Government or a donor agency of what has taken </li></ul><ul><li>place. </li></ul>
  14. 14. <ul><li>SAMPLE REPORT </li></ul>Objectives Outcome Evaluation Consciousness raising 1 Conduct 18 courses. (average size 18) 19 courses held: 10 for men, 9 for women. Total participants 332 Average size 17.5 Course Length 3 days These courses are very effective in motivating group members. Groups have been transformed when members have received this training Group management Design module. Conduct 11 courses. (average size 18) Module designed. 5 courses held. Total participants 63 Average size 12.6 Course length 3 days Purpose of course was to provide training in keeping group records. Because so many members are illiterate, there were not sufficient members to join these courses. Instead, we are now teaching the subject at each group meeting. Conduct 5 Child Literacy courses This program has been postponed We decided that this program should be done when whole villages have been mobilised. We are not at this stage yet.
  15. 15. <ul><li>DIERIES </li></ul><ul><li>A helpful way of recording information would be to use </li></ul><ul><li>one side of a note book for example, for daily or weekly plans. </li></ul><ul><li>Keeping a work diary will help you also to evaluate your own work. </li></ul><ul><li>What are you doing that is most helpful and brings effective results? </li></ul><ul><li>Take time to ask people in the community about how they feel. </li></ul>
  16. 16. <ul><li>Finances </li></ul><ul><li>Donor agencies often transfer funds in quarterly or half yearly payments which may not fit in with the planned project expenses. Planning of expenditure may need to take this into account. Careful budgeting and planning will be of great help in this.  </li></ul>
  17. 17. <ul><li>Meetings </li></ul><ul><li>Confidence and trust are vital.  There is a possibility that monitoring may be seen as a way of checking up on people. It must be a joint effort that everyone is involved with in some way or another. </li></ul>
  18. 18. <ul><li>Use the Information!  </li></ul><ul><li>For monitoring to be a useful tool, the information that is collected must be used effectively in all sorts of ways: </li></ul><ul><li>Improve the timing of planned activities. </li></ul><ul><li>Adjust budgets. </li></ul><ul><li>Improve future planning and decision making. </li></ul><ul><li>Indicate where future work is necessary. </li></ul><ul><li>Inform other agencies of activities, to encourage cooperation and publicity. </li></ul><ul><li>Inform funding agencies of progress and future plans. </li></ul>
  19. 19. . Managing - Managing changing team membership - Managing role of third parties, like vendors and suppliers - Enforcing ownership of tasks <ul><li>Managing Change </li></ul>
  20. 20. Managing Change (cont) <ul><li>. Project changes </li></ul><ul><ul><li>. Change request processes must be in place </li></ul></ul><ul><ul><li>. Not all accepted </li></ul></ul><ul><ul><li>. Accepted changes can affect schedule/ budget and deliverable </li></ul></ul><ul><li>. Team changes </li></ul><ul><ul><li>. Project members will come and go </li></ul></ul><ul><ul><li>. Plan for member turnover </li></ul></ul>
  21. 21. Monitoring Progress & Managing Change © 2008 Prentice Hall 11- Project Schedule Calendar
  22. 22. <ul><li>COMMUNICATION AND DOCUMENTATION </li></ul><ul><li>For proper project execution, communication and documentation is necessary, there is need for two-way communication for exchange of information, this can be done by organizing meetings, conference calls, emails, faxes, written reports etc. </li></ul>
  23. 23. <ul><li>Means of Communication </li></ul><ul><li>Meeting </li></ul><ul><li>This is one of the most effective means of communication during project execution because it facilitates immediate feedback and enables people to give reports on their progress and difficulties and helps the project manage give vital information and updates about the project </li></ul><ul><li>Written Reports </li></ul><ul><li>This is another means of communicating during the project execution, this involves writing reports about the progress of the project and distributing it to various team memebers. </li></ul>
  24. 24. <ul><li>Project Management Information Systems </li></ul><ul><li>Information system help the project manager to gather the overall status of a project and help them determine the overall progress of the project, information systems help the project managers job a lot easier </li></ul><ul><li>Electronic Communication </li></ul><ul><li>This involves the use of various internet applications, with the use of online chat, audio and video conferencing, people can be in different geographical locations but still communicate with one another </li></ul><ul><li>Web-Based Solutions </li></ul><ul><li>This enables project managers update or report the status of the project, it can be accessed through web browsers, </li></ul>
  25. 25. <ul><li>DOCUMENTATION </li></ul><ul><li>This involves keeping records of project progress for various reasons as follows: </li></ul><ul><ul><li>Helps to trace decisions that were made and change of product specification. </li></ul></ul><ul><ul><li>It can be used as part of legal defense in cause of disagreement between buyers and suppliers. </li></ul></ul><ul><ul><li>Documentation of one project can be used as reference in order to improve other projects. </li></ul></ul>
  26. 26. <ul><li>CONCLUSION </li></ul><ul><li>In conclusion, the execution plan, monitoring, managing change, communication and documentation are parts of managing project execution which are vital for the successful completion of the execution stage of any project, it helps the team members and project manager to fulfill the requirements of this stage. </li></ul>