Project Execution and Control

Chapter VII

Purpose of Project Execution & Control

… 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

1. Conduct Project Execution & Control Kick-Off

2. Manage Triple Constraints

3. Monitor and Control Risks

4. Manage Project Execution and Control

5. Gain Project Acceptance

1. Conduct Project Execution & Control Kick-Off

Orient new Team Members

Orient new Team Members

Review Project Materials Review Project Materials

Task Task deliverables

Kick Off Project Execution

Kick Off Project Execution

Kick-off Meeting Agenda

Kick-off Meeting Notes

Kick-off Meeting Agenda

Kick-off Meeting Notes

Project Planning Outputs reviewed Project Planning

Outputs reviewed

Team Members Prepared to Work

Team Members Prepared to Work

Orient New Project Team Members …Present all relevant information to new team

members

Project Initiation, Project Planning (High Level), and Project Planning (Detail Level)

Organization charts Project Team, etc

General information on the Customer

Logistics

Project procedures

Review Project Materials 1. Project Charter, Project Initiation Plan2. Triple Constraints (Scope, Schedule, Budget)3. Risk Management Worksheet4. Description of Stakeholder Involvement5. Communications Plan6. Time and Cost Baseline7. Communications Management Process8. Change Control Process9. Acceptance Management Process10.Issue Management and Escalation Process11.Training Plan12.Project Implementation

Kick Off Project Execution

Introduction of new team members Roles and responsibilities of each team

member

Restating the objective(s) of the project and goals for Execution and Control

Latest Project Schedule and timeline

Project risks and mitigation plans Current project status, including open issues

and action items

2. Manage Triple Constraints

Manage Project Scope Manage Project Scope

Manage Project Schedule Manage Project Schedule

Task Task deliverables

Manage Project Budget Manage Project Budget Updated Budget Updated Budget

Scope under control Scope under control

Updated Project Schedule

Updated Project Schedule

Manage Project Scope

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

Qu

ali

ty

Hig

h Q

uali

ty

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

Conduct Peer Reviews

Use Quality Checklists

Use Quality Checklists

Maintain and Analyze the

Project Schedule

Maintain and Analyze the

Project Schedule

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– Forecast Total– Project Variance

3. Monitor and Control Risks

Monitor Risks Monitor Risks

Control Risks Control Risks

Task Task deliverables

Monitor Impact on Triple Constraints

Monitor Impact on Triple Constraints

Triple Constraints Managed

Triple Constraints Managed

Risk Management Worksheet

Risk Management Worksheet

Project Status Report Project Status Report

Monitor and Control Risks

Monitor Risk Monitor Risk Update Risk

Management Worksheet

Update Risk Management

Worksheet

•Look for new risks•Reassess old ones•Re-evaluate risk mitigation plans

Control Risk Control Risk Occurred risk

is transferred to Issues Action Plan

Occurred risk is transferred to

Issues Action Plan

•Risk occurred as expected•Risk occurred different•Risk was unexpected

Monitor Impact on

Triple Constraint

Monitor Impact on

Triple Constraint

When risk occurs, determine actions

to protect the project

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

Execute Communication Plan

Manage Organizational Change

Manage Organizational Change

Task Task deliverables

Organizational Change

Processes Executed

Organizational Change

Processes Executed

Issues Log and Project Status Report

Issues Log and Project Status Report

Manage Change Control Manage Change Control

Manage Deliverable Acceptance

Manage Deliverable Acceptance

Manage Issues Manage Issues

Project Status Report and other

Communication Tools

Project Status Report and other

Communication Tools

Updated Triple Constraints

Updated Triple Constraints

Project Deliverables Approved

Project Deliverables Approved

Manage Project TeamManage Project Team High Performing Team

High Performing Team

Product of the Project

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

Manage Issues

…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:– Status Summary – Major Accomplishments – Project Milestone Report – Issues analysis and Issue Response – Change Request Analysis – Risk Analysis Report – Financial Commentary– 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 PlanExecute the

Training PlanManage

Personnel Changes

Manage Personnel Changes

Allocate Work Properly and

Ensure Accountability

Allocate Work Properly and

Ensure Accountability

Establish a Team

Environment

Establish a Team

Environment

Team-Building Team Recognition

and Rewards

Team-Building Team Recognition

and Rewards

5. Gain Project Acceptance

Conduct Final Status Meeting

Conduct Final Status Meeting

Gain Acceptance Signatures

Gain Acceptance Signatures

Signed Project Acceptance Form

Signed Project Acceptance Form

Final Project Status Report

Final Project Status Report

Task Task deliverables

Gain Project AcceptancePrepare the final Status

Meeting

Obtain the Project Sponsor ‘s approval signature

Use

a c

heckli

st t

hro

ug

h

Pro

ject

Execu

tion

an

d

Con

trol

ph

ase

Measurement of SuccessProcess 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 AcceptanceDo you have a Project Approval Form signed by your Project Sponsor and/or Project Director accepting the project?