Executing a Project Direct and Manage Project Work Perform Quality Assurance Acquire a Project Team Develop a Project Team Manage a Project Team Manage Communications Conduct Procurements Manage Stakeholder Engagement

Direct and Manage Project Work A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, p. 80

The Direct and Manage Project Work Process A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, p. 79

Direct and Manage Project Work Inputs Project management plan Approved change requests Enterprise environmental factors Organizational process assets

Approved Change Requests Approved changes can include: Corrective action, which is an activity that adjusts the performance of the project work with the project management plan. Preventive action, which is an activity that ensures future performance of the project work with the project management plan. Defect repair, which is an activity that modifies a non-conformance within the project. Update, which is a modification to a project document or plan.

Direct and Manage Project Work Tools and Techniques Expert judgment Project Management Information System (PMIS) Meetings

PMIS An automated or manual system Used by a project team to gather, analyze, communicate, and store project information Collects information on the work that has and has not been accomplished in each work package Utilizes sophisticated software tools, either those purchased off the shelf or custom built by an internal IT group, to manage components Common issues can include: reacting to lagging indicators, managing symptoms rather than problems, over-reliance on PMIS communication, Invalid data in the PMIS, and too much information

Direct and Manage Project Work Outputs Deliverables Work performance data Change requests Project management plan updates Project document updates

Guidelines to Effectively Direct and Manage Project Work Comply with any organizational policies and procedures Evaluate and select the work authorization system In line with good project management practice, use the artifacts necessary to get the job done If necessary, work with a systems analyst to create a PMIS that is workable for your project Once the system is in place, determine who will be responsible for its day-to-day operation Evaluate the effectiveness of the PMIS for your project

Perform Quality Assurance A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, p. 243

Quality Assurance Plans A document that specifies a project’s parameters and standards for quality. Identifies how testing will be done. Describes quality reviews and evaluations against criteria.

The Perform Quality Assurance Process A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, p. 243

Perform Quality Assurance Inputs Quality management plan Process improvement plan Quality metrics Quality control measurements (an output of 8.3) Project documents

Perform Quality Assurance Tools and Techniques Quality management and control tools Quality audits Process analysis

Types of Quality Tools A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, p. 246

Quality Audits An independent evaluation, inspection, or review of a project's quality assurance. Improves quality performance of a project. Can be conducted at scheduled or random intervals. Topics include: Quality management policy Collection and use of information Analytical methods Cost of quality Quality process design

Perform Quality Assurance Outputs Change requests Project  management plan updates Project documents updates Organizational process assets updates

Guidelines to Perform Quality Assurance Ensure that random and/or scheduled quality audits are conducted by qualified auditors Use one or more of the quality assurance tools and techniques to determine the causes of quality problems of the project’s product, service, systems, or processes Identify and implement the appropriate actions to take to increase the effectiveness and efficiency of the project team’s work results

Acquire a Project Team A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, p. 268

The Acquire Project Team Process A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, p. 267

Acquire a Project Team Inputs Human resource management plan Enterprise environmental factors Organizational process assets

Acquire Project Team Tools and Techniques Pre-assignment Negotiation Acquisition Virtual teams Multi-criteria decision analysis

Virtual Teams Teams that are distributed among multiple physical locations. May be more difficult because: Bonding and team identity may be hard to develop Various forms of communications technology used Difficult to monitor individual performance/progress

Criteria Types Availability Cost Experience Ability Knowledge Skills Attitude International factors

Acquire a Project Team Outputs Project staff assignments Resource calendars Project management plan updates

Guidelines to Acquire a Project Team Form good relationships with functional managers. Know when you need specific resources. Negotiate with the appropriate organizations or parties for critical resources timed with project need. Look for synergy and diversity among team members. Look outside to competent suppliers where in-house resources are not available. Make sure that roles and responsibilities are clearly understood by the team and other stakeholders. Publish an organization chart to all stakeholders.

Develop the Project Team A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, p. 273

The Develop Project Team Process A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, p. 273

Develop Project Team Inputs Human resource management plan Project staff assignments Resource calendars

Develop Project Team Tools and Techniques Interpersonal skills Training Team-building activities Ground rules Co-location Recognition and rewards Personnel assessment tools

Training An activity to acquire skills, knowledge, or attitudes Provided to teams, small groups, or individuals Covers management, technical, or administrative topics Types: Multi-day, formal workshop Five-minute, informal on-the-job training Provided to team members when there is a need

Team-Building Activities Specific functions or actions taken to develop a mature, productive team Activities can be: Formal or informal Brief or extended Conducted by the project manager or a facilitator

Co-location Positioning team members in the same physical location: Makes communication easier Enhance team performance Improves team spirit Both small and large projects benefit from co-location

Rewards and Recognition Systems A formal system used to reinforce performance or behavior Helps in motivating the team to perform well Rewards include: Monetary gifts Additional vacation time or other perks Company plaques or trophies Gifts

Develop Project Team Outputs Team performance assessments Enterprise environmental factors updates

Guidelines to Develop a Team Recognize the project team’s current stage of development. During the forming stage, conduct activities that will help the team get to know one another. During the storming stage, use conflict management approaches to help the team work through problems. In the norming stage, concentrate on issues of project performance. In the performing stage, provide recognition for team performance. In the adjourning stage, team members complete project work and shift to the next project or assigned task. Develop and implement a formal reward and recognition system. Consider co-location to enhance the team’s ability to perform as a team and improve communication. Provide appropriate training and coaching.

Manage a Project Team A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, p. 280

The Manage Project Team Process A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, p. 279

Manage Project Team Inputs Human resource management plan Project staff assignments Team performance assessments Issue log Work performance reports Organizational process assets

Manage Project Team Tools and Techniques Observation and conversation Project performance appraisals Conflict management Interpersonal skills

Causes of Conflict Competition Differences in objectives, values, and perceptions Disagreements about role requirements, work activities, and individual approaches Communication breakdowns

Conflict Management Application of one or more strategies to deal with disagreements Effective conflict management leads to improved understanding, performance, and productivity Ineffective conflict management leads to: Destructive behavior Animosity Poor performance Reduced productivity Use various conflict resolution methods

Performance Appraisal Tasks Comparing performance to goals Reclarifying roles and responsibilities Delivering positive as well as negative feedback Discovering unknown or unresolved issues Creating and monitoring individual training plans Establishing future goals

Manage Project Team Outputs Change requests Project management plan updates Project documents updates Enterprise environmental factors updates Organizational process assets updates

Guidelines to Manage a Project Team Establish good communication among team members, internally and externally. Monitor performance of team members on an ongoing basis. Manage conflict. Establish an issues log to track and assign project issues.

Manage Communications A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, p. 298

The Manage Communications Process A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, p. 297

Manage Communications Inputs Communications management plan Work performance reports Enterprise environmental factors Organizational process assets

Manage Communications Tools and Techniques Communication technology Communication models Communication methods Information management systems Performance reporting

Manage Communications Outputs Project communications Project management plan updates Project documents updates Organizational process assets updates

Guidelines to Manage Project Communications Create and distribute requests for project information. Use effective communication skills to exchange information. Use an information retrieval system to provide stakeholders access to project information. Select the appropriate information distribution method for distributing project information. Monitor the communications system for feedback to make sure that messages are getting through as planned.

Conduct Procurements A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, p. 372

The Conduct Procurements Process A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, p. 371

Conduct Procurements Inputs Procurement management plan Procurement documents Source selection criteria Seller proposals Project documents Make-or-buy decisions Procurement statement of work Organizational process assets

Conduct Procurements Tools and Techniques Bidder conference Proposal evaluation techniques Independent estimates Expert judgment Advertising Analytical techniques Procurement negotiations

Weighting Systems The method for quantifying qualitative data to minimize the influence of personal bias on source selection. Assign numerical weights to evaluation criteria.

Procurement Negotiations The process of bargaining to come to a mutual agreement regarding the terms and conditions of a contract. Stages include: Introduction Probing Bargaining Closure Agreements

Conduct Procurements Outputs Selected sellers Agreements Resource calendars Change requests Project management plan updates Project documents updates

Qualified Sellers Sellers who are qualified to deliver products, services, or results based on the procurement requirements identified for a project List of qualified sellers can be obtained from historical information about different sellers If the required resources are new to the organization, some research should be done in collaboration with the purchasing department

Guidelines to Conduct Procurements Gather and review all of your procurement documents for accuracy and completeness. If necessary, obtain or develop a qualified sellers list. Determine how and from whom you will request seller responses. If necessary, hold a bidder conference to allow prospective sellers to ask questions and get clarification about the deliverables and the requirements for preparing their responses. Send the request for seller responses to the identified prospective sellers. The type of request sent to prospective sellers is dependent on the procurement criteria set for the project. The types of request sent to obtain responses include: Request for Bid (RFB) and Request for Proposal (RFP).

Guidelines to Determine Project Sellers Assign a numerical weighting factor to each evaluation criterion or category of criteria based on its relative importance to the success of the project. Develop or obtain a rating scale for scoring the criteria. Score each prospective seller on each criterion by using the rating scale. Multiply the seller’s score by the weighting factor for each criterion or sum of the criteria in a category. Add the final scores. Select the seller with the highest score. If necessary, negotiate with the seller on the terms and conditions of the contract. It is a good idea to identify the seller who would be your second choice in case negotiations fall through with your first choice.

Manage Stakeholder Engagement A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, p. 405

The Manage Stakeholder Engagement Process A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, p. 404

Manage Stakeholder Engagement Inputs Stakeholder management plan Communications management plan Change log Organizational process assets

Manage Stakeholder Engagement Tools and Techniques Communication methods Interpersonal skills Management skills

Manage Stakeholder Engagement Outputs Issue log Change requests Project management plan updates Project documents updates Organizational process assets updates

Guidelines to Manage Stakeholder Engagement Follow the communication plan and periodically obtain stakeholder feedback to make any required adjustments to the plan. Assess body language to determine if the stakeholder is pleased or not with the project’s progress. Utilize video/web conferencing, webinars, desktop sharing, net meeting, and video chat can be useful substitutes if available to the project team. Be flexible in communications for the project sponsor or other members of senior management. Use an issue log to assign, track, and resolve open issues that are of interest to stakeholders. Process and update change requests reflecting changes in project staffing. Take corrective action as needed to bring project performance in line with customer expectations. Document lessons learned to reflect the causes of issues and changes made to rectify them.

Reflective Questions What aspects of executing the project plan have you found to be the most challenging? Why? What tools and techniques will you use to more effectively execute projects in the future?