© 2008 Prentice Hall11-1 Introduction to Project Management Chapter 11 Managing Project Execution Information Systems Project Management: A Process and Team Approach, 1e Fuller/Valacich/George

© 2008 Prentice Hall11-2 Project Execution The phase of a project in which work towards direct achievement of the project’s objectives and the production of the project’s deliverables occurs – the execution of the project plan

© 2008 Prentice Hall11-3 A Component of PMBOK’s Project Integration Management 1.Develop project charter 2.Develop preliminary project scope statement 3.Develop project management plan 4.Direct and manage project execution 5.Monitor and control project work 6.Integrated change control 7.Close project

© 2008 Prentice Hall11-4 Project Execution Processes Direct and manage project execution Perform quality assurance Acquire project team Develop project team Information distribution Request seller responses Select sellers

© 2008 Prentice Hall11-5 Execution Process Relationships

© 2008 Prentice Hall11-6 Direct And Manage Project Execution Managing the technical and organizational processes and interfaces that are necessary for completing the project work specified in the project management plan

© 2008 Prentice Hall11-7 Perform Quality Assurance Evaluating project progress on a regular basis in order to determine if the project will satisfy established quality standards (Project Quality Management)

© 2008 Prentice Hall11-8 Acquire and Develop Project Team Acquisition of team members Strategies/actions to improve individual and group competencies and interactions (Human Resource Management)

© 2008 Prentice Hall11-9 Information Distribution Providing stakeholders appropriate information on a timely basis

© 2008 Prentice Hall11-10 Request Seller Responses and Select Sellers Submission of proposals by vendors for specified project plan activities Evaluation and selection of vendor bids (Project Procurement)

© 2008 Prentice Hall11-11 PMBOK Required Inputs, Tools and Techniques Used, and Resulting Outputs of Project Plan Execution

© 2008 Prentice Hall11-12 Project Plan Execution – Inputs Project management plan Approved corrective actions Approved preventive actions Approved change requests Approved defect repair Validated defect repair Administrative closure procedure

© 2008 Prentice Hall11-13 Project Plan Execution - Inputs (cont.) Approved corrective actions –Authorized actions to bring the project performance back in line with the project plan Approved preventive actions –Authorized actions to minimize the probability of negative consequences associated with project risks Approved change requests –Documented and authorized changes to project scope

© 2008 Prentice Hall11-14 Project Plan Execution – Inputs (cont.) Approved defect repair –Authorized actions to correct defects found during audits Validated defect repair –Notification of either approved or denied repair actions Administrative closure procedure –Procedures to officially close the project

© 2008 Prentice Hall11-15 Project Plan Execution – Tools & Techniques Project management methodology –Specific procedures and processes to be used in executing the project management plan Project management information system –Any tools that assist the project team to perform the specified work in the project plan

© 2008 Prentice Hall11-16 Project Plan Execution – Outputs Deliverables Requested changes Implemented change requests Implemented corrective actions Implemented preventive actions Implemented defect repair Work performance information

© 2008 Prentice Hall11-17 Project Plan Execution – Outputs (cont.) Deliverables –Projects and/or services specified in the project plan necessary to make or provide in order for the project to be completed Requested changes –Approved change requests that are implemented to reflect modifications to the project plan Implemented change requests –Successfully implemented change requests Implemented corrective actions –Successfully implemented corrective actions

© 2008 Prentice Hall11-18 Project Plan Execution – Outputs (cont.) Implemented preventive actions –Successfully implemented preventive actions Implemented defect repair –Successfully implemented defect repairs Work performance information –Information that reflects the current status of project plan activities

© 2008 Prentice Hall11-19 Project Manager’s Simultaneous Monitoring & Managing Actions Monitoring –Allocating and distributing work to team members at the right time while also managing task dependencies –Updating progress of each task –Determining consequences and predicting their effects on future tasks and milestones Managing –Managing changing team membership –Managing role of third parties, like vendors and suppliers –Enforcing ownership of tasks

© 2008 Prentice Hall11-20 Monitoring Progress & Managing Change Project Schedule Calendar

© 2008 Prentice Hall11-21 Original Project Network Diagram

© 2008 Prentice Hall11-22 Revised Schedule

© 2008 Prentice Hall11-23 Project Execution Activities Hold kickoff meeting Establish and manage channels of communication Manage procurement activities

© 2008 Prentice Hall11-24 Potential Execution Problems Lack of good data on activity progress Inadequate definition of requirements Frequent and uncontrolled changes to the baseline requirements Poor time and cost estimates Difficulties in concluding the project because of a lack of completion criteria Frequent replacement of developmental personnel Inadequate tracking and directing of project activities

© 2008 Prentice Hall11-25 Common Systems Development Project Problems

© 2008 Prentice Hall11-26 Managing Change Project changes –Change request processes must be in place –Not all accepted –Accepted changes can affect schedule/ budget and deliverable Team changes –Project members will come and go –Plan for member turnover

© 2008 Prentice Hall11-27 Communication for Project Management

© 2008 Prentice Hall11-28 Communication and Documentation Meetings –Topics drift; lack of contribution by member; attitude of “let me get back to my real work”; or are they organized, focused, well-executed? Written reports –Scheduled, accurate, up-to-date information Project management information systems –Provides current project status information Electronic communication –Flexible, virtual Web-based solutions –Increase accessibility and related information Documentation –Provides a record of event for review, audit or lessons learned

© 2008 Prentice Hall11-29 Web-Based Project Management Tools

© 2008 Prentice Hall11-30 Questions?