1 © The Delos Partnership 2004 Project Management Executing the Project

2 © The Delos Partnership 2004 Executing The Project At the end of this session you will have an understanding of the following:- Status Reporting Issue Management Technical Change Management Knowledge Management Project Mgrs Responsibilities

3 © The Delos Partnership 2004 PMI® Executing Processes 4.2 Project Plan Execution4.2 Execution N.B. All numbering refers to the PMI® Project Management Body of Knowledge (PMBOK) Knowledge Areas

4 © The Delos Partnership 2004  Work Authorisation to Perform activities in plan  For all issues, complete an issue report, including:  Issue description  Project impact  Proposed resolution  Develop mitigating approach and contingency plan for risks  Review and approve resolution  Assess change  Develop team skills / knowledge  Communicate for commitment  Manage 3rd party relationships  Manage Knowledge InputOutput Process Maintained Project Work plan  Work Results Status Reports Change Requests Issues Risks Changes Project Plan Execution

© The Delos Partnership 2004 Status Reporting Communicate status and expectations to the Programme/ Project Office and therefore Management Inform team members and other Project Managers Communicate changes, issues, variances Facilitate coordination across the programme Share good news (as well as bad) Demonstrate that you are in control Why report project status?

© The Delos Partnership 2004 Synthesise Issues Progress Achieved Risks Activities Planned Status Report Make reports comprehensive Status Reporting (contd) Time / Effort

7 © The Delos Partnership 2004 Report Project Status Guiding Principles Be careful what you ask for -- if you are only concerned with task starts and completions, you will very likely get tasks that start and finish on time… but possibly at the expense of quality. If you ask for information, use it. Make sure your reporting periods are realistic. Be creative in designing your reports. Make use of exception reporting.

8 © The Delos Partnership 2004 An ISSUE is anything that is CURRENTLY or will SHORTLY affect the progress of a project or its ability to produce its stated deliverables, and about which no agreement has yet been reached. As the Project Manager you own the issues and must address them early and drive them to resolution Issue Management For example: Limited availability of resources Problems with technology Ambiguous business requirements

© The Delos Partnership 2004 Issue Management (contd) Are issues being raised? Are the issues raised being rated appropriately? Are issues being assigned to appropriate people for resolution? Do all accepted issues have a reasonable resolution due date? Are any resolution due dates about to be missed? Are there any concerns with implementing the approved resolutions? Are there any issues you need to raise now before they become a change request?

10 © The Delos Partnership 2004 Knowledge should be centrally managed A repository should be developed for all the information gathered and produced over the life of the programme. Its purpose is to ensure that all information is: Readily accessible; Consistently presented; Protected from damage or loss; Coordinated and reused; Status Reports Correspondence Budgets Deliverables Project Plans Project Charters Working Papers Contracts Timesheets Expense Records Knowledge Management

11 © The Delos Partnership 2004 What are we trying to avoid? Lost Information Duplicated Information Inconsistent Information Wasted Effort Lost Time Knowledge Management

12 © The Delos Partnership 2004 Manage changes to: Technical Change Management Scope:more; less; different Time: elapsed; actual effort Approach: sign-off/consultation; prototype/big bang Resource:team size; skill set Cost:budget

13 © The Delos Partnership 2004 Technical Change Management Complete change request form –Description of proposed change –Benefits of change –Implications of not making the change Log change request Assign change request and due date Investigate request and determine resolution Review resolution Approve resolution Update budget, scope and work plan Communicate

14 © The Delos Partnership 2004 Assess Change Guiding Principles Shift happens - the project world is dynamic Set a tolerance level - determine the amount of change you can safely accept without formal user approval. When you exceed your tolerance level, use the formal change request process Manage expectations as well as scope.

15 © The Delos Partnership 2004 Periodically (weekly) assess and report the following project status: – Schedule -- planned, current & forecast; – Budget -- planned, current & forecast; – Issues -- number, progress & age; – Risk -- severity, likelihood & strategy; – Deliverable -- completeness, quality; – Change Request -- number, progress, impact Executing the Project Key Project Manager Activities

16 © The Delos Partnership 2004 Identify variations in agreed project scope (deliverable, functional, organisational, etc) Analyse impact on project schedule, resource requirements and budget; Revise project schedule, budget and resource plan if change accepted; Executing the Project Key Project Manager Activities

17 © The Delos Partnership 2004 The PMI® Project Management Life Cycle Initiating Processes Initiating Processes Planning Processes Planning Processes Controlling Processes Controlling Processes Closing Processes Closing Processes Executing Processes Executing Processes