1. MGT 461 Lecture #27 Project Execution and Control
Ghazala Amin 1

2. Project Management Processes
PM processes are divided into five phases or process groups
Initiating
Processes
Planning
Processes
Controlling
Processes
Executing
Processes
Closing
Processes
Professional Responsibility

3. Project Implementation
Project Implementation (or Execution) follows up on the phases of project planning and initiation.
Project Implementation integrates human resources and other project resource inputs (financial, physical, informational etc.) to carry out the project management plan which is the main deliverable of project planning phase. 3

4. Project Implementation
In the project implementation phase, usually the bulk of project resources and time are utilized on the activities required in order to produce project deliverables.
Project implementation does not always proceed smoothly accor-ding to the project management plan! Many issues and complications can arise which need to be effectively addressed in order for the project to be undertaken successfully. 4

5. Project Plan Execution and Control
The primary process for carrying out the project plan.
The processes and actions to monitor execution of project plan.
Project Manager must integrate and manage multiple processes
at any time during the project life cycle.

6. Project Monitoring and Control
The purpose of Project Monitoring and Control is to;
monitor and understand project progress
so that corrective actions can be taken
when project’s performance deviates from the project plan.
Majority of Project Resources and cost is spent to effectively execute and implement the project activities.

7. When Project Monitoring and Control is not done well….
Lots of time is spent in meetings trying to discover project status rather than reporting on it.
Data needed for management decisions is unavailable when needed.
Actions that should have been taken early on are not identifies until it is too late.
by Carnegie Mellon University Introduction tpo CMMI V 1.1

8. When Project Monitoring and Control is not done well….
Why Should we care? Because
If you do not know what is going on, corrective actions cannot be taken early when it is least expensive.
Lack of management insight and oversight makes project results highly unpredictable, even later in the project.
If your confidence in the status you give to your customer is low, they probably perceive it.
by Carnegie Mellon University Introduction tpo CMMI V 1.1

9. Project Monitoring and Control Goals
Monitor Project against the Plan
Actual performance and progress of the project are monitored against the project plan.
Manage Corrective action to Closure
Corrective actions are managed to closure when the project’s performance or results deviate significantly from the plan..
by Carnegie Mellon University Introduction tpo CMMI V 1.1

10. Project Monitoring and Control against the Project Plan
Analyze
Issues
Identify
Project Risks
Plan for
Project
Resources
Establish the
Budget
and Schedule
Plan for Data
Management
Corrective
Actions
Project Plan
Plan
Stakeholder
Involvement
Establish the
Project Plan
Plan for
Needed
knowledge
And skills
Manage
Corrective
Actions
by Carnegie Mellon University Introduction tpo CMMI V 1.1
Project Plan

11. Project Monitoring and Control Goals
Examples used for Project Monitoring and Control include but is not limited to;
Number of open and closed corrective actions
Project milestone dates
Number and types of reviews performed
Review schedule
by Carnegie Mellon University Introduction tpo CMMI V 1.1

12. Common Issues in Project Implementation
Stakeholders
Risks
Change Management
Monitoring, Evaluation, Control
Costs (actual > budgeted)
Time (actual > allocated)
Resource Availability
Performance
Conflicts
Quality Issues
Ethics
External Considerations
Projects can be very complex undertakings and their implementation may be influenced to a substan-tive degree by a number of diverse considerations.
Implementing projects has a lot to do with effectively managing complexity. This complexity changes in the course of a project‘s imple-mentation. 12

13. Project Team Performance – The Drivers
Clear project plans and objectives
Good interpersonal relations and shared values
Good project leadership and credibility
Professional growth potential
Professionally interesting and stimulating work
Project visibility and high priority
Proper technical direction and team leadership
Qualified, competent team personnel
Recognition of sense of accomplishment
Management involvement and support 13

14. Project Team Performance – The Barriers
Communication problems
Conflict among team members or between team and support organizations
Different outlooks, objectives and priorities perceived by team members
Poor qualification of team or project leader
Poor trust, respect and credibility of team leader
Insufficient resources
Insufficient rewards
Lack of project challenge and interest
Lack of senior management support, interest and involvement
Lack of team definition, role conflict and confusion
Lack of team member commitment 14

15. Effective Team Management – Some Recommendations
Negotiate the work assignment
Communicate organizational goals and objectives
Plan the project effectively
Staff and organize the project team
Define the project organization, interfaces and reporting relations
Build a high-performance image 15

16. Effective Team Management – Some Recommendations
Define work process and team structure
Build enthusiasm and excitement
Ensure senior management support
Define effective communication channels and methods
Build commitment
Conduct team-building sessions 16

17. Effective Team Management – Some Recommendations
Ensure project leadership
Create proper rewards systems
Manage conflict and problems
Ensure personal drive and involvement 17