1. 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

2. 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

3. 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

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

5. 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.

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

7. 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

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

9. 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

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

11. 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.

12. 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

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

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

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

16. 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

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

18. 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

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

20. 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

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

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

23. 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

24. Criteria Types Availability Cost Experience Ability Knowledge Skills
Attitude
International factors

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

26. 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.

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

28. 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

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

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

31. 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

32. 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

33. 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

34. 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

35. Develop Project Team Outputs
Team performance assessments
Enterprise environmental factors updates

36. 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.

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

38. 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

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

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

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

42. 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

43. 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

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

45. 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.

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

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

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

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

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

51. 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.

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

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

54. 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

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

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

57. 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

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

59. 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

60. 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).

61. 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.

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

63. 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

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

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

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

67. 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.

68. 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?