Introduction to Project

Management

Chapter 11
Managing Project Execution

Information Systems Project Management: A Process and Team Approach, 1e

Fuller/Valacich/George

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 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

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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
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 Project Execution Processes
• Direct and manage project execution
• Perform quality assurance
• Acquire project team
• Develop project team
• Information distribution
• Request seller responses
• Select sellers

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Execution Process Relationships

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 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

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 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)

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 Acquire and Develop
Project Team
• Acquisition of team members

• Strategies/actions to improve individual and

group competencies and interactions

(Human Resource Management)

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 Information Distribution
• Providing stakeholders appropriate information
on a timely basis

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 Request Seller Responses
and Select Sellers
• Submission of proposals by vendors for
specified project plan activities

• Evaluation and selection of vendor bids

(Project Procurement)

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 PMBOK Required Inputs, Tools and
Techniques Used, and Resulting Outputs
of Project Plan Execution

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 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

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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

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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

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 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

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 Project Plan Execution – Outputs
• Deliverables
• Requested changes
• Implemented change requests
• Implemented corrective actions
• Implemented preventive actions
• Implemented defect repair
• Work performance information

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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
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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

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 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
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Monitoring Progress &
Managing Change
Project Schedule Calendar

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Original Project Network Diagram

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Revised Schedule

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 Project Execution Activities
• Hold kickoff meeting

• Establish and manage channels of

communication

• Manage procurement activities

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 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
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 Common Systems Development
Project Problems
People-Related Process-Related Product-Related Technology-

Related

Weak personnel Insufficient Feature creep Silver-bullet

planning syndrome

Adding people to a Overly optimistic Requirements gold- Overestimated

project late schedules plating savings from new

tools or methods

Unrealistic Planning to catch up

expectations later

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 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

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Communication for Project
Management

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 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 forPrentice
© 2008 review,Hall audit or lessons learned 11-28
Web-Based Project Management
Tools

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Questions?

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