Integration Managment . 4.3 Direct and Manage Project Execution

Quick link Integration Management  Process :

4.1 Develop Project Charter
4.2 Develop Project Management Plan
4.3 Direct and Manage Project execution
4.4 Monitor and  Control Project  work
4.5 Perform integrated Change Control
4.6 Close Project or Phase

 4.3 Direct and Manage Project Execution

This process involves performing the work identified in the project management plan. Some of the activities are the responsibility of the project manager and other activities belong to various team members. Also, work performance information describing the actual status of required deliverables is collected and fed into the performance reporting process. The many actions performed during execution of the project management plan include the following:

·         Perform activities to meet project objectives

·         Acquire staff and manage the project team

·         Obtain and manage other resources(materials, equipment, facilities and so on)

·         Obtain quotations, bids and proposals as needed

·         Manage risks

·         Manage sellers (contractors)

·         Generate project data for status reports and forecasts

·         Conduct change control and implement approved changes

o   Corrective action

o   Preventive action

o   Defect repair

·         Establish and manage project communication channels

·         Collect and document lessons learned

Direct and Manage Project Execution
Inputs	Tools	Outputs
1.      Project management plan 2.      Approved change requests 3.      Enterprise environment factors 4.      Organizational process assets	1.      Expert judgment 2.      Project management information system	1.      Deliverables 2.      Work performance information 3.      Change requests 4.      Project management plan updates 5.      Project document updates

 

Four Key Inputs for Direct and Manage Project Execution:

1. Project Management Plan: As stated previously, the project management plan provides the foundation for executing the work of the project.

2. Approved Change Requests:  Changes that have been authorized and documented. Such changes usually expand or reduce the project scope and require the team to manage the implementation of the change.

3. Enterprise Environment Factors: Specific environment factors that may influence this process include:

·         Project management information systems

·         Organizational or customer structure and culture

·         Infrastructure (existing facilities and equipment )

·         Personnel administration (hiring, firing, performance reviews)

·         Stakeholder risk tolerance

4. Organization Process Assets: Described earlier, the specific organizational process assets that may affect execution of the project management plan include:

·         Standardized guidelines and work instructions

·         Communication requirements

·         Issue and defect management procedures (how to…)

·         Issue and defect management database (historical data)

·         Process measurement database (collect data on processes and products)

·         Project files from past project (historical information) and lessons learned knowledge base

·         Configuration management knowledge base (official company standards for project documents)

 Two Key Tools for Direct and Manage Project Execution

1. Expert Judgment: Expertise provided by the project manager and the team while executing the project management plan.

2. Project Management Information System: Provides access to automated information tools such as scheduling software, information distribution systems and configuration management systems.

 

Five Key Outputs for Direct and Manage Project Execution:

1. Deliverable: Any unique, verifiable product, result or capability that must be completed as part of the project management plan.

2. Work Performance Information: Information on the actual status of planned work. The information is collected as part of performance reporting and includes such items as:

·         Status of deliverable

·         Schedule progress

·         Costs incurred

3. Change Requests: When issues arise during a project, change requests are used to modify procedures, scope, cost, schedule or quality. These changes may lead to the use of corrective actions, preventive actions, defect repairs or various updates. Change requests may be optional or come from a mandatory legal requirement. They may originate from an external or an internal source.

For the example, be aware of possible “situational” questions that could involve various parties (functional manager, senior manager or customer) wanting to make a change to the project. In all cases, the appropriate first response is to evaluate the impact of the change and then meet with the team to discuss alternatives. Common incorrect choices often involve meeting first with management or the customer.

4. Project Management Plan Updates: Important elements of the project management plan may be updated, often in response to approved changes, at any following parts of the plan:

·         Requirement management plan

·         Schedule management plan

·         Cost management plan

·         Quality management plan

·         Human management plan

·         Communications management plan

·         Risk management plan

·         Procurement management plan

·         Project baseline (cost, schedule, scope, quality and so on)

5. Project Document Updates: May include the following:

·         Requirements documents

·         Project logs (issue, defects, assumptions etc.)

·         Risk register

·         Stakeholder register