Project Execution - PM Elements

Introduction
Initial Release 1.0
Date: January 1997

What Happens During Once a project in the execution phase, a project team and the necessary
Project Execution? resources should be in place ready to perform the project activities, and the
project plan should have been developed and baselined.

The project team, and specifically the project manager’s focus, now shift from
discovery to participating, observing, and analyzing that what was said would
be done, is being done. This is graphically presented below.

Project Execution

Baseline Plan
Established

Update to
Baseline Done Project is
as Needed Executed

Change Control,
Risk Management Project is Tracked,
and Issue Monitored, and
Identification Done Reviewed

The critical elements for the project management team are to:
• Track and monitor project activities to measure actual performance
to planned performance.
• Review and communicate status and future actions on both a
formal and informal basis.
• Monitor and mitigate potential risks, thus reducing their likelihood
of occurrence
• Establish a change management process to control changes to the
project’s objectives, specifications and overall definition.
• Establish an issue tracking process to ensure that there is a central
repository for project issues that are addressed in a timely fashion.
• Have in place a corrective action process to document and track
plans to correct an issue that impacts the stated plan and to
establish guidelines for re-planning.

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 Project Execution - PM Elements
Introduction
Initial Release 1.0
Date: January 1997

Relationship to the The planning processes discussed in the Project Planning section of this
Planning Process document, were conducted to ensure successful implementation of project
activities. The planning process includes a group of related methods and
techniques that provides the basis of defining a detailed list of activities that are
to be completed, and how the work will get done, by whom, when, and for how
much. In summary, the project plan development provides the specifics of:

• WHAT (Objective, scope, and statement of work)

• WHAT-IF (Contingency Plans)
• HOW (Development approach, work breakdown, processes and
procedures)
• WHO (Project organization and resource schedule)
• WHEN (Schedule and milestones)
• WHERE (Facilities required)

The planning process is graphically presented on the next page.

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 Project Execution - PM Elements
Introduction
Initial Release 1.0
Date: January 1997

Overview of Planning Process

State of California
Problem Statement

Project Structure

Phase/Act/Task Deliverables

Phase/Act/Task Del Estim

Activity Network Schedule Resource

Approval

DOC
ATP

Project Control Process

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 Project Execution - PM Elements
Introduction
Initial Release 1.0
Date: January 1997

Project Control The project plan serves as the basis for the project's monitoring, controlling, and
Process reporting activities. By following the plan and gathering relevant data for the
status meetings and reports, information will be available to accurately identify
issues and problems early, minimize project risks, and monitor, control, and
report progress.

Once a project has been baselined and the project starts, then it needs to be
directed. This next series of documents deals with the “control” of the project
after it has begun. This involves processes that need to be in place to ensure
that the project progresses according to plan. During tracking, monitoring, and
reviewing, the project team collects data to assess the current state of the
project. These activities include:
• Review the completed activities.
• Identify milestones reached.
• Identify problems or issues.
• Update project schedule and progress information.
• Update budget and variances.

Additional project controls are taken, as needed, following an assessment of

actual to planned execution. Project controls include:
• Addressing issues.
• Reviewing change requests and making recommendations.
• Preparing action plans.
• Rescheduling.
• Reallocating resources.
• Adding resources and/or equipment.

The next figure presents a graphic view of the project control process.

Project Control Process

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 Project Execution - PM Elements
Introduction
Initial Release 1.0
Date: January 1997

Process Planning

Activity Network
State of California
Project Resources
Schedule

Plan

Issue Items
Action Items
Actuals Status Reports
Tasks Plan Rev Var

Updates

Activity Network
Resources Variances
Schedule
Tasks Plan Rev Act Var

Change and
Project Risk Corrective
Issue
Meetings Monitoring Action
Management

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 Project Execution - PM Elements
Introduction
Initial Release 1.0
Date: January 1997

Preventing Problems Projects fail due to inattention to basic control principles. Too many times the
is a Better Course project team is busy getting on with “completing the project” and not spending
the time and energy to anticipate problems. Then, once a problem is suspected,
than Fixing Them the team acts too slowly to resolve the root of the problem.

The reason for these project management methods is to “prevent” project

development problems. Preventing problems is far easier and less costly than
solving them, and the best way to locate a problem is to always be looking for
it. For example, frequent and unchecked changes to the requirements
specifications are a known leading source for design problems. Listed below
are some potential problems that may arise.
• Lack of good data on activity progress.
• Inadequate definition of requirements.
• Frequent and uncontrolled changes to the baselined
requirements.
• Poor time and cost estimates.
• Difficulties in concluding the project because of lack of
completion criteria.
• Frequent replacement of development personnel.
• Inadequate tracking and directing of project activities.
Once a project has started, one of the most common problems is that the project
manager, and possibly the full project team, is unaware of the existence of a
major problem at a stage when it could be contained and corrected. This can be
resolved by the consistent sharing of information and taking action based on
that information.

Which Projects Need The tracking, monitoring, and reviewing processes apply in varying degrees to
all projects: small, medium or large. As in all the sections of this document,
Control? caution should be taken not to use the processes as a “recipe,” but to analyze the
specific project and develop management structures that best meet the needs of
the project. These are suggested guidelines that should be tailored to the
specific project and state organization.

References: Many of the referenced status reports and other documents discussed in the next
series of sections are provided for use in Appendix B: Templates & Sample
Forms.

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