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ITPM Tutorial 9

This document provides an overview of project integration management and project quality management processes. It discusses executing tasks and outputs for these two knowledge areas, including directing and managing project execution to produce requested changes and deliverables, as well as performing quality assurance to produce recommended corrective actions and an updated project management plan. Typical problems during project execution like unreliable suppliers or lack of cooperation are also outlined. Quality assurance and benchmarking are defined, with polytechnic benchmarks including entry criteria, available courses, resources, and facilities.

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Mark Christian Klass
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Download as DOCX, PDF, TXT or read online on Scribd
234 views

ITPM Tutorial 9

This document provides an overview of project integration management and project quality management processes. It discusses executing tasks and outputs for these two knowledge areas, including directing and managing project execution to produce requested changes and deliverables, as well as performing quality assurance to produce recommended corrective actions and an updated project management plan. Typical problems during project execution like unreliable suppliers or lack of cooperation are also outlined. Quality assurance and benchmarking are defined, with polytechnic benchmarks including entry criteria, available courses, resources, and facilities.

Uploaded by

Mark Christian Klass
Copyright
© Attribution Non-Commercial (BY-NC)
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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AY11/12 April Semester

IT Project Management
Tutorial 9: Executing Processes – Project Integration Management

Project Quality Management

Objectives:

 Describe project integration management executing tasks and outputs


 Explain project quality management executing tasks and outputs

Students are encouraged to prepare their draft answer before class, as this will help them to discuss
the questions and answers during the tutorial session.

1. Using the template below, describe the key executing processes and outputs of
these processes for the project management knowledge areas indicated.

KNOWLEDGE AREA EXECUTING OUTPUT

Project Integration Direct and Manage  Requested Changes


Management Project Execution  Deliverables

Project Quality Perform Quality  Recommended Corrective Actions


Management Assurance  Updated Project Management Plan

2. Describe the practices that should be followed in directing and managing project
execution. Why are deliverables such an important output of project execution? What are
some of the typical problems that project teams face during project execution?

Coordinate planning and execution, develop and use soft skills, provide a supportive organizational
culture, break the rules when required, capitalize on knowledge, use project execution tools and
techniques.

Deliverables are important stakeholders often focus on receiving deliverables, especially products
and services created, since these are more tangible.

Typical problems faced during project execution include:

 Project sponsor and managers are not supportive of the project.


 Important people are not involved in the project.
 The scope is done badly.
 Time and cost estimations are not accurate.

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AY11/12 April Semester

 Suppliers are unreliable.


 The people in the team do not cooperate well.

3. What is quality assurance and how does it affect project execution? What is benchmarking
and how can benchmarks assist in performing quality assurance? Describe typical
benchmarks associated with a polytechnic.

Quality assurance includes activities related to making sure the project meets the quality standards
set for the project. It affects project execution by forcing the team to work well instead of just
rushing through.

Benchmarking is the act of comparing specific products to others either within or outside of the
organization in question.

Benchmarks associated with a polytechnic are:

 Criteria of entry.
 Available Courses.
 Resources.
 Facilities.

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