Chapter 7:

Executing Projects

Note: See the text itself for full citations. Text website is www.intropm.com.
Learning Objectives
 List the processes and outputs of project execution

 Discuss what is involved in directing and managing project

work and managing project knowledge as part of project
integration management

 Explain the importance of creating quality reports, test and

evaluation documents, and change requests as part of quality
assurance

Copyright 2017 Kathy Schwalbe LLC 2

Learning Objectives (continued)
 Describe the executing processes performed as part of resource
management
 Describe the process of managing stakeholder engagement
 Understand the process of implementing risk responses
 Explain the process of conducting procurements and the need to
effectively select sellers and create agreements

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Introduction
 Project execution is the most noticed process group
 Research shows that without a doubt, the main reason

CEOs (Chief executive officers) failed was poor

execution; the same is true for project managers
 Recall that, in general, the majority of a project’s time and

budget is spent on project execution

 Many of the deliverables and outputs created in the other

process groups are fairly similar from project to project,

but no two projects are ever executed in the exact same
way.

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Figure 7-1. Executing Processes and Outputs
KNOWLEDGE AREA EXECUTING PROCESS OUTPUTS
Project integration Direct and manage project work Deliverables
management   Work performance data
  Issue log
  Change requests
  Project management plan updates
  Project documents updates
Manage project knowledge Organizational process assets updates
Lessons learned register
Project management plan updates
Organizational process assets updates

Project quality Manage quality Quality report

management Test and evaluation documents
Change requests
Project management plan updates
Project documents updates
Project resource Acquire resources Physical resource assignments
management   Project team assignments
  Resource calendars
  Change requests
  Project management plan updates
  Project documents updates
  Enterprise environmental factors updates
  Organizational process assets updates
  Team performance assessments
Develop team Change requests
  Project management plan updates
  Project documents updates
  Enterprise environmental factors updates
  Organizational process assets updates
Manage team Change requests
Project management plan updates
Project documents updates
Enterprise environmental factors updates

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Figure 7-1. Executing Processes and
Outputs (continued)
KNOWLEDGE AREA EXECUTING PROCESS OUTPUTS
Project communications Manage Project communications
management communications Project management plan updates
Project documents updates
Organizational process assets updates

Project risk Implement risk Change requests

management responses Project documents updates

Project procurement Conduct procurements Selected sellers

management Agreements
Change requests
Project management plan updates
Project documents updates
Organizational process assets updates

Project stakeholder Manage stakeholder Change requests

management engagement Project management plan updates
Project documents updates
Organizational process assets updates

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Project Integration Management
 To direct and manage project stakeholders, project
managers can follow several important practices:
◦ Coordinate planning and execution
◦ Develop and use soft skills
◦ Provide a supportive organizational culture.
◦ Break the rules when needed
◦ Capitalize on product, business, and application area
knowledge
◦ Use project execution tools and techniques

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Copyright 2017 Kathy Schwalbe LLC 8
Deliverables
 Most project sponsors would say that the most
important output of any project is its deliverables
 For the Just-In-Time Training project at Global
Construction, key deliverables include:
◦ Training materials and courses (instructor-led, Web-based, and
CD-ROM)
◦ Deliverables related to developing and delivering those
training materials and courses, such as surveys, design
documents, prototypes, and meetings

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Copyright 2017 Kathy Schwalbe LLC 10
Work Performance Data
 During project execution, project managers must
collect, assess, and communicate work performance
data
 Many project managers, like Kristin, use the
“management by wandering around” (MBWA)
approach, meaning they informally observe and talk to
project team members, suppliers, and other
stakeholders as much as possible
 Kristin also used formal communications, such as
status reports, survey results, and course evaluations, to
address work performance on the project

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Figure 7-2. Sample Milestone Report for Reporting Work
Performance Data
A common way to summarize work performance information is by using a
milestone report

Milestone Date Status Responsible Issues/Comments

Researched 8/13 Complete Jamie Many basic courses available, but
existing training (replaced by not much advanced/tailored
Abner) training. ( Note: Replaced Jamie
with better candidate for project
after Jamie completed this task)

Presented supplier 8/24 Complete Kristin Great feedback. Many people

management stressed the need to have
training survey instructor-led training and
results to steering mentors for soft skills
committee development

Meetings with 9/21 In Kristin/ May need more time for

potential partners progress Contracting meetings

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Copyright 2017 Kathy Schwalbe LLC 13
Issue Logs
 An issue log helps to document, monitor, and track
issues that need to be resolved for effective work to
take place.
 An issue is a matter under question or dispute that

could impede project success.

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 Figure 7-3. Sample issue log
 
 
Impact on
Issue Project Date Reported Priority Comments/
Issue # Description Reported By Assigned To (H/M/L) Due Date Status Follow-up
Can severely
hurt project
because Jamie
is our supplier Working with
Key project management Jamie and
team member expert appropriate
is not working managers to find
1 out Aug 2 Kristin Kristin H Sep 2 Open a replacement
Delaying the
survey will
delay the
entire project
IT staff that is because it is a
performing critical task
survey is over Paid overtime
2 allocated Sep 26 Mohamed Kristin H Aug 5 Closed was approved
 
Etc.                

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Copyright 2017 Kathy Schwalbe LLC 16
Change Requests
 Often, a number of requests for changes emerge during
project execution

 It is important during project execution to formally and

informally request appropriate changes

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Figure 7-4. Sample Change Request
(partial)
Project Name: Just-In-Time Training Project
Date Request Submitted: September 22
Title of Change Request: Provide overtime to get survey results in time
Change Order Number: A200-17
Submitted by: Kristin Maur
Change Category:__Scope __Schedule _X_ Cost __Technology __Other
Description of change requested:
In order to avoid a schedule slip and have appropriate internal resources available, we are requesting the approval
of paid overtime for creating and distributing the survey for the supplier management course.
Events that made this change necessary or desirable:
The IT person assigned to our project has several other important projects on-hand. If these tasks are delayed, the
entire project will be delayed.
Justification for the change/why it is needed/desired to continue/complete the project:
We must send out and analyze the survey in a timely manner since we need the information to develop the first
supplier management course and select an appropriate supplier.
Impact of the proposed change on:
Scope: None Schedule: None Cost: $550
Staffing: One IT person will work 10 hours of paid overtime basis over a period of several weeks.
Risk: Low. This person suggested the paid overtime and has successfully worked overtime in the past.
Other: None
Suggested implementation if the change request is approved: Include the overtime pay in the normal paycheck.

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Copyright 2017 Kathy Schwalbe LLC 19
Managing Project Knowledge
 New process, main output is a lessons learned register
 Two types of knowledge:

1. Explicit knowledge: This type of knowledge can be easily explained

using words, pictures, or numbers and is easy to communicate, store,
and distribute. Examples include information found in text books and
encyclopedias as well as project documents and plans.
2. Tacit knowledge: Unlike explicit knowledge, tacit knowledge,
sometimes called informal knowledge, is difficult to express and is
highly personal. Examples include beliefs, insight, and experience. It
is often shared through conversations and interactions between
people. Many organizations set up programs like mentorships,
communities of practice, or workshops to assist in passing on tacit
knowledge.

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Lessons learned register
 A lessons learned register should document challenges,
problems, realized risks and opportunities, and other
contents to assists in knowledge management on
current and future projects.

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Figure 7-6. Sample Lessons Learned
Register
ID Date Owner Name Category Situation Recommendation
identified
01 9/22 Kristin Overtime Cost IT person was Don’t be afraid to
overbooked. suggest paid
Decided to pay overtime, even
overtime to finish though it’s not
survey work in used often at our
time and not delay organization.
project end date.

02 10/1 Kim Curriculum Tech-nology Kim was having Encourage people

blog trouble getting to be creative.
inputs on specific Allow use of
requirements for some of the
curriculum, so she budget for
set up a blog and incentives related
provided to producing that
incentives for deliverable.
inputs.

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Copyright 2017 Kathy Schwalbe LLC 23
Managing Quality
 Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
 Another goal of quality assurance is continual quality

improvement

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Quality Improvement Tools and
Techniques
 Benchmarking generates ideas for quality improvements by comparing
specific project practices or product characteristics to those of other
projects or products within or outside of the organization itself
 Quality audit is a structured review of specific quality management
activities that helps identify lessons learned, which could improve
performance on current or future projects
 Process analysis involves analyzing how a process operates and
determining improvements.
◦ Many organizations use lean, a system based on the Toyota Production System to
help improve results and efficiency by eliminating waste and reducing idle time and
non-value added activities.
◦ Kanban is a visual technique used to improve workflow.
◦ Cause-and-effect diagrams—also called fishbone diagrams (because their structure
resembles a fishbone) or Ishikawa diagrams (named after their founder)—can assist
in ensuring and improving quality by finding the root causes of quality problems

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Figure 7-7. Sample Kanban Board

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Figure 7-9. Sample Cause and Effect
Diagram

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Project Resource Management
 Effective use of resources is crucial to project execution.

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Acquiring Resources
 Project resources include both physical and human
resources
◦ Physical resources include equipment, supplies, and materials
◦ Human resources include the people required to perform the
project work
 After developing a staffing management plan during
project planning, project managers must work with
other managers in their organizations to assign
personnel to their project or to acquire additional
human resources needed to staff their project

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Resource Loading
 Resource loading refers to the amount of individual
resources an existing schedule requires during specific
time periods
 Helps project managers develop a general

understanding of the demands a project will make on

the organization’s resources and individual people’s
schedules
 Overallocation means more resources than are

available are assigned to perform work at a given time

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Figure 7-11. Sample Resource Histogram
Showing an Overallocated Individual

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Resource Leveling
 Resource leveling is a technique for resolving resource
conflicts by delaying tasks
 The main purpose of resource leveling is to create a

smoother distribution of resource usage and reduce

overallocation

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Figure 7-12. Resource Leveling Example

Schwalbe, Information Technology Project Management, Sixth Edition, 2010

Copyright 2017 Kathy Schwalbe LLC

Copyright 2017 Kathy Schwalbe LLC 34
Figure 7-13. Sample Physical Resource
Assignments
Physical Resource Date(s) Reserved Description

Classroom 1 1/12 Need this room for

executive course

Classroom 2 12/15, 1/20, 1/26, Need this room or

2/3, 2/9 Classroom 4

Classroom 3 2/3 Need this room for

software applications
course – has required
student computers

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Figure 7-14. Sample Team Roster
Name Role on Position Email Phone Location
Project
Mike Sundby Project VP of HR msundby@    
Champion globalconstruction.com

Lucy Project Training Director lcamerena@    

Camerena Sponsor globalconstruction.com

Kristin Maur Project Project Manager kmaur@    

Manager globalconstruction.com

Mohamed Team Member Senior mabdul@    

Abdul programmer/ globalconstruction.com
analyst

Kim Johnson Team Member Curriculum kjohnson@    

designer global construction.com

Abner Tomas Team Member Supplier atomas@    

management globalconstruction.com
expert

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Developing the Project Team
 Many failed projects have been staffed by highly
talented individuals; however, it takes teamwork to
complete projects successfully
 The main goals of team development are to help people

work together more effectively, improve interpersonal

skills, increase motivation and improve overall project
performance

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 Figure 7-16. Sample Team Performance
Assessment
Project Name: Just-In-Time Training Project
Individual’s Name: ________________ Project Manager: Kristin Maur
Date: __________________

1. Using a scale of 0-100, assess how you think the project team is performing: ___
2. Explain the rationale behind the above score.
3. Using a scale of 0-100, assess how you are performing on this project: _____
4. Explain the rationale behind the above score. What are your roles and responsibilities,
and how well have you performed them?
5. Briefly assess each team member’s performance. If you had to give each person a
score between 0-100, what would it be?
6. To compare individual contributions, if you had 100 points to allocate to your team,
how would you allocate them?
7. What suggestions do you have for improving team performance?

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Copyright 2017 Kathy Schwalbe LLC 40
Managing the Project Team
 Managing a project team is no small task!
 Project managers must use their interpersonal and team

skills to find the best way to motivate and manage each

team member
 A few approaches to help manage the project team

include:
◦ Observation and conversation
◦ Feedback
◦ Conflict management

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 Some General Advice on Managing Teams
 Be patient and kind with your team
 Fix the problem instead of blaming people
 Establish regular, effective meetings
 Limit the size of work teams to three to seven members to enhance
communications
 Plan some social activities to help project team members and other
stakeholders become acquainted. Make the social events fun and not
mandatory
 Nurture team members and encourage them to help each other
 Acknowledge individual and group accomplishments

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Advice for Virtual Teams
 Take the additional actions necessary to work
with virtual team members
 If possible, have a face-to-face or phone

meeting at the start of a virtual project or when

introducing a virtual team member
 Screen people carefully to make sure they can

work effectively in a virtual environment

 Clarify how virtual team members will

communicate

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Copyright 2017 Kathy Schwalbe LLC 44
Project Communications Management
 Good communications management is also crucial to
project execution
 The process of managing communications involves

gathering information to create, distribute, store,

retrieve, and dispose of project communications in
accordance with the communications management plan
◦ Disposal does not mean discarding. It means putting
documents in a defined place, and document retention
regulations may determine document disposal policies.

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Important Project Communications Concepts

 It is important to address important concepts related to

improving project communications
 Key concepts include:
◦ Formal and informal communications
◦ Nonverbal communications
◦ Using the appropriate communications medium
◦ Understanding individual and group communication needs
◦ The impact of team size on project communications

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Formal and Informal Communications
 It is not enough for project team members to submit
formal status reports to their project managers and
other stakeholders and assume that everyone who
needs to know that information will read the reports
 In fact, many people may prefer to have an informal,

two-way conversation about project information

 Project managers must be good at nurturing

relationships through good communication

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Nonverbal Communications
 Research poses the theory that in a face-to-face
interaction, 58% of communication is through body
language, 35% is through how the words are said, and
a mere 7% is through the content or words that are
spoken
 Therefore, it is important to pay attention to more than
just the actual words someone is saying
 Nonverbal communications, such as a person’s tone of
voice and body language, are often more important
than the words being used

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Understanding Individual and Group
Communication Needs
 People are not interchangeable parts
 As illustrated in Brooks’ book, The Mythical Man-

Month, you cannot assume that a task originally

scheduled to take two months of one person’s time can
be done in one month by two people; nine women
cannot produce a baby in one month!
 Individuals prefer different ways to communicate
 Geographic location and cultural backgrounds also

affect communications

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The Impact of Team Size on Project
Communications
 As the number of people involved increases, the complexity of
communications increases because there are more
communications channels, or pathways, through which people
can communicate
 Number of communications channels = n(n-1)
2
where n is the number of people involved
 For example, two people have one communications channel:

(2(2–1))/2 = 1. Five people have ten channels (5(5-1))/2=10

 It is often helpful to form several smaller teams within a large

project team to help improve project communications

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Project Stakeholder Management
 The process of managing stakeholder engagement
involves working with various project stakeholders to
meet their needs and expectations, addressing
stakeholder issues as they occur, and fostering
engagement in project decisions and activities
 The key benefit of managing stakeholder engagement,

if done well, is that it allows the project manager to

increase support and minimize resistance from
stakeholders, significantly increasing the chances to
achieve project success

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Copyright 2017 Kathy Schwalbe LLC 53
Project Risk Management
 The main executing task performed as part of project
risk management is implementing risk responses as
defined in the process to plan risk responses

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Project Procurement Management
 The main executing process is conducting procurements,
which involves obtaining seller responses to requests for
proposals or bids, selecting sellers, and making
agreements, often by awarding contracts
 The buying organization is responsible for deciding how

to approach sellers and providing required procurement

documents

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Methods to Approach and Select Qualified
Sellers or Suppliers
 Approaching a preferred supplier
 Approaching several qualified suppliers
 Advertising to many potential suppliers

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Figure 7-17. Sample Qualified Sellers List

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Selecting Sellers and Writing Contracts
 Selecting sellers, often called source selection, involves
evaluating proposals or bids from sellers, choosing the
best one, negotiating the contract, and awarding the
contract
 Often, buyers develop a short list of the top three to
five suppliers to reduce the work involved in selecting
a source, and they are often asked to prepare a best and
final offer (BAFO)
 It is good practice to include a detailed statement of
work and schedule as part of the contract to clarify
exactly what work the seller will perform and when

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Figure 7-18. Sample Agreement or Contract
Title of Work: Qualified Sellers List and Report
This is an Agreement made as of __________ by ABC Training Consultants, 2255 River
Road, Boston, MA (the “Seller”), and Global Construction, Inc., 5000 Industrial Drive,
Minneapolis, MN (the “Buyer”).
THE SELLER AND THE BUYER AGREE THAT:
1. The Work: The Seller will create the Work as set forth in Exhibit A hereto. The Buyer
will provide the Seller with the format and specifications in which each element of the
Work is to be submitted. The Seller agrees to conform to such format and specifications.
2. Delivery of the Work: The Seller agrees to deliver to the Buyer the Work in form and
content acceptable to the Buyer on or before the dates outlined in Exhibit B of this
Agreement, time being of the essence to the Buyer.
3. Right to Terminate: If the Seller materially departs from the agreed-upon schedule or if
the Work is not satisfactory to the Buyer (based on reviews of drafts, market conditions,
and/ or other criteria as determined by the Buyer), the Buyer may at its option:
A. Allow the Seller to finish, correct, or improve the Work by a date specified
by the Buyer;
B. Terminate this Agreement by giving written notice to the Seller.
4. Payments: The Buyer will pay the Seller a fixed price of $5,000 upon accepted
completion of the Work.
5. Exhibit: The following Exhibit is hereby incorporated by reference into this Agreement:
Exhibit A: Statement of Work
Exhibit B: Schedule
IN WITNESS WHEREOF, THE PARTIES HERETO HAVE EXECUTED THIS
Agreement as a sealed instrument as of the date first above written.

Global Construction, Inc. ABC Training Consultants

By: __________________________ ______________________
Date __________________________ ______________________

Copyright 2017 Kathy Schwalbe LLC

Chapter Summary
 Good execution is crucial to project success. Without it, the
products, services, and results planned from the project cannot
materialize.
 Common outputs to these knowledge areas include change
requests and updates to the project management plan, project
documents, and organizational process assets. Unique ones are
listed below.
◦ Integration management: deliverables, work performance data, issue log, and
lessons learned register
◦ Quality management: Quality report, test and evaluation
◦ Resource management: Physical resource assignments, project team assignments,
resource calendars, and team performance assessments
◦ Communications management: Project communications
◦ Procurement management: selected sellers and agreements
 Samples of several outputs are provided for the Just-In-Time
Training project.
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