Project Management

CT050-3-3-PRMGT

08: Executing Projects

 Topic & Structure of The Lesson
KNOWLEDGE EXECUTING PROCESS OUTPUTS
AREA
Deliverables
Project integration Direct and manage project Work performance data
management work Issue log
  Change requests
  Project management plan updates
  Project documents updates
  Organizational process assets updates
Manage project knowledge Lessons learned register
Project management plan updates
Organizational process assets updates

Quality report
Project quality Manage quality Test and evaluation documents
management Change requests
Project management plan updates
Project documents updates

Physical resource assignments

Project resource Acquire resources Project team assignments
management   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

CT050-3-3-PRMGT (Project Management) Closing Projects

 Topic & Structure of The Lesson
KNOWLEDGE AREA EXECUTING PROCESS OUTPUTS

Project communications Manage communications Project communications

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

Project risk management Implement risk responses Change requests

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

CT050-3-3-PRMGT (Project Management) Closing Projects

 Learning Outcomes

At the end of this topic, You should be able to:

– List the processes and outputs of project execution
– Discuss what is involved in directing and managing project work
and project knowledge.
– Explain the importance of creating documents in quality assurance.
– Describe the executing processes.
– Discuss important communications concepts.
– Describe the process of managing stakeholder engagement.
– Understand the process of implementing risk responses.
– Explain the process of conducting procurements.

CT050-3-3-PRMGT (Project Management) Closing Projects

 Key Terms You Must Be Able To
Use
• If you have mastered this topic, you should be able to use the following
terms correctly in your assignments and exams:
– project documents updates
– final products, services, or result transition
– a final report
– updates to organizational process assets

CT050-3-3-PRMGT (Project Management) Closing Projects

 Introduction

• Project execution is the most noticed process group.

• 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 due to uncertainties and unique challenges

CT050-3-3-PRMGT (Project Management) Closing Projects

 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.

Main outputs during execution are:

– Deliverables,
– work performance data,
– Issue logs,
– Change requests,
– Project management plan updates,
– Project documents updates,
– Organizational process assets updates
CT050-3-3-PRMGT (Project Management) Closing Projects
 Work Performance Data (WPD)

 WPD is “the raw observations and measurements

identified during activities performed to carry out the
project work;

 e.g., actual cost, actual duration, and the percent of work

physically completed.”

 In other words, it is the current status of various project

parameters such as how much work has been
completed, how much time has elapsed, and the cost
incurred so far.

CT050-3-3-PRMGT (Project Management) Closing Projects

 Work Performance Data (WPD)

• A common way to summarize work performance

information is by using a milestone report.

• Recall that a milestone is a significant event on a project,

such as completing a major deliverable or awarding a
major contract.

• In addition to listing the milestones, the report lists the

planned date for completion (in month/day format), the
status, the person responsible for the milestone, and
issues/comments

CT050-3-3-PRMGT (Project Management) Closing Projects

 Sample Milestone Report for Reporting
Work Performance Data

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 mentors
results to steering for soft skills development
committee

Meetings with 9/21 In Kristin/ May need more time for meetings
potential partners progress Contracting

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 Issue Logs

The issue log is used throughout a project’s lifecycle to:

1. Capture any issues brought forward,

2. Communicate the issues to the project team and
stakeholders,
3. Establish categories and priorities of all issues,
4. Assign responsibility to each issue, and
5. Ensure that each issue is resolved with minimal
impact to the project’s performance

CT050-3-3-PRMGT (Project Management) Closing Projects

 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.

• A critical issue is anything that prevents progress on

scheduled activities.

• If the activity is on the critical path, resolution is urgent.

There should be an issue escalation process that ensures
issue resolution action.

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 Sample Issue Log

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 Change Requests (CR)

 A change request is a proposal to alter a product

or system, often brought up by the client or
another team member.

 During a project, this can happen when a client

wants to change or alter the agreed upon
deliverables.

CT050-3-3-PRMGT (Project Management) Closing Projects

 Change Requests

• Number of requests for changes emerge during project

execution.

• Recall that a process for handling changes should be

defined during project planning as part of the project
management plan.

• It is important during project execution to formally and

informally request appropriate changes.

CT050-3-3-PRMGT (Project Management) Closing Projects

 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.

CT050-3-3-PRMGT (Project Management) Closing Projects

 Managing Project Knowledge

Main output is a lessons learned register. Two types of knowledge:

1. Explicit knowledge:
 Explained using words, pictures, or numbers and is easy to communicate,
store, and distribute.
 Eg:information found in text books and encyclopedias as well as project
documents and plans.

2. Tacit knowledge:
 Sometimes called informal knowledge, is difficult to express and is highly
personal.
 Eg: 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.

CT050-3-3-PRMGT (Project Management) Closing Projects

 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 suggest
overbooked. Decided paid overtime, even though
to pay overtime to it’s not used often at our
finish survey work in organization.
time and not delay
project end date.

02 10/1 Kim Curriculum Technology Kim was having Encourage people to be

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

CT050-3-3-PRMGT (Project Management) Closing Projects

 Managing Quality

Quality assurance (QA)

 Ensures the project deliverables meet the planned quality

standards.

 Performing quality assurance focuses on the processes that

are in place to produce the project deliverables at the
applicable level of quality. 

 Normally called QA, it is the process of auditing and analyzing

the systems which produce a product in order to improve their
quality.

CT050-3-3-PRMGT (Project Management) Closing Projects

 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.

• Key outputs of managing quality include:

– Quality report,
– Test and evaluation documents,
– Change requests,
– Project management plan updates,
– Project documents updates.

CT050-3-3-PRMGT (Project Management) Closing Projects

 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.

• A 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.

CT050-3-3-PRMGT (Project Management) Closing Projects

 Project Resource Management

Effective use of resources is crucial to project execution. The

main processes project managers perform include:
 Acquiring resources,
 Developing the team,
 Managing the team.

• Key outputs:
– Physical resource assignments,
– Project team assignments,
– Resource calendars,
– Team performance assessment,
– Change requests, and updates to the project management plan,
– Enterprise environmental factors, and organizational process
assets.
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 Motivation
• Project managers must understand motivation theories to
effectively execute projects.

• Psychologists, managers, coworkers, teachers, parents, and

most people in general still struggle to understand what
motivates people, or why they do what they do.

• Intrinsic motivation causes people to participate in an activity

for their own enjoyment.

• Extrinsic motivation causes people to do something for a

reward or to avoid a penalty.

• Maslow suggested that people’s behaviors are guided or

motivated by a sequence of needs.

CT050-3-3-PRMGT (Project Management) Closing Projects

 Thamhain and
Wilemon’s Ways

Maslow’s
McGregor’s
Hierarchy of
Theory X and Y
Needs

MOTIVATIONAL
THEORY

McClelland’s Herzberg’s
Acquired-Needs Motivational and
Theory Hygiene Factors

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 Maslow’s Hierarchy of Needs

Schwalbe, Information Technology Project Management, Sixth Edition, 2010

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 Herzberg’s Motivational and
Hygiene Factors

Frederick Herzberg wrote several famous books and articles

about worker motivation. He distinguished between the following:

 Motivational factors: Factors that cause job satisfaction,

such as achievement, recognition, the work itself,
responsibility, advancement, and growth

 Hygiene factors: Factors that cause dissatisfaction if not

present, but do not motivate workers to do more. Examples
include larger salaries, more supervision, and a more
attractive work environment

CT050-3-3-PRMGT (Project Management) Closing Projects

 McClelland’s Acquired-Needs
Theory
Specific needs are acquired or learned over time and
shaped by life experiences, including:

– Achievement (nAch): People with a high need for achievement

like challenging projects with achievable goals and lots of
feedback.

– Affiliation (nAff): People with high nAff desire harmonious

relationships and need to feel accepted by others, so managers
should try to create a cooperative work environment for them.

– Power (nPow): People with a need for power desire either

personal power (not good) or institutional power (good for the
organization). Managers should provide institutional power
seekers with management opportunities
CT050-3-3-PRMGT (Project Management) Closing Projects
 McGregor’s Theory X and Y

Douglas McGregor popularized the human relations

approach to management in the 1960s

• Theory X: Assumes workers dislike and avoid work, so

managers must use coercion, threats and various control
schemes to get workers to meet objectives

• Theory Y: Assumes individuals consider work as natural

as play or rest and enjoy the satisfaction of esteem and
self-actualization needs

CT050-3-3-PRMGT (Project Management) Closing Projects

 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

CT050-3-3-PRMGT (Project Management) Closing Projects

 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.

CT050-3-3-PRMGT (Project Management) Closing Projects

 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

CT050-3-3-PRMGT (Project Management) Closing Projects

 Resource Leveling Example

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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, reduce attrition, and improve overall
project performance.

• Project managers should understand and apply good team-

building practices because it takes teamwork to successfully
execute most projects

CT050-3-3-PRMGT (Project Management) Closing Projects

 Tuckman Model of Team Development

1) Forming The team is assembled and the task is allocated.

2) Storming The team starts to address the task and
suggesting ideas.
3) Norming move towards harmonious working practices
with teams agreeing on the rules and accept a leader.
4) Performing Work as a team and concern with getting the
job done.
5) Adjourning disengagement of relationships between team
members and a short period of recognition for the team’s
achievements.

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CT050-3-3-PRMGT (Project Management) Closing Projects
CT050-3-3-PRMGT (Project Management) Closing Projects
 Training

• Project managers often recommend that people take

specific training courses to improve individual and team
development.

• Team-building activities include using physical

challenges and psychological preference indicator tools,
such as the Meyers-Briggs Type Indicator and the Wilson
Learning Social Styles Profile.

CT050-3-3-PRMGT (Project Management) Closing Projects

 Managing the Project Team

• Project managers must use their soft skills to

find the best way to motivate and manage each
team member.

• Tools and techniques include:

– Observation and conversation
– Feedback
– Conflict management

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 Project Communications
Management
• Good communications management is 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.

• The main outputs:

i. project communications and updates to project documents,
ii. project management plan,
iii. organizational process assets
CT050-3-3-PRMGT (Project Management) Closing Projects
 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

CT050-3-3-PRMGT (Project Management) Closing Projects

 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

CT050-3-3-PRMGT (Project Management) Closing Projects

 Project Stakeholder Management

• The process of managing stakeholder engagement involves:

i. Working with various project stakeholders to meet their needs
and expectations,
ii. Addressing stakeholder issues as they occur,
iii. 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

CT050-3-3-PRMGT (Project Management) Closing Projects

 Managing Stakeholder
Engagement
• Good teachers use several techniques to engage
students; project managers also need to actively engage
project stakeholders.

• Need to set the stage early so stakeholder engagement

is expected and welcomed.

• Many of the outputs are similar to other knowledge

areas, such as change requests and updates to the
project management plan and project documents

CT050-3-3-PRMGT (Project Management) Closing Projects

 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.

• Key outputs include:

i. Change requests,
ii. Project documents updates (i.e., issue log, lessons learned
register, project team assignments, risk register, and risk
report)

CT050-3-3-PRMGT (Project Management) Closing Projects

 Project Procurement Management

• The main executing process is conducting procurements, which

involves:
i. obtaining seller responses to requests for proposals or bids,
ii. selecting sellers,
iii. making agreements.

• Prospective sellers do most of the work in this process by preparing

their proposals and bids, normally at no cost to the buyer.
• The buying organization is responsible for deciding how to approach
sellers and providing required procurement documents.
• Important documents created as a result of conducting
procurements include contracts.

CT050-3-3-PRMGT (Project Management) Closing Projects

 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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 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

CT050-3-3-PRMGT (Project Management) Closing Projects

 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 __________________________ ______________________

CT050-3-3-PRMGT (Project Management) Closing Projects

 Quick Review Question

Explain the following KA from the executing

process perspective:
1. Project communications management.
2. Project risk management.
3. Project procurement management.
4. Project stakeholders management.

CT050-3-3-PRMGT (Project Management) Closing Projects

 Summary of Main Teaching Points

• 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 agreement

• Samples of several outputs are provided for the Just-In-Time Training

project.

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 Question and Answer Session

Q&A

CT050-3-3-PRMGT (Project Management) Closing Projects

 What we will cover next

• Assignment Clinic
• Revision

CT050-3-3-PRMGT (Project Management) Closing Projects

 What we will cover next

• 09 Monitoring & Controlling Projects

CT050-3-3-PRMGT (Project Management) Closing Projects