Project Execution, Monitor and Control Process in Project Management

CHAPTER 7 PROJECT EXECUTION, MONITOR & CONTROL PROCESS 7-1

Project Executing process

7-2

What is Project monitor & control process?

7-3 Project monitor/control phase- Time Management, Cost Management, Quality Management Change Management, Risk Management, Issue Management. Procurement Management, Acceptance Management, & Communication Management.

7-4

Project Management Review

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7-1 Executing Process This consists of the processes used to complete the work defined in the project plan to accomplish the project's requirements.

This process involves coordinating people and resources, as well as integrating and performing the activities of the project in accordance with the project management plan. The deliverables are produced as outputs from the processes performed as defined in the project management plan and other frameworks that might be applicable to the type of project at hand.

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Project Execution Phase

Purpose : to develop or purchase the product or service that the project was commissioned to deliver based on Project Management Plan

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Executing Process Activities in this group are: Direct and Manage Project Execution  Perform Quality Assurance  Acquire Project team  Develop Project Team  Information Distribution  Request Seller Responses  Select Sellers 

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PM Responsibility in Executing Process ďƒ˜

The Project Manager needs to provide managerial guidance to human resources, subordinates, and others ( including subcontractors) that will result in their effective, timely work

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7-2 What is Project Monitor & Control Process? ď‚ž

These consists of those processes(managing time, cost, quality, change, risks, issues, suppliers, customers and communication) performed to observe project execution so that potential problems can be identified in a timely manner and corrective action can be taken, when necessary, to control the execution of the project.

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Monitoring and controlling tasks •Measuring the ongoing project activities ('where we are‘). *Monitoring the project variables (cost, effort, scope, etc.) against the project management plan and the project performance baseline (where we should be).

•Identify corrective actions to address issues and risks properly (How can we get on track again).

•Influencing the factors that could circumvent integrated change control so only approved changes are implemented

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Definition: Corrective Action Steps taken to align future project direction with the stakeholders’ success measures.

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PM Responsibility in Project Monitoring/Controlling Process ďƒ˜

The Project Manager needs to measure performance to find out how progress differs from plan in time to initiate corrective action. The controlling activity often cause a redefinition of project objectives

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7-3 PROJECT MONITOR/CONTROL TASKS 5/20/2011

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Time Management ď‚ž

The act or process of planning and exercising conscious control over the amount of time spent on specific activities, especially to increase efficiency or productivity.

ď‚ž

It is a necessity in any project development as it determines the project completion time and scope.

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TIME SHEET

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COST MANAGEMENT ď‚ž

The process of planning and controlling the budget of a business.

ď‚ž

It is a form of management accounting that allows a business to predict impending expenditures to help reduce the chance of going over budget.

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QUALITY MANAGEMENT ď‚ž

A process to ensure that an organization or product is consistent, can be considered to have four main components: quality planning, quality control, quality assurance and quality improvement.

ď‚ž

It focused not only on product/service quality, but also the means to achieve it

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Change Management

ď‚ž

This refers to a project management process where changes to a project are formally introduced and approved.

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Risk Management ď‚ž

It is the process of identification, assessment, and prioritization of risks (defined in ISO 31000) as the effect of uncertainty on objectives, whether positive or negative) followed by coordinated and economical application of resources to minimize, monitor, and control the probability and/or impact of unfortunate events or to maximize the realization of opportunities.

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Issue Management ď‚ž

It is the process of identifying and resolving issues or problems in a project or organization. Problems with staff or suppliers, technical failures, material shortages – these might all have a negative impact on the project. If the issue goes unresolved, you risk creating unnecessary conflicts, delays, or even failure to produce deliverable.

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Procurement Management ď‚ž

This is the process companies use to purchase economic resources and business input from suppliers or vendors.

ď‚ž

This process helps companies negotiate prices and get the best quality resources for production processes.

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Acceptance Management 

This is a process by which deliverables produced by the project are reviewed and accepted by the customer.



This is used to ensure that every deliverable produced by the project is formally: • Completed * Reviewed • Documented * Approved

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Communication Management ď‚ž

This is the systematic planning, implementing, monitoring, and revision of all the channels of communication within an organizations, and between organizations.

ď‚ž

It also includes the organization and dissemination of new communication directives connected with an organization , network, or communication technology.

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7-3 Project Management Review ď‚ž

This process is conducted to measure the deliverables produced by the project, and the results of the review are documented on this Project Review Form which is presented to the sponsor for approval.

ď‚ž

This is conducted at the end of the Initiation, Planning ,Execution phases & Monitor/Control within a project.

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