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EXECUTION PHASE
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WHERE ARE WE?
Initiation Planning Execution Closing
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OBJECTIVES
• Distinguish between the one core process and six facilitating processes of the executing process group
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QUESTIONS TO ASK
How will the project team know to start?
How will the team work together?
How will everyone know what is expected?
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EXECUTING PROCESSES
Direct & Manage Project Execution
Perform Quality Assurance
Acquire Team Develop Team
Distribute Information
Manage Project Team
Manage Stakeholders Expectations
Conduct Procurements
Integration
Quality
HR
Procurements
Communications
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DEFINITION
Project plan execution is the primary process for carrying out the project plan—the vast majority of the project’s budget will be expended in performing this process
PMBOK® Guide, 4th Edition
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TEAMS WILL BE WORKING ACTIVELY
Defining Planning Estimating Scheduling Documenting Working under pressure Problem identification Problem Solving
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OPERATING PROCEDURES SHOULD BE CLARIFIED
Meeting types, frequency, format, etiquette Delegation Brainstorming Decision-making process Using consensus Problem-solving process Resolving conflict
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EXECUTION PHASE
¨ Work results¨ Change requests
Outputs
Inputs¨ Project plan¨ Supporting detail¨ Organizational
policies¨ Preventive action¨ Corrective action
¨ Use general management skills¨ Product skills and knowledge¨ Work authorization system¨ Status review meetings¨ Project MIS¨ Organizational procedures
Tools and Techniques
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ORGANIZATIONAL STRUCTURESSUMMARYOrganizational structures can help or Hinder project management in an organizationThree types exist.Functional (traditional), Projectized, and Matrix.
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Organizational Structures
HeadHead
Accounting Marketing Operations
Advantage: Stable, specialization, ..
Challenges: Project Failure, communication across functions is poor.
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Projectized Structure
Project ManagerProject Manager
HDTV Project LCD Project Project 3
R&D Staff
Engg. Staff
Advantage: Highly receptive to new projects, greater control of resources. Easier planning. Enhances project success!
Disadvantage: No career path, poor stability, redundancy
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Matrix
Head
R & D Production IT
R&D Staff
.
Ad: Better use of resources, dual flow or information, projectobjectives are clear & visible, high morale, development ofproject managers, Non-traumatic project shut-down.
Challenges: Two bosses, complexity, slower reaction time than projectized, conflictover priorities.
PM
PM
Eng Staff
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COMPARISON
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Functional Matrix Projectized
PM Authority Little Little-High High
Full Time Dedicated Staff
0-25% 0 – 95% 90-100%
PM Role Part-Time Part to Full-Time
Full-Time
Title Coordinator/Leader
Coordinator to Project/Program Manager
Project/Program Manager
Administrative Staff
Part-Time Part to Full-Time
Full-Time
Matrix •Weak Matrix•Balanced Matrix•Strong Matrix
Note: Matrix is a continuum
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EXECUTION PHASE DISCUSSIONS
Status Reviews—how are we doing it? What is working? What is not?