EXECUTION PHASE

WHERE ARE WE?

Initiation Planning Execution Closing

OBJECTIVES

• Distinguish between the one core process and six facilitating processes of the executing process group

QUESTIONS TO ASK

How will the project team know to start?

How will the team work together?

How will everyone know what is expected?

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

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

TEAMS WILL BE WORKING ACTIVELY

Defining Planning Estimating Scheduling Documenting Working under pressure Problem identification Problem Solving

OPERATING PROCEDURES SHOULD BE CLARIFIED

Meeting types, frequency, format, etiquette Delegation Brainstorming Decision-making process Using consensus Problem-solving process Resolving conflict

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

10

ORGANIZATIONAL STRUCTURESSUMMARYOrganizational structures can help or Hinder project management in an organizationThree types exist.Functional (traditional), Projectized, and Matrix.

11

Organizational Structures

HeadHead

Accounting Marketing Operations

Advantage: Stable, specialization, ..

Challenges: Project Failure, communication across functions is poor.

12

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

13

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

COMPARISON

14

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

EXECUTION PHASE DISCUSSIONS

Status Reviews—how are we doing it? What is working? What is not?