project excution and control four

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Four: Project Execution and Control

Process Descriptions

4.1 Conduct Project Execution and Control Kick-off

4.2 Mana e !riple Constraints "#cope$ #c%edule$ &ud et' 4.( Monitor and Control )isks

4.4 Mana e Project Execution and Control

4.* +ain Project ,cceptance

4.1 Conduct Project Execution and Control Kick- ff )oles

• Project Manager

• Project Sponsor and / or Project Director

• Project Team Members

• Steering Committee

• Stakeholders

Purpose

The purpose of Conduct Project Execution and Control Kick off is to formall! ackno"ledge the beginning ofProject Execution and Control and facilitate the transition from Project Planning# Similar to Project PlanningKick off$ Project Execution and Control Kick off ensures that the project is still on track and focused on theoriginal business need# Man! ne" team members "ill be introduced to the project at this point$ and must bethoroughl! oriented and prepared to begin "ork# Most importantl!$ current project status is re%ie"ed and allprior deli%erables are re examined$ gi%ing all ne" team members a common reference point#

!asks associated it% Conduct Project Execution and Control Kick- ff

• '#' (rient )e" Project Team Members

• '#* +e%ie" Project Materials

• '#, Kick (ff Project Execution and Control

4.1.1 rient /e Project !ea0 Me0 ers

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-s in Project Planning$ the goal of orienting ne" Project Team members is to enhance their abilities tocontribute .uickl! and positi%el! to the projects desired outcome# f the Project Manager created aTeam Member (rientation Packet during Project Planning$ the packet should alread! contain anorientation checklist$ orientation meeting agenda$ project materials$ and logistical information that "illagain be useful#

The Project Manager should re%ie" the contents of the existing Team Member (rientation Packet toensure that the! are current and still applicable to the project# -n! changes needed to the contents of

the packet should be made at this time# (nce updated$ packet materials can be photocopied anddistributed to ne" team members to facilitate their orientation process# The Project Manager or Team0eader should conduct one on one orientation sessions "ith ne" members to ensure that the! readand understand the information presented to them#

f the orientation packet "as not created during Project Planning and ne" team members are comingon board$ the Project Manager must gather and present information that "ould be useful to ne" teammembers$ including1

• -ll rele%ant project information from Project nitiation$ Project Planning 23igh 0e%el4$ andProject Planning 2Detail 0e%el4#

• (rgani5ation charts Project Team$ Customer$ Performing (rgani5ation

• 6eneral information on the Customer

• 0ogistics 2parking polic!$ "ork hours$ building/office securit! re.uirements$ user id andpass"ord$ dress code$ location of rest rooms$ supplies$ photocopier$ printer$ fax$refreshments$ etc#4

• Project procedures 2team member expectations$ ho" and "hen to report project time andstatus$ sick time and %acation polic!4

4.1.2 )e ie Project Materials and Current Project #tatus

7efore formall! beginning Project Execution and Control$ the Project Team should re%ie" updatedProject Status +eports and the Project Plan# -t this point in the project$ the Project Plan comprises alldeli%erables produced during Project nitiation and Project Planning 23igh 0e%el and Detail41

'# Project Charter$ Project nitiation Plan

*# Triple Constraints 2Scope$ Schedule$ 7udget4

,# +isk Management 8orksheet

Description of Stakeholder n%ol%ement

9# Communications Plan

:# Time and Cost 7aseline

;# Communications Management Process


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''# Training Plan

'*# Project mplementation and Transition Plan

See the sections on Project nitiation $Project Planning 23igh 0e%el4 $ and Project Planning 2Detail0e%el4 for detailed descriptions of these deli%erables#

This "ill ser%e to remind the team of "hat has been produced so far$ to clarif! understanding of the

"ork to be produced during Project Execution and Control$ and to again communicate themanagement processes that "ill be follo"ed during the remainder of the project#

4.1.( Kick off Project Execution and Control

-s "as the case for Project nitiation and Project Planning$ a meeting is conducted to kick off ProjectExecution and Control# During the meeting$ the Project Manager should present the main componentsof the Project Plan for re%ie"# (ther items to co%er during the meeting include1

•

ntroduction of ne" team members• +oles and responsibilities of each team member

• +estating the objecti%e2s4 of the project and goals for Execution and Control

• 0atest Project Schedule and timeline

• Project risks and mitigation plans

• Current project status$ including open issues and action items

The goal of the kick off meeting is to %erif! that all parties in%ol%ed ha%e consistent le%els ofunderstanding and acceptance of the "ork done so far$ to %alidate expectations pertaining to thedeli%erables to be produced during Project Execution and Control$ and to clarif! and gainunderstanding of the expectations of each team member in producing the deli%erables# -ttendees atthe Project Execution and Control Kick off Meeting include the Project Manager$ Project Team$ ProjectSponsor and / or Project Director$ and an! other Stakeholders "ith a %ested interest in the status of theproject# This is an opportunit! for the Project Sponsor and / or Project Director to reinforce theimportance of the project and ho" it supports the business need#

-s at e%er! formal project meeting$ the Project Manager should be sure that one of the Project Teammembers in attendance is designated as the scribe for the session$ to capture important notes$decisions$ issues and action items# ?ollo"ing the session the meeting minutes should be distributed toall attendees and should be added to the project repositor!#

- sample CPMM Project Execution and Control Kick off Meeting -genda ma! be found in theappendix#

4.2 Mana e !riple Constraints

)oles

• Project Manager

• Project Sponsor and /or Project Director

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• Project Team Member

• Customer +epresentati%e


Purpose

The Triple Constraints is the term used for a project@s inextricabl! linked constraints1 Scope$ Schedule$ and7udget$ "ith a resulting acceptable Aualit!# During Project Planning$ each section of the Triple Constraints"as refined# -s project specific tasks are performed during Project Execution and Control$ the TripleConstraint "ill need to be managed according to the processes established during Project Planning#

The Triple Constraints is not static although Project Planning is complete and has been appro%ed$ somecomponents of Triple Constraints "ill continue to e%ol%e as a result of the execution of project tasks#Throughout the project$ as more information about the project becomes kno"n and the product of theproject is de%eloped$ the Triple Constraints are likel! to be affected and "ill need to be closel! managed#

The purpose of the Manage Triple Constraints Task is to1

• Manage Changes to Project Scope

• Control the Project Schedule and Manage Schedule Changes

• mplement Aualit! -ssurance and Aualit! Control Processes -ccording to the Aualit! Standards+e%ised During Project Planning

• Control and Manage Costs Established in the Project 7udget

!asks associated it% Mana e !riple Constraints

• *#' Manage Project Scope

• *#* Manage Project Schedule

• *#, mplement Aualit! Control

•

*#& Manage Project 7udget

4.2.1 Mana e Project #cope

During Project Planning$ the Project Manager$ through regular communication "ith the Customer+epresentati%es and Project Sponsor and / or Project Director$ refined the Project Scope to clearl!define the content of the deli%erables to be produced during Project Execution and Control# Thisdefinition includes a clear description of "hat "ill and "ill not be included in each deli%erable#

The process to be used to document changes to the Project Scope "as included in the Projectnitiation Plan# This process includes a description of the "a! scope "ill be managed and ho"

changes to scope "ill be handled# t is important that the Project Manager enforce this processthroughout the entire project$ starting %er! earl! in Project Execution and Control# E%en if a scopechange is percei%ed to be %er! small$ exercising the change process ensures that all parties agree tothe change and understand its potential impact# ?ollo"ing the process each and e%er! time scope

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change occurs "ill minimi5e confusion as to "hat actuall! constitutes a change# -dditionall!$ institutingthe process earl! "ill test its effecti%eness$ get the Customer and Project Sponsor and / or ProjectDirector accustomed to the "a! change "ill be managed throughout the remainder of the project$ andhelp them understand their roles as the! relate to change#

-s part of managing scope change$ one of the Project Managers functions is to ensure that the projectproduces all the "ork but ()0B the "ork re.uired and documented in the Project Scope# -n!de%iation to "hat appears in the scope document is considered change and must be handled using the

change control process# Sometimes$ despite the best effort of the Project Manager to carefull!document "hat is in and outside of scope$ there is disagreement bet"een the Project Manager andCustomer +epresentati%e or Project Sponsor and / or Project Director regarding "hether something isa change# 8hen conflicts occur$ the Project Manager and appropriate Customer must be "illing todiscuss their differences of opinion and reach a compromise# f a compromise cannot be reached$ itma! be necessar! to escalate the issue to a higher le%el of management#

(nce the Project Manager$ the Project Sponsor and / or Project Director$ and the appropriateCustomer +epresentati%e agree that scope change is occurring$ the! all must take the time tothoroughl! e%aluate the change# n order to effecti%el! e%aluate change$ the Project Manager mustforecast the impact of the change on the remaining Triple Constraints1 7udget$ Schedule and alsodocument and impact to Aualit!# E.uipped "ith this information$ the Project Manager and ProjectSponsor and / or Project Director "ill be able to determine if implementing the proposed change "ouldbe beneficial# f it is determined$ for example$ that the cost of implementing a change out"eighs thebenefit$ the change should most likel! be rejected or put aside for future consideration#

8hen a scope change is determined to be beneficial to the outcome of the project$ appro%al andfunding for the change is secured# -t this point$ the Project Manager must follo" the proceduresdefined in the Project Plan to implement the change# 2Managing the change control process isdescribed in detail in task '#4

The Project Manager must incorporate an! agreed upon changes or addenda into the deli%erablesproduced during Project nitiation and Project Planning# This ensures that all project deli%erables are in

line "ith the re%ised Project Scope# -n! lessons learned from scope change control should bedocumented and included in the project repositor! for later use b! the current project and an! otherprojects to be performed b! the organi5ation#

Throughout Project Execution and Control$ continuous communication bet"een the Project Manager$Project Sponsor and / or Project Director$ and Customer +epresentati%e is crucial in managing scope#

4.2.2 Mana e Project #c%edule

During Project Planning 2Detail 0e%el4$ an agreed upon baseline "as established for the ProjectSchedule# This schedule baseline "ill be used as a starting point against "hich performance on theproject "ill be measured# t is one of man! tools the Project Manager can use during Project Executionand Control to determine if the project is on track#

Project Team members use the communications mechanisms documented in the CommunicationsPlan to pro%ide feedback to the Project Manager on their progress# 6enerall! team membersdocument the time spent on tasks and pro%ides estimates of the time re.uired to complete them# TheManager uses this information to update the Project Schedule# n some areas there ma! be formaltime tracking s!stems that are used to track project acti%it!#

The Project Manager must emphasi5e to the team the importance of accurate reporting$ and must be

%igilant in collecting information at a detailed le%el# sing this information$ the Project Manager tracks"ork done against the tasks in the Project Schedule# f the time remaining to complete a task in theschedule differs from the estimated time$ the schedule should be updated accordingl!# t isrecommended that the Project Manager update the Project Schedule on a regular basis# ?re.uentupdates to the schedule not onl! sa%e time in the long run$ the! also allo" the Project Manager to

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.uickl! spot potential problem areas# Small slippages on indi%idual tasks ma! combine to createsignificant issues "ith other$ dependent tasks#

-fter updating the Project Schedule$ the Project Manager must take the time to re%ie" the status of theproject# Some .uestions that the Project Manager should be able to ans"er b! examining the ProjectSchedule include1

• s the project on track

• -re there an! issues that are becoming e%ident that need to be addressed no"

• 8hich tasks are taking more time than estimated 0ess time

• f a task is late$ "hat is the effect on subse.uent tasks

• 8hat is the next deli%erable to be produced and "hen is it scheduled to be complete

• 8hat is the amount of effort expended so far and ho" much is remaining

• -re an! Project Team members o%er allocated or under allocated

• 3o" much of the time allocated has been expended to date and "hat is the time re.uired tocomplete the project

Most project scheduling tools pro%ide the abilit! to produce reports to displa! a %ariet! of usefulinformation# t is recommended that the Project Manager experiment "ith all a%ailable reports to findthose that are most useful for reporting information to the Project Team$ Customer$ and ProjectSponsor and / or Project Director#

8hen updating the Project Schedule$ it is %er! important that the Project Manager maintain the

integrit! of the current schedule# Each %ersion of the schedule should be archi%ed# 7! creating a ne"cop! of the schedule "hene%er it is updated$ the Project Manager "ill ne%er lose the running histor! ofthe project and "ill also ha%e a cop! of e%er! schedule for audit purposes#

The Project Manager should begin tracking actual "ork in the Project Schedule as soon as the "orkcommences$ "hich is usuall! as soon as the project is initiated and Project Planning begins# 8orkdone in parallel "ith planning$ before the Project Schedule is completed and appro%ed$ must berecorded# +emember that updates to the Project Schedule are not limited to tracking hours "orked

-)B change resulting from the execution of the change control process "ill usuall! re.uire future tasksto be re planned and the schedule to be updated 2See Manage Change Control Process$ task ' #4

f the Project Schedule is updated to reflect appro%ed change control$ a ne" baseline schedule mustalso be created# pdates must then be made against the ne" baseline# The pre%ious baseline shouldbe sa%ed for historical purposes#

4.2.( 30ple0ent ualit5 Control

Aualit! control in%ol%es monitoring the project and its progress to determine if the .ualit! standardsdefined during Project Planning are being implemented and "hether the results meet the .ualit!standards defined during Project nitiation# The entire organi5ation has responsibilities relating to.ualit!$ but the primar! responsibilit! for ensuring that the project follo"s its defined .ualit! proceduresultimatel! belongs to the Project Manager# The follo"ing figure highlights the potential results of

executing a project "ith poor .ualit! compared to a project executed "ith high .ualit!1

Poor ualit5 6i % ualit5

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ncreased costs 0o"er costs

0o" morale 3app!$ producti%e ProjectTeam

0o" Customer satisfaction Deli%er! of "hat the Customer"ants

ncreased risk 0o"er risk

Aualit! control should be performed throughout the course of the project# Some of the acti%ities andprocesses that can be used to monitor the .ualit! of deli%erables$ determine if project results compl!"ith .ualit! standards$ and identif! "a!s to impro%e unsatisfactor! performance$ are described belo"#The Project Manager and Project Sponsor and / or Project Director should decide "hich are best toimplement in their specific project en%ironment#

• Conduct Peer )e ie s the goal of a peer re%ie" is to identif! and remo%e .ualit! issuesfrom a deli%erable as earl! in Project Execution and Control as efficientl! as possible# - peerre%ie" is a thorough re%ie" of a specific deli%erable$ conducted b! members of the ProjectTeam "ho are the da! to da! peers of the indi%iduals "ho produced the "ork# The peerre%ie" process adds time to the o%erall Project Schedule$ but in man! project situations thebenefits of conducting a re%ie" far out"eigh the time considerations# The Project Managermust e%aluate the needs of his/her project$ determine and document "hich$ if an!$deli%erables should follo" this process$ and build the re.uired time and resources into theProject Schedule#

Prior to conducting a peer re%ie"$ a Project Team member should be identified as the facilitator orperson responsible for keeping the re%ie" on track# The facilitator should distribute all rele%antinformation pertaining to the deli%erable to all participants in ad%ance of the meeting to preparethem to participate effecti%el!#

During the meeting$ the facilitator should record information including1

• Peer re%ie" date

• )ames and roles of participants

• The name of the deli%erable being re%ie"ed

• )umber of .ualit! issues found

• Description of each .ualit! issue found

• -ctions to follo" to correct the .ualit! issues prior to presenting the deli%erable to theappro%er

• )ames of the indi%iduals responsible for correcting the .ualit! issues

• The date b! "hich .ualit! issues must be corrected

This information should be distributed to the Project Manager$ all meeting participants$ and thoseindi%iduals not in%ol%ed in the meeting "ho "ill be responsible for correcting an! problems


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disco%ered or for producing similar deli%erables# The facilitator should also solicit input from themeeting participants to determine if another peer re%ie" is necessar!# (nce the .ualit! issuesha%e been corrected and the Project Manager is confident the deli%erable meets expectations$ itma! be presented to the appro%er#

• 7se ualit5 C%ecklists both the Project Manager and Project Team members can createand make use of %arious checklists to be sure items are not o%erlooked "hile a product isbeing de%eloped# Checklists ma! be simple hard cop! lists of things to do$ or ma! be

generated using more formal$ electronic based tools# n either case$ a checklist should becomprehensi%e and detailed enough to ensure that the resulting product or deli%erable hasbeen built to the le%el re.uired to meet .ualit! standards# The -ppendix of this 6uidebookincludes checklists for each process group of the project management lifec!cle#

Checklists can be refined and expanded o%er the course ofse%eral projects# This is a great "a! to reuse best practicesand maintain historical information#

•

Maintain and ,nal58e t%e Project #c%edule this acti%it! should ne%er be taken lightl!$regardless of the si5e of the project# pdating the Project Schedule on a regular basis "hilekeeping a close "atch on the timeline and budget is the primar! mechanism to measure.ualit! of the schedule# f the project timeline or budget is not on track$ the Project Managercan determine "h! and take immediate action to remed! the problem# 2See Manage ProjectSchedule$ task *#4

• Conduct Project ,udits the goal of a project audit is to ensure that the Aualit! -ssuranceacti%ities defined in Project Planning are being implemented and to determine "hether.ualit! standards are being met# t is a process to note "hat is being done "ell$ to identif!real or potential issues$ and to suggest "a!s for impro%ement# -udits should be performedon a regular basis$ depending upon the si5e and length of the project# -t a minimum$ it isrecommended that an audit be performed at the end of each process group$ at least onceduring Project Execution and Control$ and at the end of the project#

The indi%idual2s4 performing the audit can be a member of a .ualit! assurance department orteam$ if one exists$ or an! Stakeholder determined b! the Project Sponsor and / or ProjectDirector to be unbiased to"ard the project# The indi%idual should also be %er! familiar "ith the.ualit! standards and procedures in place in the performing (rgani5ation$ but should ha%e noin%ol%ement in da! to da! project acti%ities#

-n auditor "ill most likel! use a checklist .uestionnaire to inter%ie" the Project Manager$ selectedProject Team members$ the Project Sponsor and / or Project Director$ and selected Customer

+epresentati%es to gain insight into ho" the project is progressing# (ne of the most importantmeasurements the auditor "ill look for during these inter%ie"s is Project Team and Customersatisfaction# Poor satisfaction is an indicator of an underl!ing problem that should be unco%eredas the auditor del%es into the specifics of the project# n addition$ the project repositor! "ill beexamined to determine if it contains sufficient documentation# -n auditor "ill look for and re%ie"the components of the current Project Plan including the Project Scope$ Project Schedule$ and+isk Management 8orksheet# The .uestions listed belo" are examples of "hat an auditor ma!be asking "hen re%ie"ing the Project Plan#

Project Deli era les 2Project deli%erables "ill differ depending upon the project lifec!cle beingused# Customi5e the follo"ing .uestions and add others as necessar! to properl! and sufficientl!e%aluate the deli%erables specific to !our project#4

• Do the deli%erables meet the needs of the performing (rgani5ation

• Do the deli%erables meet the objecti%es and goals outlined in the 7usiness Case


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• Do the deli%erables achie%e the .ualit! standards defined in the Aualit! ManagementPlan

Project Mana e0ent Deli era les

• Does the Project Proposal define the business need the project "ill address$ andho" the projects product "ill support the organi5ations strategic plan

• Does the 7usiness Case pro%ide an anal!sis of the costs and benefits of the projectand pro%ide a compelling case for the project

• 3as a Project +epositor! been established to store all project documents$ and has itbeen made a%ailable to the Project Team

• Does the Project nitiation Plan define the project goals and objecti%es

• Does the Project Scope pro%ide a list of all the processes that "ill be affected b! theproject

• n the Project Scope$ is it clear as to "hat is in and out of scope

• s the Project Schedule defined sufficientl! to enable the Project Manager to managetask execution

• 8as a Project Schedule baseline established

• s the Project Schedule maintained on a regular basis

• Does the Aualit! Management Plan describe .ualit! standards for the project andassociated .ualit! assurance and .ualit! control acti%ities

• 3as a project budget been established and documented in sufficient detail

• 3a%e project risks been identified and prioriti5ed$ and has a mitigation plan beende%eloped and documented for each

• f an! risk e%ents ha%e occurred to date$ "as the risk mitigation plan executedsuccessfull!

• -re all Stakeholders a"are of their in%ol%ement in the project$ and has this it beendocumented and stored in the project repositor!

• Does the Communications Plan describe the fre.uenc! and method ofcommunications for all Stakeholders in%ol%ed in the project

• Does the Change Control Process describe ho" to identif! change$ "hat indi%idualsma! re.uest a change$ and the process to follo" to appro%e or reject a re.uest forchange

• 3as changes to scope been successfull! managed so far

• Does the -cceptance Management Process clearl! define "ho is responsible for

re%ie"ing and appro%ing project and project management deli%erables Does itdescribe the process to follo" to accept or reject deli%erables

• 3as the -cceptance Management Process pro%en successful for the deli%erablesproduced so far


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• Does the ssue Management Process clearl! define ho" issues "ill be captured$tracked$ and prioriti5ed Does it define the procedure to follo" should an unresol%edissue need to be escalated

• 3a%e issues been successfull! managed up to this point

• Does the (rgani5ational Change Management Plan document ho" changes topeople$ existing business processes$ and culture "ill be handled

• 3as a Project Team Training Plan been established$ and is it being implemented

• Does the mplementation and Transition Plan describe ho" to ensure that allConsumers are prepared to use the projects product$ and the Performing(rgani5ation is prepared to support the product

• 3a%e all Project Management deli%erables been appro%ed b! the Project Sponsorand / or Project Director 2or designated appro%er 4

• Does the Project Plan contain all re.uired components as listed in the 6uidebook

• -re each Project Plan component being maintained on a regular basis

Project Mana e0ent Processes

• Does each Project Team member produce regular progress reports$ including actualeffort expended on tasks and estimates to complete them

• -re regular Project Team meetings conducted -re meeting minutes kept$disseminated after the meetings$ and stored in the repositor!

•

Does the Project Manager produce a status report on a regular basis that contains allrecommended components from the Project Status +eport template

• s the Project Status +eport being re%ie"ed "ith the Project Sponsor and / or ProjectDirector on a regular basis

• -s ne" team members are introduced$ are the! being sufficientl! oriented to theproject and "orking en%ironment

Project !ea0 and Custo0er #atisfaction 2To be completed onl! if Project Team members andCustomers ha%e been inter%ie"ed as part of this re%ie"4

• -re Project Team members satisfied "ith the "a! the project is being managed

• Do Project Team members feel challenged and excited about their "ork

• Do Project Team members feel comfortable in %oicing concerns or issues to theProject Manager

• Do the Project Manager$ Project Sponsor and / or Project Director and CustomerDecision Maker2s4 share a consistent %ie" of project status and issues

• s the Customer Decision Maker2s4 satisfied "ith deli%erables pro%ided b! theproject

• s the Customer Decision Maker2s4 satisfied "ith the responsi%eness and flexibilit! ofthe Project Team


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• s the Customer Decision Maker2s4 satisfied "ith the skills and capabilities of theProject Team

• s the project currentl! free from serious Customer issues or concerns

pon completion of the inter%ie"s and repositor! re%ie"$ the auditor "rites a summar! reportdocumenting his/her findings and recommendations# This report is re%ie"ed "ith the Project Manager$"ho should immediatel! implement recommendations and correcti%e actions identified#

E%er! member of the Project Team must be committed to producing a .ualit! product# Aualit! controlcannot rel! on adding .ualit! at the end of a processF .ualit! must be built into the "ork of eachindi%idual on the team# t is far more cost effecti%e to ha%e Project Team members add .ualit! into their da! to da! jobs than to ha%e an auditor find a problem after a process has been completed#

Successful .ualit! control processes al"a!s stri%e to see.ualit! through the e!es of the Customer# The Customer isthe ultimate judge of the .ualit! of the product#

-s a result of implementing .ualit! control$ the Project Manager should be able to determine and takethe appropriate actions to increase the projects effecti%eness and pro%ide better ser%ice to theCustomer#

4.2.4 Mana e Project &ud et

The Project Manager must kno" the extent of his/her authorit! to make budget decisions# ?orexample$ is the Project Manager allo"ed to authori5e "ork that re.uires additional hours of salaried

personnel time$ or must emplo!ee time extensions go through the same appro%al process as contractpersonnel or e.uipment purchases (ften$ the Project Manager must "ork closel! "ith fiscal andcontract personnel in other di%isions to track and control costs# These relationships must beestablished earl! in the project management lifec!cle

Part of the Project Managers job is to ensure that the project is completed "ithin the allocated andappro%ed budget# 7udget management is concerned "ith all costs associated "ith the project$including the cost of human resources$ e.uipment$ tra%el$ materials and supplies# ncreased costs ofmaterials$ supplies$ and human resources$ therefore$ ha%e a direct impact on the budget# Gust as taskduration estimates are tracked carefull! against actuals$ the actual costs must be tracked againstestimates# The same anal!sis should be conducted and the same .uestions asked1 8hat otheraspects of the budget "ere constructed based upon these estimates Changes to the scope of the

project "ill most often ha%e a direct impact on the budget# Gust as scope changes need to becontrolled and managed$ so do changes to the Project 7udget#

t is the responsibilit! of the Project Manager to closel! monitor the financial performance of the projectand take responsibilit! for addressing cost related issues as the! arise# n addition$ the ProjectManager should al"a!s be a"are of the effect his/her decisions ma! ha%e on the total cost of theproject$ both before and after the product or ser%ice is implemented#

Monitoring the financial performance of !our project on aregular basis is the onl! "a! !ou can keep a handle on the

Project 7udget# Don@t let the Project 7udget get a"a! from!ou get into the habit of updating the schedule and anal!5ingthe financial impact on a regular basis# Taking the time to dothese administrati%e tasks "ill sa%e !ou countless hours ofreconciliation and balancing do"n the road$ and "arn !ou of


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impending cost issues

There are se%eral financial characteristics the Project Manager should monitor to determine if a projectis performing satisfactoril! against its budget# Most often$ these %alues are entered into the schedulingtool b! the Project Manager and calculated and displa!ed using its corresponding capabilities# Somebudget related characteristics the Project Manager should examine each time the schedule is updatedinclude1

• ri inal Contract 9alue 1 the original estimated budget 2cost4 that "as appro%ed b! theProject Sponsor and / or Project Director#

• !otal ,ppro ed C%an es 1 the total cost of appro%ed changes as a result of change control#

• !otal Current &ud et 1 the sum of the (riginal Contract Halue and the Total -ppro%edChanges# This is the most current appro%ed Project 7udget#

• Cost to Date 1 the actual dollars 2cost4 expended to date on all tasks and materials in theProject# The labor costs can be calculated b! the scheduling tool based upon the time theProject Manager tracks against the tasks in the Project Schedule#

• Esti0ate to Co0plete 1 the dollars 2cost4 estimated to be expended to complete remainingtasks and materials in the project# The Project Manager must %erif!$ %alidate$ and assess theimpact of team member@s re%ised estimates to complete tasks# These ha%e a direct effect onthe Project 7udget#

• Forecast !otal 1 the sum of the Cost to Date and the Estimate to Complete#

• Project 9ariance 1 the difference bet"een all estimated and all actual hours and dollars# t is

calculated b! subtracting the ?orecast Total from the Total Current 7udget# - positi%e%ariance means that the actual cost of the product is less than the budgeted cost# - negati%e%ariance means that the actual cost of the product is greater than the budgeted cost#

t is of utmost importance for the Project Manager to take thetime to anal!5e$ understand$ and document the reason for%ariance e%er! time the Project Schedule is updated#

8hether positi%e or negati%e$ the Project Manager needs to understand "hat is causing %ariance and

take proacti%e steps to keep it under control# The Project Manager must be able to explain the causeof %ariance to others and determine if correcti%e actions need to be taken to maintain the projectsschedule# ?or example$ if a negati%e %ariance results "hile a task is being executed$ and more mone!"ill be needed than planned for$ the success of the project ma! be affected# (n the other hand$ sometasks ma! finish ahead of schedule$ freeing up mone! and offsetting the negati%e impact of those thatfinish late# The Project Manager must remain a"are of such situations$ "orking "ith the Project Teammembers and Customers to determine the causes of %ariance and to mitigate an! associated risks#

t is the responsibilit! of the Project Manager to ensure the currenc!$ accurac!$ and %iabilit! of theProject Schedule as the primar! mechanism for managing the budget# 3e/she must kno" and be ableto communicate exact project status relati%e to budget$ impact of changes$ estimates to complete$ and%ariance# This information must be kno"n b! task$ acti%it!$ project phase$ resource$ and deli%erable# tmust be communicated to the Project Sponsor and/or Project Director as part of the Status Meeting#


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4.( Monitor and Control )isks

)oles

• Project Manager


• Project Team

• Customer


Purpose

+isks are potential future e%ents that can ad%ersel! affect a projects 7udget$ Schedule$ Scope 2TripleConstraints4 and the resulting Aualit!# n prior "ork$ the Project Manager defined these e%ents asaccuratel! as possible$ determined "hen the! "ould be likel! to impact the project$ and de%eloped a +iskManagement Plan# -s the impact dates dra" closer$ it is important to continue re e%aluating probabilit!$impact$ and timing of risks$ as "ell as to identif! additional risk factors and e%ents#

8hen the risk e%ent actuall! occurs$ the risk 2"hich is b! definition a future$ potential e%ent4 becomes anissue 2"hich is b! definition a current$ definite condition4 and issue monitoring and control takes o%er#

The purpose of Monitor and Control +isks is to deplo! the +isk Management Plans prepared in prior "orkto anticipate project challenges$ and to de%elop and appl! ne" response and resolution strategies tounexpected e%entualities#

!asks associated it% Monitor and Control )isks

• ,#' Monitor +isks

• ,#* Control +isks

• ,#, Monitor mpact on Triple Constraint

4.(.1 Monitor )isks

During Project Planning$ risks "ere remote e%ents "ith uncertain probabilities of coming true# nExecution and Control$ ho"e%er$ impact dates dra" closer$ and risks become much more tangible#

The Project Manager must continuall! look for ne" risks$ reassess old ones$ and re e%aluate riskmitigation plans# The Project Manager should in%ol%e the "hole Project Team in this endea%or$ as%arious team members ha%e their particular expertise and can bring a uni.ue perspecti%e to riskidentification# -s the +isk Management 8orksheet is integrated into the status reporting process$ thisre%ie" and re e%aluation should take place automaticall!$ "ith the preparation of each ne" statusreport#

7ecause the +isk Management 8orksheet places risks in order according to their priorit! le%el$ it isimportant to update all .uantifiable fields to portra! an accurate risk landscape# The risk probabilitiesma! ha%e changedF the expected le%el of impact ma! be different$ or the date of impact ma! be sooner

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ntil the Triple Constraint impact is certain$ the Project Manager must$ at a minimum$ introduce thee%ent to the list of current project issues# The issues -ction Plan must reflect all the tasks re.uired toaccuratel! determine "hat impact 2if an!4 the e%ent "ill ha%e on Triple Constraints# (nce the impact iscertain and .uantifiable$ the Project Manager should transition the issue to the Change Controlprocess#

4.4 Mana e Project Execution

)oles

• Project Manager

• Project Sponsor and or Project Director

• Project Team

• Customer


Purpose

Project Execution is t!picall! the part of the lifec!cle of a project "hen the majorit! of the actual "ork toproduce the product is conducted and the majorit! of the Project 7udget is expended# The purpose ofManage Project Execution is to manage e%er! aspect of the Project Plan as "ork is being done to makecertain the project is a success#

!asks associated it% Mana e Project Execution

• ' Manage Change Control Process

• * Manage -cceptance of Deli%erables

• , Manage ssues

•

& Execute Communications Plan• Manage (rgani5ational Change

• : Manage the Project Team

• Manage Project mplementation and Transition Plan

4.4.1 Mana e C%an e Control Process

During Project Planning$ the Project Manager$ Project Sponsor and / or Project Director$ and Customer agreed on a formal change control process that "as documented and included in the Project Plan# Thechange control process describes1

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• The definition of change and ho" to identif! it

• 3o" re.uests for change "ill be initiated

• 3o" re.uests for change "ill be anal!5ed to determine if the! are beneficial to the project

• The process to appro%e or reject change re.uests

• 3o" funding "ill be secured to implement appro%ed changes

-lthough changes can be expected to occur throughout e%er! project$ an! negati%e effect on theproject outcome should be a%oidable if the change control process is executed and managedeffecti%el!#

The need for change is usuall! disco%ered during Project Execution$ as actual task "ork is beingperformed# t is during Execution that the Project Team ma! disco%er their original effort estimates"ere not accurate and "ill result in more or less time being re.uired to complete their "ork# t is alsoduring Execution that the Project Sponsor and / or Project Director or Customer ma! reali5e that$despite their best efforts to thoroughl! document the Project Scope$ the product being produced is not

exactl! "hat the! need# t is the responsibilit! of the Project Manager to keep a close "atch on factorsthat could introduce potential scope creep and take proacti%e steps to pre%ent it from occurring$ or tomanage it as it occurs#

Sometimes change control is re.uired if a Project Team member is not able to complete "hat "asdocumented in the Project Scope$ because of lack of skill$ time constraints$ or other factors outsidehis/her control# n most cases$ these difficult to manage situations often result in lost time in the ProjectSchedule and can ha%e a major impact on the project#

8hen someone does not do something he or she "assupposed to do as documented in the Project Plan$ theresulting change is called a )on Compliance change#

Sometimes change is simpl! informational and "ill most likel! not affect the Project Scope or Schedule2e#g#$ the name of a Project Team member or the ph!sical location of the Project Team offices ma!change4# Changes that do not affect the projects Triple Constraints do not need to follo" the formalchange control process$ but should be documented in the Project Status +eport or an! otherappropriate communication mechanism#

3o"e%er$ for all changes that affect the projects Triple Constraints$ it is %itall! important for the ProjectManager to implement and manage the change control process in e%er! situation# )ot doing so "illcause confusion on the part of the Customer as to "hat constitutes a change# The change controlprocess also helps maintain balance bet"een the re.uirements of the project and the timeline andcost#

During Project Planning$ indi%iduals authori5ed to be re.uestors$ or appro%ers of change re.uests"ere identified and information about them "as documented in the change control process# Changecontrol begins "hen a re.uestor completes a change re.uest form and submits it to the appropriateappro%er2s4# 2See ?igure , :$ CPMM nternal Change (rder#4

The appro%er2s4 re%ie" the information and make a determination "hether to appro%e the changere.uest based upon the potential benefit of its implementation to the organi5ation# f$ for example$ the

implementation costs far out"eigh the business benefit$ the change re.uest "ill most likel! berejected# - signature is re.uired of all appro%ers$ "hether the! are accepting or rejecting thedeli%erable# f the deli%erable is being rejected$ the appro%er must pro%ide the reason# - signature ofappro%al on the Project Change +e.uest indicates that the appro%er accepts the conse.uences2impact4 of the increased scope on the projects 7udget$ Scope$ Schedule and resulting Aualit!#


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Change +e.uests and their status are kept in the Change +e.uest 0og#

)EHE+ execute a change re.uest "ithout first obtaining allre.uired appro%al signatures

(nce a change re.uest has been appro%ed$ the Project Manager must incorporate the effect of thechange into the Project Schedule# -ll re.uired tasks$ estimated durations$ dependencies$ andresources must be modified# f the change has a significant impact$ a ne" baseline should then becreated for the amended schedule and budget# These become the ne" tools against "hich hours "illbe booked and project performance measured going for"ard#

+EMEM7E+1 Make a cop! of the ne" baseline schedule andarchi%e it in the project repositor! 7E?(+E !ou book ne""ork to it f !ou lose the baseline$ !ou ha%e nothing against"hich to compare later updates to see if !our project is ontrack

n addition$ if ne" deli%erables "ill be produced as a result of the change$ their exact description mustbe included in the Project Plan$ either as appendices to the Project Scope$ or as separateattachments# n addition$ an! changes that affect the remaining components of Triple Constraints mustbe documented# -ll correspondence$ supporting documentation and other information pertaining to thechange should be sa%ed in the appropriate location in the project repositor!#

4.4.2 Mana e ,cceptance of Deli era les

The goal of this process is to manage the acceptance of deli%erables# Bou "ill need to

• define the acceptance criteria for deli%erables for !our project

• determine "ho "ill re%ie" the deli%erables to assure the completeness of information and.ualit! of the "ork

• identif! the Customers designated to be appro%ers and ha%e the authorit! to sign off on thedeli%erable indicating acceptance

• define an! time considerations or escalation process !our project ma! need to manageacceptance of deli%erables#

The acceptance management process must be follo"ed throughout the project# -s "ith the changecontrol process$ the earlier in the life of the project the process begins$ the sooner e%er!one "illunderstand ho" it "orks and "hat to expect# The ke! to facilitating acceptance is first to understandCustomer expectations$ and then to meet them#

The acceptance management process is not set in stoneand$ if$ "hile executing the process$ !ou disco%er parts of it

are not "orking as expected$ adjust the process to moreclosel! fit the needs of the project# Gust be sure to document!our changes and get Customer appro%al beforeimplementing them#


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-cceptance begins "hen the Project Manager presents a completed deli%erable# 8hen logisticall!possible$ the Project Manager must take the time to formall! re%ie" the deli%erable$ in person$ "ith theappro%er# n some cases$ the appro%er@s geographic location or "ork shift prohibits face to facecommunication# 7ut "here in person communication is feasible$ it is recommended that the ProjectManager not simpl! send the deli%erable %ia email or lea%e it on the appro%er@s desk# f the ProjectManager has done a %er! thorough job in setting expectations$ the appro%er ma! indicate acceptanceat the end of this face to face presentation# More likel!$ ho"e%er$ the appro%er "ill prefer to ha%edesignated re%ie"ers examine the document or product and recommend a course of action#

The re%ie"ers independentl! anal!5e the deli%erable from a technical standpoint# -fter the re%ie"$ the!should produce a recommendation as to "hether to accept the deli%erable$ pro%iding their commentsand signature on the accompan!ing appro%al form# This must be done "ithin the turnaround timedocumented in the acceptance management process# f a re%ie"er recommends the deli%erable berejected$ he/she must pro%ide the reason and for"ard the package back to the appro%er# This processshould be follo"ed for each person designated as a re%ie"er in the acceptance management process#

Keep in mind that the re%ie" and appro%al process "ill takemore time if se%eral re%ie"ers or appro%ers need to getin%ol%ed

sing input and recommendations pro%ided b! the re%ie"er$ the appro%er re%ie"s the deli%erable2most likel! from a business standpoint4 and decides if it meets the acceptance criteria documented inthe acceptance management process# 3e/she "ill indicate acceptance or rejection of the deli%erableon the -ppro%al ?orm or Page of the document# (nce again$ this must be done "ithin the turnaroundtime documented in the acceptance management process# f the appro%er recommends thedeli%erable be rejected$ he/she must pro%ide the reason and for"ard the package to the ProjectManager# t is then the responsibilit! of the Project Manager to ha%e the deli%erable adjusted asnecessar! and then resubmit it to the appro%er# This process should be follo"ed for each persondesignated as an appro%er in the acceptance management process# The Project Manager mustensure that for rejected deli%erables$ specific correcti%e actions are defined$ that is$ I "ould acceptthis if###I

t is the responsibilit! of the Project Manager to be cogni5ant of the time elapsing during the re%ie"and appro%al process$ in an attempt to complete the process "ithin the maximum number of businessda!s agreed upon and documented# Significant dela!s in the process should trigger the ProjectManager to escalate the situation$ follo"ing the documented escalation procedure# Similarl!$ theProject Manager should be a"are of the number of times the acceptance process is being repeated#3o" man! times is the Project Team making changes to a deli%erable based upon its rejection Thenumber of times a deli%erable can be resubmitted to the appro%er "as also documented in theacceptance management process# f a deli%erable is rejected more than once$ the Project Managershould take immediate action to anal!5e the situation$ resol%e the conflict$ or exercise the appropriateescalation procedure to get it resol%ed# - serious dela! in the acceptance of a deli%erable "ill almostal"a!s result in project dela!s#

f the number of iterations becomes unreasonable$ theProject Manager should recogni5e that a bigger problem ma!exist$ and should take the appropriate action to find out "hatit is and fix it

The Project Manager should maintain a log of the acti%it! that transpires "hile a deli%erable is goingthrough the acceptance management process# The deli%erable acceptance log can be included as partof the Status +eport that is re%ie"ed "ith the Project Sponsor and / or Project Director 2see -ppendix1CPMM Project Status +eport4#


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(nce a deli%erable is considered acceptable$ the Project Manager should gain the appropriatesignatures on the Project Deli%erable -ppro%al ?orm# Signatures on the form indicate formalacceptance of the deli%erable#

4.4.( Mana e 3ssues

Managing issues in%ol%es documenting$ reporting$ escalating$ tracking$ and resol%ing problems thatoccur as a project progresses# During Project Planning 23igh 0e%el4$ the Project Manager and ProjectSponsor and / or Project Director agreed upon and documented the process for managing issues andincluded the process in the Project nitiation Plan#

The issue escalation and management process addresses the follo"ing1

• 3o" issues "ill be captured and tracked

• 3o" issues "ill be prioriti5ed

•

3o" and "hen issues "ill be escalated for resolution

ssues are usuall! .uestions$ suggestions$ or problems raised b! Project Team members$ including theProject Manager and Customer# The! are different from changes in that the! do not usuall! ha%e animmediate impact on the Project Scope or Schedule# f issues remain unresol%ed$ ho"e%er$ the! arelikel! to affect the Project Schedule or 7udget$ resulting in the need for change control# t is$ therefore$%er! important to ha%e an issue escalation and management process in place$ and to execute theprocess before change control procedures become necessar!#

-n!one in%ol%ed in a project in an! "a! can and should inform the Project Manager of issues# t is theresponsibilit! of the Project Manager and Project Sponsor and / or Project Director to foster anen%ironment "here communicating issues is not onl! acceptable but strongl! encouraged# ndi%idualsshould feel a responsibilit! to the organi5ation to %oice their concerns# f indi%iduals are fearful ofcommunicating issues$ the resulting effect on the project can be de%astating#

The Project Manager should be cautious about reacting to an issue that is communicated b! shootingthe messenger# This sends the "rong message to the Project Team# )o matter ho" de%astating thene"s or the issue$ the Project Manager should thank the person "ho raised the issue and solicit ideasfrom that indi%idual and other team members for its mitigation#

Consider implementing a re"ard s!stem to recogni5eindi%iduals "ho communicate project issues# This "ill not

onl! increase morale but "ill encourage others tocommunicate issues "hen the! identif! them#

The Project Manager is responsible for capturing and tracking issues as soon as the! arise$ using theissues log 2See ?igure *#'> CPMM ssues 0og4# 3igh or Critical ssues should also appear in the

ssues section in the Project Status +eport# E%er! issue$ "hether technical or business related$ shouldbe documented# 7elo" are some examples of project issues1

• Computer s!stem "ill be do"n for routine maintenance#

• Project Sponsor and / or Project Director is taking another job#

• Project Team member start date ma! be sooner 2or later4 than expected#

• There is a dela! in appro%ing or rejecting a change re.uest or deli%erable#


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• Staff is contemplating a strike#

• Se%ere "eather is predicted in the area of the building site#

(nce the description of a ne" issue has been logged$ the Project Manager should estimate thepotential impact the issue could ha%e on the project# 7ased upon potential impact$ the Project Manager prioriti5es the issue in relation to all other open issues# The goal of issue management is to resol%e allconcerns completel! and promptl!$ but in realit! the issues "ith the highest priorit! should recei%e the

most and .uickest attention#

The issues log should also include the date the issue is recorded$ its anticipated closure date$ and thename of the indi%idual responsible for resol%ing it or seeing that it is resol%ed# The due date for closuremust be a specific date 2that is$ the date cannot be I-S-PI4# The responsible part! must be a specificindi%idual$ not a functional group 2that is$ an issue should not be assigned to the T Department or theD7- group4#

8hile the issue remains open$ its continuing impact and the status of its action plan should bediscussed at e%er! status meeting# f appropriate resources or materials are not a%ailable to completethe action items$ or if there is disagreement about an! of the elements on the issues log$ the ProjectManager should in%oke pre%iousl! defined escalation procedures# nresol%ed issues are one of theleading causes of project failure$ and the Project Manager must pursue issue resolution relentlessl!#

-s progress occurs on the resolution of an issue$ the Project Manager should update the issues log toreflect "hat has occurred# -s issues are closed$ the! should be mo%ed to a different section of theissues log# -long "ith a description of ho" the issue "as resol%ed$ the Project Manager shoulddocument "ho resol%ed the issue and the closure date#

8hen managing issues$ document EHE+BT3 )6 2!es$EHE+BT3 )64 that happens as issues are resol%ed# 7esure to note "hat happened$ "hen it happened and "ho "asin%ol%ed# Don@t skimp on the details# Keep an issues diar!#

8hen issues are closed$ don@t delete them from !our issueslog instead maintain the diar! of closed issues in a separatefile or folder or section of the log# This diar! "ill ensure that!ou co%er !our bases$ and the information included in it ma!become in%aluable to !ou or another Project Manager aslessons learned "hen resol%ing similar issues do"n the road

4.4.4 Execute Co00unications Plans

During Project Planning$ the Communications Plan "as refined to describe ho" projectcommunications "ill occur$ and expanded to describe the "a! communications "ill be managed# -s aproject progresses$ e%ents ma! occur to alter the "a! information is accessed or changecommunications re.uirements# During Project Execution$ the Project Manager and Project Team mustagain re%ie" "hether the Communications Plan is still current and applicable to the project# f it isdetermined that an! portion of the plan is no longer applicable$ the Project Manager should update thedocument#

During Project Execution the Communications Plan is carried out so that re.uired information is madea%ailable to the appropriate indi%iduals at the appropriate times$ and ne" or unexpected re.uestsrecei%e a prompt response# Communications must continue to be bi directional during ProjectExecution# The Project Manager must pro%ide re.uired information to the Project Team andappropriate Stakeholders on a timel! basis$ and the Project Team and Stakeholders must pro%idere.uired information to the Project Manager#


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n addition to ha%ing a solid Communications Plan in place$ it is the responsibilit! of members of theProject Team to exercise good communication skills# 8hen composing correspondence$ progressreports$ meeting minutes$ etc#$ and "hen speaking "ith indi%iduals face to face$ the team members areresponsible for clear$ unambiguous$ and complete communication of information# The recei%er$ in turn$must be sure information is not onl! recei%ed correctl! and completel!$ but that it is understood#

During Project Execution$ the Project Manager$ Project Team$ and Stakeholders "ill share informationusing a %ariet! of communication mechanisms# These "ere defined during Project Planning and ma!

include1• Status Meetings

• Status +eports

• Memos

• )e"sletters

• Executi%e Correspondence

• Meeting Minutes

• Executi%e Meetings

• Steering Committee Meetings

• Presentations to special interest groups

• Customer ?ocus 6roup meetings

This information is collected$ stored and disseminated based upon procedures established anddocumented in the Communications Plan# 8hile executing the plan$ the Project Manager must bea"are of ho" the organi5ation "ill use the information$ and "hether the plan is effecti%e# 3e/she mustbe flexible and read! to modif! the plan if portions of it are not "orking as expected or communicationsneeds change "ithin the performing (rgani5ation#

(f the man! mechanisms a%ailable to the Project Manager$ status reporting is particularl! useful forcommunicating the performance of a project# Project Team members must complete -cti%it! / Timereporting to the Project Manager# These reports can ser%e a dual purpose as a reporting mechanism tothe Project Manager and also to the team member@s immediate super%isor# Time reporting shoulddocument detailed descriptions of actual "ork accomplished and include Team members estimates ofthe time the! feel "ill be re.uired to complete tasks# Time reporting should also contain informationregarding "ork to be done in upcoming "eeks$ and list an! issues pre%enting completion of re.uiredtasks# 8hen correctl! completed b! the Project Team$ the reports are %er! useful to the ProjectManager for updating the Project Schedule$ and for anticipating issues and proacti%el! planning "a!sfor their resolution# 2See ?igure & &$ the CPMM Time Sheet4# )ote1 Time +eporting is done b!automated tools or other special reports in some performing organi5ations and the process should bedocumented in the communication plan#

sing the -cti%it! / Time Sheet prepared b! the Project Team$ the Project Manager should complete aStatus +eport to be presented to the Project Sponsor and / or Project Director# n this report$ theProject Manager measures the health and progress of the project against the Project Plan# t is theprimar! communication %ehicle bet"een the Project Manager and the Project Sponsor and / or Project

Director$ and should contain the follo"ing information1• #tatus #u00ar5 J indicating an! significant impacts to the project


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• Major ,cco0plis%0ents J a list of the most important completed tasks$ or a description of"ork done to"ard their completion# 2(ther than project Milestones4

• Project Milestone )eport J a high le%el glance at the major project deli%erables$ "ith theirintended and actual start and end dates#

• 3ssues anal5sis and 3ssue )esponse J a running list of open and closed issues# 2SeeManage ssues$ Section ,#4

• C%an e )e uest ,nal5sis J a running diar! of actions taken to"ard acceptance of changecontrol# 2See Manage Change Control Process$ task '#4

• )isk ,nal5sis )eport J an! +isks that ma! be turning into a project issue and report on an!situation that occurred that resulted in the Project Team being unable to perform "ork#

Financial Co00entar5

• Project Mana er;s Co00ents and significant planned accomplishments for the follo"ing"eeks#

(ther project documents that ma! be attached to the Status +eport include an! Change Control+e.uests or Change Control 0og$ (pen ssues 0og$ +isk Plan$ Deli%erable -cceptance ?orms$Meetings )otes$ the (rgani5ational Change Management Plan and the mplementation and TransitionPlan#

The Status +eport becomes the point of discussion for the Status Meeting$ the regularl! scheduledforum "here the Project Manager presents the project status and discusses issues "ith the ProjectSponsor and / or Project Director#

Conduct a regularl! scheduled meeting "ith the ProjectSponsor and / or Project Director$ using the Status +eport todri%e the agenda# f necessar!$ in%ite members of the ProjectTeam "ho ha%e expertise in a certain area !ou plan todiscuss# se the meeting time "isel! it is a great opportunit!to ha%e focused$ dedicated time "ith !our Project Sponsorand / or Project Director and is the perfect forum forcommunicating the status of the project and planning "a!s toproacti%el! resol%e an! issues or concerns#

E%en though information is presented to the Project Sponsorand / or Project Director at a summar! le%el$ it is %er!important to record and maintain -00 the detailed$ supportingtask le%el information# Detailed information can be includedas an appendix to !our Status +eport$ or maintained in aseparate document# +egardless of its location$ detailedinformation should al"a!s be made a%ailable to the ProjectTeam$ and "ill be in%aluable to !ou if !our Project Sponsorand / or Project Director re.uests clarification or moreinformation#

The Project Manager should periodicall! assemble the Project Team to re%ie" the status of the project$

discuss their accomplishments$ and communicate an! issues or concerns in an open$ honest$constructi%e forum# These meetings are ideal opportunities for the Project Manager to gain insight intothe da! to da! acti%ities of Project Team members$ especiall! if the team is large and indi%idualinteraction bet"een the Project Manager and each team member is infre.uent#


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The Project Manager should determine the fre.uenc! ofstatus meetings based upon the current state of the projectand his/her good judgment# 8eekl! meetings ma! besufficient during times of normal project acti%it!$ but duringcrunch times it ma! be necessar! to gather more fre.uentl!#8hen a deadline is approaching and/or the Project Teamappears to be under stress$ consider holding a .uick sanit!

check at the beginning of each da! to ensure the teamunderstands and remains focused on the important tasks forthat da!#

During the meeting the Project Manager should re%ie" the Project Schedule "ith the team and %erif!"ith each member the "ork that needs to be accomplished in upcoming "eeks# Part of the meetingshould focus on the teams Time +eports$ to %erif! estimates to complete tasks and to discuss issuesthat ma! impact estimates# The Project Manager can then use information communicated during theProject Team meetings as input to the Status +eport#

The regularl! scheduled Project Team meeting is also a good forum to recogni5e indi%idualaccomplishments$ and to re"ard team members for outstanding "ork#

(n large projects "here gathering the entire team isprohibiti%e$ Team 0eaders can assemble the appropriateProject Team members for meetings# t "ill then benecessar! for Team 0eaders to meet regularl! "ith theProject Manager to ensure all communication lines remainopen#

t is important for the Project Manager to make anappearance at meetings on a regular basis# This ser%es adual purpose it demonstrates the Project Managers interestin the project and it also facilitates communication "ith theProject Team#

-s documents are gathered and generated during Project Execution$ the Project Manager and / orTeam 0eads are responsible for filing them in the appropriate location in the project repositor!# Therepositor! must be maintained on a continuous basis$ as it represents a histor! of the project$ from itsinitial inception through closure# t "ill be used as a reference manual throughout the project andshould$ therefore$ be made a%ailable to e%er! member of the Project Team# -t a minimum$ the ProjectManager should make sure the follo"ing repositor! items are al"a!s current1

• Project Schedule$ including an! project financials

• Status +eport$ including1

• Change control log

• ssues log 2open and closed4

• Deli%erable acceptance log

• Team member Progress reports

• Team member timesheets$ if used


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• +isk Management 8orksheet

• -ll correspondence$ including an! pi%otal or decision making memos$ letters$ e mail$ etc#

• Meeting minutes$ decisions and/or actions

The project repositor! puts the histor! of the project at !ourfingertips$ but onl! if it is kept up to date t ensures projectcontinuit! e%en if the Project Manager gets promoted orreassigned#

4.4.* Mana e r ani8ational C%an e

During Project Planning$ the Project Manager and Customer de%eloped an (rgani5ational ChangeManagement Plan$ taking into consideration the impact the product of the project "ill ha%e on theperforming (rgani5ation#

During Project Execution$ as the product is being produced$ the Project Manager and Customer muste%aluate the (rgani5ational Change Management Plan documented during Project Planning to be sureit is still current# 7ecause more information about the specific changes to the organi5ation in terms ofpeople$ process and culture is kno"n$ it is .uite likel! that the plan "ill need to be adjusted and moredetails de%eloped#

t is extremel! important for the Project Manager and Project Sponsor and / or Project Director to beacti%el! in%ol%ed in the change effort$ and to proacti%el! manage communications "ith the performing(rgani5ation and Consumers# -s specific changes are implemented in ad%ance of and in preparation

for the final product of the project$ all in%ol%ed parties must be made a"are of the anticipated timing ofe%ents to gi%e them ample time to prepare and participate as re.uired#

The (rgani5ational Change Management Plan should include1

• People 1 Planned "orkforce changes must be executed in careful coordination "ith$ andusuall! at the direction of$ the 3uman +esource department of the performing (rgani5ation$and in conjunction "ith appropriate labor/management practices# Specific changes in jobduties$ staff reductions or increases$ and an! changes in the organi5ational structure itselfshould be performed in accordance "ith the plan$ and should include appropriatecoordination and communication "ith union representati%es and the external agenciesin%ol%ed# These agencies ma! include the Department of Ci%il Ser%ice and the 6o%ernors(ffice of Emplo!ee +elations# The Project Manager must "ork "ith all of these organi5ationsto execute the changes as planned and scheduled$ being sensiti%e to minimi5e an! impact tothem#

• Process 1 The redesign of existing business processes affected b! the implementation of theproduct of the project$ and the de%elopment of corresponding procedures$ must be managedin coordination "ith product de%elopment# The redesigned processes and procedures mustalign "ith the product and associated changes# The implementation of the ne" processes$and an! associated training or announcements regarding their introduction into thePerforming (rgani5ation$ must be integrated "ith the product implementation 2to coincide"ith or precede the product$ as appropriate4# The Project Manager must manage these

particular aspects of the schedule "ith diplomac! and tact# The acti%e in%ol%ement of theProject Sponsor and / or Project Director and the Steering Committee ma! be re.uired aschanges are implemented#


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• Culture 1 Specific plans "ere de%eloped based on the extent of the culture shock the productof the project "as expected to introduce into the performing (rgani5ation and its businessstrateg!$ established norms for performance$ leadership approach$ management st!le$approach to Customers$ use of po"er$ approach to decision making$ and emplo!ee roles#

sing the results of the assessment of the Performing (rgani5ations readiness for change$the Project Manager can de%elop more specific action plans to increase the organi5ationsreadiness and abilit! to adapt to the changes of the project# Most likel!$ these "ill includeeducation and training e%ents that can be targeted to specific audiences affected b! the

changes# The plans should pro%ide information about the changes "ell in ad%ance ofimplementation$ so that affected Stakeholders ha%e ample opportunit! to express theirconcerns# To the greatest extent possible$ the Stakeholders should be gi%en a pre%ie" ofho" the product "ill actuall! "ork# The! should also be gi%en ade.uate training on ho" toadjust to change$ ho" to "ork in the ne" en%ironment$ or similar soft skills#

The Project Manager$ "ith the acti%e participation and support of the Customer and Project Sponsorand / or Project Director$ must be able to manage the specific acti%ities that "ill ade.uatel! prepare theperforming (rgani5ation for the anticipated changes#

4.4.< Mana e t%e Project !ea0

n order to successfull! meet the needs of a project$ it is important to ha%e a high performing ProjectTeam made up of indi%iduals "ho are both technicall! skilled and moti%ated to contribute to theprojects outcome# (ne of the man! responsibilities of a Project Manager is to enhance the abilit! ofeach Project Team member to contribute to the project$ "hile also fostering indi%idual gro"th andaccomplishment# -t the same time$ each indi%idual must be encouraged to share ideas and "ork "ithothers to"ard a common goal# The Project Manager$ then$ must be a leader$ communicator$ negotiator$influencer$ and problem sol%er The le%el of skills and competencies to successfull! fill these roleshelps distinguish good Project Managers from great ones#

To maximi5e the successful performance of the Project Team$ the Project Manager must do thefollo"ing1

4.4.


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- basic responsibilit! of the Project Manager is to assign "ork to the Project Team and ensurethat the "ork is completed according to the Project Schedule# The Project Manager 2or Team0eaders if the project is large4 is responsible for allocating tasks to appropriate team members atthe appropriate times# - good Project Manager establishes and maintains a Project Schedule thatminimi5es team member do"n time# -long "ith the Team 0eaders$ the Project Manager mustcontinuousl! communicate to each member of the team "hat is re.uired and b! "hen$ and thenmanage the performance of each team member in meeting the re.uirements#

Since the Project Manager is ultimatel! responsible for the success or failure of a project$ he/shemust direct Project Team endea%ors and encourage team members to be accountable for their"ork# -ccountabilit! should be formall! documented and measured through the use of teammember Progress +eports# 7ut the Project Manager must also be "illing to communicate face toface "ith the Project Team# +egular personal communication is one of the most effecti%e "a!s togather input on the status of project acti%ities$ discuss issues and concerns$ recogni5e good "ork$encourage and pro%ide support to team members "ho are struggling$ and build relationships# t isalso one of the primar! "a!s to disco%er and take action to resol%e team member performanceissues#

4.4.


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4.4. Mana e Project 30ple0entation and !ransition Plan

During Project Planning$ the Project Manager formulated and documented a plan for implementing ordeplo!ing the product of the project$ and for transitioning the responsibilit! for the outcome of theproject from the Project Team to the Performing (rgani5ation# During Project Execution and Control$this mplementation and Transition Plan "ill be more full! de%eloped as the product of the project isde%eloped$ and as specific acti%ities in the plan are executed#

During Project Execution and Control$ the Project Team "ill gain a better understanding of the impactthe resulting product "ill ha%e on the Performing (rgani5ation and Consumers# -cti%ities begin thatare re.uired to prepare the Consumers to use the product$ along "ith the tasks to prepare thePerforming (rgani5ation to support it#

The mplementation and Transition Plan includes1

• Monitoring and ensuring timel! completion of all facilities issues$ such as ac.uiring thenecessar! ph!sical space$ installing appropriate soft"are$ obtaining the appropriate buildingpermits$ etc#

• Coordinating Customer -cceptance Testing$ including logistics of "hen and ho" Customers"ill test the product to confirm that it meets re.uirements before it is formall! implementedand transitioned# Customer testing is one of the last opportunities for necessar! changes tobe identified and made to the product before rollout# Time for sufficient Customer testing andan! resulting re"ork that "ill affect the Project Team must be incorporated in the ProjectSchedule#

• Managing the steps that need to be taken to ensure Consumers "ill be read! to use theproduct once it is implemented# These steps must be coordinated "ith the (rgani5ationalChange Management Plan$ and "ill include training and orientation on the use of theproduct# -n! training for Customers or Consumers must be pro%ided according to plan andcoordinated "ith other aspects of the implementation of the product#

• Managing the detailed implementation# The Project Manager must monitor implementationacti%ities and make an! necessar! adjustments# The implementation "ill %ar! dependingupon the needs of the Performing (rgani5ation and the product of the project# Someimplementations are done at the flip of the final s"itch$ such as opening a ne" high"a!$ orpublishing a book# (thers are phased into implementation$ like installing an in%entor!

management s!stem module b! module$ or mo%ing to a ne" building floor b! floor$ orimplementing a ne" "a! of doing business location b! location#

• Managing the steps that need to be taken to ensure the appropriate indi%iduals are read! tosupport the product once it has been implemented and is in use# This ma! include


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negotiating "ith %arious internal organi5ations to determine the appropriate timing of thetransition of responsibilit!$ assigning specific organi5ations and indi%iduals to support thespecific products$ and pro%iding necessar! training# The Project Manager must carefull!manage the point in implementation that the Performing (rgani5ation takes responsibilit! for production problems$ help or trouble calls$ and for resol%ing the problems$ and ensure thatall pre re.uisites for transition ha%e been met for example$ performance standards$ .ualit!standards$ etc#

•

Managing production of all necessar! documentation# The Project Manager must ensure thatall documents or records that "ill be pro%ided "ith the product are produced# Examples ofdocumentation include1

• ser manuals

• (n line help

• -ssembl! or usage instructions

The Project Manager must be certain that e%er! piece of documentation described in the

mplementation and Transition Plan is pro%ided to the Customer and the Performing (rgani5ationbefore the end of Project Execution and Control#

(%erall$ the Project Manager must be sure each re.uired acti%it! is carried out according to themplementation and Transition Plan and schedule$ and to immediatel! communicate an! discrepancies

to the Project Sponsor and / or Project Director#

Deli era les for !ask 4.4 "Mana e Project Execution'

• Product of t%e Project J at the end of Project Execution$ all re.uired deli%erables as documentedin the Project Plan ha%e been produced b! the Project Team and appro%ed b! the Project Sponsorand / or Project Director# The product of the project is the end result of Project Execution andControl$ and "ill be successfull! transitioned from the Project Team to the performing (rgani5ation#

4.* +ain Project ,cceptance

Purpose

The purpose of this process is to formall! ackno"ledge that all deli%erables produced during ProjectExecution and Control ha%e been completed$ tested$ accepted$ and appro%ed b! the projects Customer+epresentati%es and the Project Sponsor and / or Project Director$ and that the product or ser%ice theproject de%eloped "as successfull! transitioned from the Project Team to the Customers and Consumers#?ormal acceptance and appro%al also signif! that the project is essentiall! o%er$ and is read! for ProjectCloseout#

)oles

• Project Manager


• Project Team Members


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• Customer +epresentati%es

!asks associated it% +ain Project ,cceptance

• #' Conduct ?inal Status Meeting

• #* 6ain -cceptance Signature from Project Sponsor

4.*.1 Conduct Final #tatus Meetin

(nce the product of the project has been successfull! transitioned to the Performing (rgani5ationsen%ironment$ the Project Manager should prepare the final status report and conduct the final statusmeeting# The Project Schedule must be up to date for all completed project and project managementlifec!cle "ork# This is the final opportunit! for all participants to confirm that the product of the project hasbeen successfull! de%eloped and transitioned# -n! outstanding issues or action items must be transitioned

from the Project Team to the Performing (rgani5ation#

4.*.2 +ain ,cceptance #i nature fro0 Project #ponsor and?or Project Director

-s the deli%erables of the project are produced and accepted$ appro%al signatures are gained from theProject Sponsor and / or Project Director and Customer +epresentati%es# ?ollo"ing the final statusmeeting$ the Project Manager must obtain the Project Sponsor and / or Project Directors signature one finaltime$ indicating acceptance of the project to date$ and indicating appro%al to proceed to Project Closeout2see -ppendix1 CPMM Sample Project -ppro%al ?orm#4# f the Project Sponsor and / or Project Director donot accept the project$ he/she must indicate the specific reason2s4 for rejection# The Project Manager isthen responsible for resol%ing the issues and seeking the Project Sponsor and / or Project Directorsacceptance again#

Continue to next section:

C%ecklist

Four: Project Execution and Control

C%ecklist

se this checklist throughout Project Planning 23igh 0e%el4 to help ensure that all re.uirements of thephase are met# -s each item is completed$ indicate its completion date# se the Comments column to addinformation that ma! be helpful to !ou as !ou proceed through the project#

3te0 Description Co0pletion Date Co00ents

http://www2.cit.cornell.edu/computer/robohelp/cpmm/Phase_4_Process_Descriptions.htm#4.5.1http://www2.cit.cornell.edu/computer/robohelp/cpmm/Phase_4_Process_Descriptions.htm#4.5.1http://www2.cit.cornell.edu/computer/robohelp/cpmm/Phase_4_Process_Descriptions.htm#4.5.2http://www2.cit.cornell.edu/computer/robohelp/cpmm/Phase_4_Process_Descriptions.htm#4.5.2http://www2.cit.cornell.edu/computer/robohelp/cpmm/Phase_4_End_of_Phase_Checklist.htmhttp://www2.cit.cornell.edu/computer/robohelp/cpmm/Phase_4_Process_Descriptions.htm#4.5.1http://www2.cit.cornell.edu/computer/robohelp/cpmm/Phase_4_Process_Descriptions.htm#4.5.2http://www2.cit.cornell.edu/computer/robohelp/cpmm/Phase_4_End_of_Phase_Checklist.htmhttp://www2.cit.cornell.edu/computer/robohelp/cpmm/Phase_4_End_of_Phase_Checklist.htm


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Conduct Execution and Control Kick-off

Ensure team members ha%e "hate%er isre.uired to perform their tasks

Meet "ith each team member to con%e!roles and responsibilities

Distribute copies of all project materialsand deli%erables to all team members

Mentor or assign Team 0eader to mentor ne" team members

3old orientation sessions for ne"members

+e%ie" pre%ious deli%erables andcomponents of Project Plan

Schedule time and location of kick offmeeting

Prepare materials for distribution atmeeting

n%ite appropriate attendees

Prepare meeting presentation andagenda

Designate meeting scribe

Conduct kick off meeting

Distribute meeting notes to all attendees

pdate the projectrepositor!


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Mana e !riple Constraints"#cope$ #c%edule$ &ud et'

pdate and anal!5e the ProjectSchedule as needed

Conduct peer re%ie" of deli%erables$ ifappropriate

Monitor and Control )isks

+e%ie" identified risks "ith Project Teamand Project Sponsor and/or ProjectDirector

+e e%aluate each risk

pdate +isk Management 8orksheetregularl!

Execute contingenc! plans or modif!them if necessar!

Create ne" contingenc! plans toaccommodate ne" risks

Mana e Project Execution

Ensure status meetings are being held"ith the Project Team regularl!

-c.uire necessar! ph!sical space ande.uipment to support the product

Conduct training for support personnel

Conduct training for Consumers

Communicate rollout information


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Conduct training for Project Teammembers and update Training Plan

-llocate an

project excution and control four

Documents