1. MGT 461 Lecture #27 Project Execution and Control Ghazala Amin

2. 2 Project Management Processes »PM processes are divided into five phases or process groups Initiating Processes Initiating Processes Closing Processes Closing Processes Controlling Processes Controlling Processes Executing Processes Executing Processes Planning Processes Planning Processes Professional Responsibility

3. 3 Project Implementation Project Implementation (or Execution) follows up on the phases of project planning and initiation. Project Implementation integrates human resources and other project resource inputs (financial, physical, informational etc.) to carry out the project management plan which is the main deliverable of project planning phase.

4. 4 Project Implementation In the project implementation phase, usually the bulk of project resources and time are utilized on the activities required in order to produce project deliverables. Project implementation does not always proceed smoothly accor-ding to the project management plan! Many issues and complications can arise which need to be effectively addressed in order for the project to be undertaken successfully.

5. 5 Project Plan Execution and Control The primary process for carrying out the project plan. The processes and actions to monitor execution of project plan. Project Manager must integrate and manage multiple processes at any time during the project life cycle.

6. 6 Project Monitoring and Control The purpose of Project Monitoring and Control is to; monitor and understand project progress so that corrective actions can be taken when project’s performance deviates from the project plan. Majority of Project Resources and cost is spent to effectively execute and implement the project activities.

7. 7 When Project Monitoring and Control is not done well…. Lots of time is spent in meetings trying to discover project status rather than reporting on it. Data needed for management decisions is unavailable when needed. Actions that should have been taken early on are not identifies until it is too late. 2004-2005 by Carnegie Mellon University Introduction tpo CMMI V 1.1

8. 8 When Project Monitoring and Control is not done well…. Why Should we care? Because If you do not know what is going on, corrective actions cannot be taken early when it is least expensive. Lack of management insight and oversight makes project results highly unpredictable, even later in the project. If your confidence in the status you give to your customer is low, they probably perceive it. 2004-2005 by Carnegie Mellon University Introduction tpo CMMI V 1.1

9. 9 Project Monitoring and Control Goals Monitor Project against the Plan Actual performance and progress of the project are monitored against the project plan. Manage Corrective action to Closure Corrective actions are managed to closure when the project’s performance or results deviate significantly from the plan.. 2004-2005 by Carnegie Mellon University Introduction tpo CMMI V 1.1

10. 10 Project Monitoring and Control against the Project Plan 2004-2005 by Carnegie Mellon University Introduction tpo CMMI V 1.1 Establish the Budget and Schedule Identify Project Risks Plan Stakeholder Involvement Establish the Project Plan Plan for Project Resources Plan for Data Management Plan for Needed knowledge And skills Analyze Issues Corrective Actions Manage Corrective Actions Project Plan

11. 11 Project Monitoring and Control Goals Examples used for Project Monitoring and Control include but is not limited to; Number of open and closed corrective actions Project milestone dates Number and types of reviews performed Review schedule 2004-2005 by Carnegie Mellon University Introduction tpo CMMI V 1.1

12. 12  Stakeholders  Risks  Change Management  Monitoring, Evaluation, Control  Costs (actual > budgeted)  Time (actual > allocated)  Resource Availability  Performance  Conflicts  Quality Issues  Ethics  External Considerations Common Issues in Project Implementation Projects can be very complex undertakings and their implementation may be influenced to a substan-tive degree by a number of diverse considerations. Implementing projects has a lot to do with effectively managing complexity. This complexity changes in the course of a project‘s imple- mentation.

13. 13 Clear project plans and objectives Good interpersonal relations and shared values Good project leadership and credibility Professional growth potential Professionally interesting and stimulating work Project visibility and high priority Proper technical direction and team leadership Qualified, competent team personnel Recognition of sense of accomplishment Management involvement and support Project Team Performance – The Drivers

14. 14 Communication problems Conflict among team members or between team and support organizations Different outlooks, objectives and priorities perceived by team members Poor qualification of team or project leader Poor trust, respect and credibility of team leader Insufficient resources Insufficient rewards Lack of project challenge and interest Lack of senior management support, interest and involvement Lack of team definition, role conflict and confusion Lack of team member commitment Project Team Performance – The Barriers

15. 15 Negotiate the work assignment Communicate organizational goals and objectives Plan the project effectively Staff and organize the project team Define the project organization, interfaces and reporting relations Build a high-performance image Effective Team Management – Some Recommendations

16. 16 Define work process and team structure Build enthusiasm and excitement Ensure senior management support Define effective communication channels and methods Build commitment Conduct team-building sessions Effective Team Management – Some Recommendations

17. 17 Ensure project leadership Create proper rewards systems Manage conflict and problems Ensure personal drive and involvement Effective Team Management – Some Recommendations

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