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Introduction to Project Management Chapter 11 Managing Project Execution

Introduction to Project Management Chapter 11 Managing Project Execution. Information Systems Project Management: A Process and Team Approach, 1e Fuller/Valacich/George. Project Execution.

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Introduction to Project Management Chapter 11 Managing Project Execution

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  1. Introduction to Project ManagementChapter 11Managing Project Execution Information Systems Project Management: A Process and Team Approach, 1e Fuller/Valacich/George © 2008 Prentice Hall

  2. Project Execution • The phase of a project in which work towards direct achievement of the project’s objectives and the production of the project’s deliverables occurs – the execution of the project plan © 2008 Prentice Hall

  3. A Component of PMBOK’s Project Integration Management • Develop project charter • Develop preliminary project scope statement • Develop project management plan • Direct and manage project execution • Monitor and control project work • Integrated change control • Close project © 2008 Prentice Hall

  4. Project Execution Processes • Direct and manage project execution • Perform quality assurance • Acquire project team • Develop project team • Information distribution • Request seller responses • Select sellers © 2008 Prentice Hall

  5. Execution Process Relationships © 2008 Prentice Hall

  6. Direct And Manage Project Execution • Managing the technical and organizational processes and interfaces that are necessary for completing the project work specified in the project management plan © 2008 Prentice Hall

  7. Perform Quality Assurance • Evaluating project progress on a regular basis in order to determine if the project will satisfy established quality standards (Project Quality Management) © 2008 Prentice Hall

  8. Acquire and Develop Project Team • Acquisition of team members • Strategies/actions to improve individual and group competencies and interactions (Human Resource Management) © 2008 Prentice Hall

  9. Information Distribution • Providing stakeholders appropriate information on a timely basis © 2008 Prentice Hall

  10. Request Seller Responsesand Select Sellers • Submission of proposals by vendors for specified project plan activities • Evaluation and selection of vendor bids (Project Procurement) © 2008 Prentice Hall

  11. PMBOK Required Inputs, Tools and Techniques Used, and Resulting Outputs of Project Plan Execution © 2008 Prentice Hall

  12. Project Plan Execution – Inputs • Project management plan • Approved corrective actions • Approved preventive actions • Approved change requests • Approved defect repair • Validated defect repair • Administrative closure procedure © 2008 Prentice Hall

  13. Project Plan Execution - Inputs (cont.) • Approved corrective actions • Authorized actions to bring the project performance back in line with the project plan • Approved preventive actions • Authorized actions to minimize the probability of negative consequences associated with project risks • Approved change requests • Documented and authorized changes to project scope © 2008 Prentice Hall

  14. Project Plan Execution – Inputs (cont.) • Approved defect repair • Authorized actions to correct defects found during audits • Validated defect repair • Notification of either approved or denied repair actions • Administrative closure procedure • Procedures to officially close the project © 2008 Prentice Hall

  15. Project Plan Execution – Tools & Techniques • Project management methodology • Specific procedures and processes to be used in executing the project management plan • Project management information system • Any tools that assist the project team to perform the specified work in the project plan © 2008 Prentice Hall

  16. Project Plan Execution – Outputs • Deliverables • Requested changes • Implemented change requests • Implemented corrective actions • Implemented preventive actions • Implemented defect repair • Work performance information © 2008 Prentice Hall

  17. Project Plan Execution – Outputs (cont.) • Deliverables • Projects and/or services specified in the project plan necessary to make or provide in order for the project to be completed • Requested changes • Approved change requests that are implemented to reflect modifications to the project plan • Implemented change requests • Successfully implemented change requests • Implemented corrective actions • Successfully implemented corrective actions © 2008 Prentice Hall

  18. Project Plan Execution – Outputs (cont.) • Implemented preventive actions • Successfully implemented preventive actions • Implemented defect repair • Successfully implemented defect repairs • Work performance information • Information that reflects the current status of project plan activities © 2008 Prentice Hall

  19. Project Manager’s SimultaneousMonitoring & Managing Actions • Monitoring • Allocating and distributing work to team members at the right time while also managing task dependencies • Updating progress of each task • Determining consequences and predicting their effects on future tasks and milestones • Managing • Managing changing team membership • Managing role of third parties, like vendors and suppliers • Enforcing ownership of tasks © 2008 Prentice Hall

  20. Monitoring Progress & Managing Change Project Schedule Calendar © 2008 Prentice Hall

  21. Original Project Network Diagram © 2008 Prentice Hall

  22. Revised Schedule © 2008 Prentice Hall

  23. Project Execution Activities • Hold kickoff meeting • Establish and manage channels of communication • Manage procurement activities © 2008 Prentice Hall

  24. Potential Execution Problems • Lack of good data on activity progress • Inadequate definition of requirements • Frequent and uncontrolled changes to the baseline requirements • Poor time and cost estimates • Difficulties in concluding the project because of a lack of completion criteria • Frequent replacement of developmental personnel • Inadequate tracking and directing of project activities © 2008 Prentice Hall

  25. Common Systems Development Project Problems © 2008 Prentice Hall

  26. Managing Change • Project changes • Change request processes must be in place • Not all accepted • Accepted changes can affect schedule/ budget and deliverable • Team changes • Project members will come and go • Plan for member turnover © 2008 Prentice Hall

  27. Communication for Project Management © 2008 Prentice Hall

  28. Communication and Documentation • Meetings • Topics drift; lack of contribution by member; attitude of “let me get back to my real work”; or are they organized, focused, well-executed? • Written reports • Scheduled, accurate, up-to-date information • Project management information systems • Provides current project status information • Electronic communication • Flexible, virtual • Web-based solutions • Increase accessibility and related information • Documentation • Provides a record of event for review, audit or lessons learned © 2008 Prentice Hall

  29. Web-Based Project Management Tools © 2008 Prentice Hall

  30. Questions? © 2008 Prentice Hall

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