Project Management:

Execute & finish phases

Agenda
1. An overview of the Execution stage of the life cycle
2. H/R and Communications management
3. Monitoring and controlling execution
4. Quality auditing and continuous improvement
5. Integration processes for the PM
6. Integrated change control
7. Finishing phase & getting handover right
8. Project Closure and reflection
9. Final recap of Project Management
10. Where to from here
 1. Execute - phase overview

Basically the Execute Phase of project’s life

cycle is where the Project Management Plan is
put into action and the work activities as
defined in the plan are carried out according
to the resources and time frames also
contained there.
1.2 Variance analysis

Variance analysis is the observation of

variance (or difference) between planned
and actual, and the considered response
to resolve this variance. Recording a
variance is not sufficient - methods also
need to be determined as to how to either
reduce the variance to an acceptable
amount, or if required get agreement to a
chance in the baselines to reflect the
change that has occured between planned
and actual.
1.3Conducting procurements
1.4 Scope of work

The Scope of Work (SOW) is the area

in an agreement where the work to
be performed is described. The SOW
should contain any milestones,
reports, deliverables, and end
products that are expected to be
provided by the performing party. The
SOW should also contain a time line
for all deliverables.
2. H/R and Communications management

Human Resources knowledge area processes:

● Acquiring the project team

● Developing project team
● Managing project team

Communication management processes:

● Distributing information
● Managing stakeholders expectations
3. Monitoring and controlling execution (3,
4, 5, 6, 8, 9)
● Verify scope
● Control scope
● Control schedule
● Control of costs
● The report performance
● Monitor and control risks
3.1 Verification of scope
● The Verification of scope process requires (as illustrated)
● Inputs: Project Management Plan
● Requirements documentation
● Requirements traceability matrix
● Validated deliverables
● Tools & techniques: Inspection
● Outputs: Accepted deliverables
● Change requests
● Project management documents
3.2 Scope control
● Inputs: Project Management Plan,
● Work performance info,
● Requirements documentation,
● Requirements traceability matrix,
● Organisational process assets
● Tools & techniques: Variance Analysis
● Outputs: Work performance measurements
● Organisational process asset updates
● Change requests
● Project management plan updates
● Project document updates
 3.3 Control schedule
The control schedule process requires

Inputs: Project Management Plan

Project Schedule, Work performance info, Organisational process assets

Tools & techniques: Performance reviews, Variance Analysis, Project management sware,
resource levelling, what-if scenario analysis, adjusting leads and lags, schedule
compression and scheduling tool.

Outputs: Work performance measurements, Organisational process asset updates ,

Change requests, Project management plan updates, Project document updates
3.4 Control of costs
● Inputs: Project Management Plan, Project funding
requirements, Work performance info, Organisational
process assets
● Tools & techniques: Earned value management,
forecasting, to-complete performance index, Performance
reviews, Variance Analysis, Project management sware.
Outputs: Work performance measurements, Budget
forecasts, Organisational process asset updates , Change
requests, Project management plan updates, Project
document updates
4.Quality auditing, control and continuous
improvements (7)
There are 3 processes of Quality
Management in total:
Develop phase
● Plan quality
Execute phase
● Perform quality assurance
● Perform quality control
 4.1 Quality management methodologies
Getting right quality standards
is one of the most important
factors of a successful project
so in result different
methodologies were created,
such as: Total Quality
Management, ISO 9000 and
9001, Six Sigma.
4.2 Perform quality assurance

Tools and techniques:

● Process analysis
● Quality audits Outputs:
● Plan quality and ● Organisational
perform quality process asset
control tools Perform updates
● Change
quality requests
Input: assurance ● PMP updates
● Project ● Project
management plan document
● quality metrics updates
● work performance
information
4.3 Perform quality control
Tools and techniques:
● Cause & effect
● Control charts Outputs:
● Flow charts ● Quality control
● histogram measurements
● Pareto charts ● Validated
● Run charts changes
● Statistical sampling ● Validated
● Approved change deliverables
requests Perform
● Organisational
quality process asset
Input: control updates
● Project ● Changes
management plan request
● quality metrics ● PMP updates
● quality checklists ● Project
● Approved change document
requests updates
● deliverables
● work performance
measurements
5. Integration processes for the PM (1, 10)

1. Direct and manage project execution

2. Monitoring and Controlling Project
work
3. Performing integrated change
control
5.1 Direct and manage project execution

It is the process for executing all work

contained in the Project Management
Plan to achieve the project’s outcome
5.2 DMPE process diagrams

● Inputs = Project management plan, approved change

requests, enterprise environmental factors, organisational
process assets
● Tools & Techniques = Expert judgement
● Outputs = Deliverables, Work performance information,
change requests, PM Plan updates
5.3 Monitoring and controlling project
work
This is about tracking, measuring
reviewing and regulating the actual
progress of the project against the project
management plan baselines, using
methods and processes that have been
planned
5.4 MCPW process diagrams

● Inputs = Project management plan, performance reports,

enterprise environmental factors, organisational process
assets
● Tools & Techniques = Expert judgement
● Outputs = change requests, PM Plan updates
6. Integrated change control (2)
6. Integrated change control: process flow
7. Finishing phase & getting handover
right
8. Project closure and reflection

The main document that should be

created during this phase is Project
Closure Report. It needs to highlight
failures and successes and document the
lessons learnt, provide recommendations
for any future projects that may be run.
8.1 Project Closure Report structure
- Project title
- The authors of report
- A table of contents
- Background overview of the project
- Reasons and methodology for closing the project
- Highlights and best practice
- Assessment of performance, compared against original objectives
- Lessons learnt
- Hand-over tasks for those that will be using/managing the project deliverable
- Post-closure issues for anyone taking on the managing of the project deliverable
- Recommendations for future projects
8.2 Purposes of a Project Closure Report
- To review the successes and failures of the project
- Assess how successful the project has been in meeting its outcomes
- Provide details for any outstanding issues that need dealing with after the
formal closure of the project
- Document important lessons that have been learnt throughout the project
- Make recommendations on how the project may have been better managed
- Highlight best practise
- Formalize the closure of the project
 8.3 Other activities

If the project was a success, then it is

a good idea to appreciate the team.
Where to from here...