Project Management

Lesson 13: Project Executing

Monitoring & Control

Tran Van Ly
Industrial Engineering and Management
International University
22/03/05 1
Email: tvly@hcmiu.edu.vn
Learning Objectives

• Executing
• Monitoring
• Controlling

2
 Executing process group
Consist of
those
processes
performed to
complete the
work defined
in the project

management
plan to
satisfy the
project
specification.
 Executing process group

• During project executing, results may require

planning updates and re-baselining
– Changes in expected activity duration
– Changes in resource productivity and availability
– Unanticipated risks
• A large portion of the project’s budget will be
expended in performing the Executing Process
Group processes.
Direct and manage project execution

• Perform activities to accomplish project requirements

• Create project deliverables
• Staff, train, and manage the team members assigned to
the project
• Obtain, manage, and use resources including materials,
tools, equipment, and facilities
• Implemented the planned methods
 Direct and manage project
execution
• Establish and manage project communication channels,
both external and internal to the project team
• Generate project data, such as cost, schedule, technical
and quality progress, and status to facilitate forecasting
• Issue change requests and adapt approved changes into
the project’s scope, plans, and environment
• Manage risks and implement risk response activities
• Manage sellers and suppliers
• Collect and document lessons learned, and implement
approved process improvement activities
Direct and manage project execution
 Direct and manage project execution
Inputs (1)
• Project management plan
• Approved change requests
– A change control status update will indicate
that some changes are approved and some are
not.
– Approved change requests are the
documented, authorized changes to expand or
reduce project scope  modify policies, the
project management plan, procedures, costs,
or budgets, or revise schedules.
 Direct and manage project execution
Inputs (2)
 Enterprise Environmental Factors
• Organizational, company or customer
culture and structure
• Infrastructure
• Personnel administration
• Stakeholder risk tolerances
• Project management information
systems
 Direct and manage project execution
Inputs (3)
• Organizational Process Assets
• Standardized guidelines and work
instructions
• Communication requirements
• Issue and defect management procedures
• Process measurement database
• Project files from prior projects
• Issue and defect management database
 Direct and manage project execution
Tools and techniques
• Expert Judgment
– Is used to assess the inputs needed to direct and manage
execution of the project management plan
– The expertise is provided by the project manager and the
project management team
– Additional expertise is available from many sources:
• Other units within the organization
• Consultants
• Stakeholders, including customers or sponsors
• Professional and technical associations
• Project management information system
– Provides access to an automated tool such as a scheduling software
tool, configuration management system, an information collection
and distribution system, etc.
 Direct and manage project execution
Outputs (1)
• Deliverables
– Any unique and verifiable product, result, or capability to perform a
service that must be produced to complete a process, phase, or
project
• Work performance information
• Information from project activities is routinely collected as
the project progress
– Deliverable status
– Schedule progress, and
– Cost incurred
• Change requests
– Change requests are issued which may modify project policies or
procedures, project scope, project cost or budget, project schedule or
project quality.
 Direct and manage project execution
Outputs (2)
– Corrective action: a documented direction to bring expected future
performance of the project work in line with the project management
plan
– Preventive action: a documented direction that can reduce the
probability of negative consequences associated with project risks
– Defect repair: the formally documented identification of a defect in a
project components with recommendation to either repair or replace
– Updates: formally controlled documentation to reflect modifies,
additional ideas, or content.
• Project management plan updates
• Project document updates
– Requirements documents
– Project logs (issue, assumptions, etc.)
– Risk register (11.2.3.1)
– Stakeholder register (10.1.3.1)
 Distribute information

Distribute information data flow diagram

 Distribute information
Inputs
• Project management plan contains the
communications management plan
• Performance reports distribute project performance
and status information (should be made available
prior to project meetings, should be precise, and
current as possible)
 Performance reports also provides updated forecast
• Organization process assets
 Policies, procedures, and guidelines regarding information
distribution
 Templates
 Historical information and lesson learned
 Distribute information
Tools and Techniques
• Communication methods: individual and group
meeting, video and audio conferences, computer
chats, and other remote communications methods
• Information distribution tools
• Hard copy
• Electronic communication and conferencing tools: e-mail,
fax, telephone, video, website, etc.
• Electronic tools for project management: project
management software, meeting and virtual office support
software, etc.
 Distribute information
Outputs (2)
• Organization process assets updates
• Stakeholder notifications: information may be provided to
stakeholders about resolved issues, approved changes,
and general project status
• Project report: formal and informal project reports
• Project presentation: formal and informal to the project
stakeholders. Presentation method should be relevant to
the need of audience
• Project records: can include correspondence, memos,
meeting minutes, and other document describing the
project
 Distribute information
Outputs

• Feed back from stakeholders: distribute information

receiving from stakeholders to modify or improve future
performance of the project
• Lesson learned documentation: documented and
distributed as historical database for both the project and
the performing organization
 Manage stakeholder expectation
• Manage stakeholder expectation is the process of
communicating and working with stakeholders to
meet their needs and addressing issues as they
occur.
• Involve communication activities
• Activity managing the expectation of stakeholders
• Addressing concern to anticipate future problems
• Clarifying and resolving issues that have been identified.
• Managing expectations helps to increase the
probability of project success by ensuring that
stakeholders understand the project benefits and
risks.
 Manage stakeholder expectation

Manage stakeholder expectations data flow diagram

 Manage stakeholder expectation
Inputs (1)
• Stakeholder register
• Main output of Identify Stakeholder
• Contains all details related to the identified stakeholders:
• Identification information (name, organization
position, location, role in the project, contact
information);
• Assessment information (major requirement,
expectation potential influence);
• Stakeholder classification (internal/external,
supporter/neutral/resistor, etc)
 Manage stakeholder expectation
Inputs (2)
• Stakeholder management strategy
• Define an approach to increase the support and minimize
negative impacts of stakeholders throughout the entire
project life cycle.
• A common way of representing the stakeholder
management strategy is a stakeholder analysis matrix.
 Manage stakeholder expectation
Inputs (3)
• Communication management plan, usually provides:
• Stakeholder communication requirement
• Information to be communicated (language, format,
content, and level of detail)
• Time frame
• Methods
• Person responsible for communicating the information
• Person responsible for authorizing release of confidential
information, etc. (detailed in section 10.3.2.1)
 Manage stakeholder expectation
Inputs (4)
• Issue log
• An issue log or action item log can be used to document
and monitor the resolution of issues.
• The issues are clearly stated and categorized based on
urgency and potential impact.
• Unresolved issues can be a major source of conflict and
project delays
• Change log
• A change log is used to document changes that occur
during a project.
• Organizational process assets (organization
communication requirements, issue management
procedures, etc.)
 Manage stakeholder expectation
Techniques and tools

• Communication methods
• Interpersonal skills
• Project manager applies appropriate interpersonal skills to
manage stakeholder expectations (building trust, resolving
conflict, active listening, overcoming resistance to change)
• Management skills
• Presentation skills
• Negotiating
• Writing skill, and
• Public speaking
 Manage stakeholder expectation
Outputs (1)
• Organizational process assets updates
• Cause of issues
• Reasoning behind corrective actions chosen
• Lesson learned from managing stakeholders expectations
• Change requests
• Managing stakeholder expectations may result in change
request to the product or the project.
• Project management plan updates
• This is updated when new or changed communication
requirements are identified
 Manage stakeholder expectation
Outputs (2)
• Project document updates
• Stakeholder management strategy: as a result of
addressing concerns and resolving issues (additional
information needs)
• Stakeholder register: new stakeholder, or no longer
involved in or impacted by the project
• Issue log: new issues are identified and current issues are
resolved
 Monitoring and control process group

• Consist of those processes required to track,

review and regulate the progress and
performance of the project
• Identify any areas which need to be changed
• Initiate the corresponding changes
• Key benefit of this process group is to observe
and measure regularly and consistently to
identify variances from the project management
plan
 Monitoring and control process group

• Control changes and recommending

preventive action in anticipation of possible
problems
• Monitoring the ongoing project activities
against the project management plan
• Continuous monitoring provides the project
team insight into the health of the project and
identifies any areas requiring additional
attention.
Monitoring and control process group
 Monitor and control project work (1)
• Monitoring includes collecting, measuring,
and distributing performance information,
and assessing measurements and trends to
effect project improvements.
• Control includes determining corrective or
preventive actions or replanning and following
up on action plans to determine if the actions
taken resolved the performance issue.
 Monitor and control project work (2)
• Monitor and Control Project Work process is
concerned
– Comparing actual project performance against the
project management plan;
– Assessing performance to determine whether any
corrective or preventive actions are indicated, and
then recommending those actions as necessary;
– Identifying new risks and analyzing, tracking and
monitoring existing project risk to make sure the
risks are identified, reported, and risk response
plans are being executed
Monitor and control project work (3)
– Maintaining an accurate, timely information base
concerning the project’s product and their
associated documentation through project
completion
– Providing information to support status reporting,
progress measurement, and forecasting
– Provide forecasts to update current cost and
current schedule information
– Monitoring and implementation of approved
changes as they occur
 Monitor and control project work (4)

Monitor and Control Project Work: Inputs, Tools and Techniques, and
Outputs
 Perform Integrated Change Control (1)
• Perform Integrated Change Control is the
process of reviewing all change requests,
approving changes and managing changes to
the deliverable, organizational process assets,
project document and the project
management plan
• Perform Integrated Change Control process is
conducted from project inception through
completion.
 Perform Integrated Change Control (2)
• The Perform Integrated Change Control
process includes the following change
management activities in differing levels of
detail, based upon the progress of project
execution
– Influencing the factors that circumvent integrated
change control so that only approved changes are
implemented
– Reviewing, analyzing, and approving change
requests promptly, which is essential, as a low
decision may negatively affect time, cost, or the
feasibility of a change
Perform Integrated Change Control (3)
– Managing the approved changes
– Maintaining the integrity of baselines by releasing
only approved changes for incorporation into the
project management plan and project documents
– Reviewing, approving, or denying all
recommended corrective and preventive actions
– Coordinating changes across the entire project
documents
Perform Integrated Change Control (4)
– Changes may be requested by any stakeholder
involved with the project
– Every documented change request must be either
approved or rejected by some authority within the
project management team or an external
organization
– Approved change request can require new or
revised cost estimates, activity sequences,
schedule dates, resource requirements, and
analysis of risk response alternatives.
Perform Integrated Change Control (5)

Perform Integrated Change Control:

Inputs, Tools & Techniques, and Outputs
Perform Integrated Change Control (6)
 Monitoring
• Two typical activities of monitoring are updating and
information comparison
– Updated information consists of
• Progress of project: activities, quantity of output
• Human resource: human resources meets demands of quantity as
well as specialized knowledge to carry out project activities
• Co-operation of partners and stakeholders
• Issues relating to beneficiaries from project
• Possible issues
– Information collected on the above issues is compared to
the plan for project implementation in order to conclude
whether or not the project is carried our as envisaged in
the plan, or any issues that need to be adjusted
Monitoring Vs. Evaluation
 Monitor and control project work

Five step for

monitoring
project
effectiveness
 Monitor and control project work

Four steps for

evaluating
project
implementation
 Homework
1. What are the main purposes of the process
of monitoring and controlling project work
2. List down three major causes of change on
a project

47