1 © The Delos Partnership 2004 Project Management Executing the Project.

1 © The Delos Partnership 2004

Project ManagementProject Management

Executing the Project


Executing The ProjectExecuting The Project

At the end of this session you will have an understanding of the following:-

• Status Reporting

• Issue Management

• Technical Change Management

• Knowledge Management

• Project Mgrs Responsibilities


PMI® Executing ProcessesPMI® Executing Processes

4.2 4.2 Project PlanProject PlanExecutionExecution

4.2 4.2 Project PlanProject PlanExecutionExecution

N.B. All numbering refers to the PMI® Project Management Body of Knowledge (PMBOK) Knowledge Areas

4 © The Delos Partnership 200421/04/23

Work Authorisation to Perform activities in plan

For all issues, complete an issue report, including:

Issue description Project impact Proposed resolution

Develop mitigating approach and contingency plan for risks

Review and approve resolution Assess change Develop team skills / knowledge Communicate for commitment Manage 3rd party relationships Manage Knowledge

Input OutputProcess

Maintained Project Work plan

Work Results

Status

Reports

Change

Requests

Issues

Risks

Changes

Project Plan ExecutionProject Plan Execution

© The Delos Partnership 200421/04/23

Status ReportingStatus Reporting

Communicate status and expectations to the Programme/ Project Office and therefore Management

• Inform team members and other Project Managers

• Communicate changes, issues, variances• Facilitate coordination across the programme• Share good news (as well as bad)• Demonstrate that you are in control

Why report project status?


Syn

thes

ise

IssuesIssues

Progress AchievedProgress Achieved

RisksRisks

Activities Planned

Activities Planned

Status ReportStatus Report

Make reports comprehensiveStatus Reporting (contd)Status Reporting (contd)

Time / EffortTime / Effort


Report Project StatusReport Project StatusGuiding PrinciplesGuiding Principles• Be careful what you ask for -- if you are only

concerned with task starts and completions, you will very likely get tasks that start and finish on time… but possibly at the expense of quality.

• If you ask for information, use it.

• Make sure your reporting periods are realistic.

• Be creative in designing your reports.

• Make use of exception reporting.


An ISSUE is anything that is CURRENTLY or will SHORTLY affect the progress of a project or its ability to produce its stated deliverables, and about which no agreement has yet been reached.

As the Project Manager you own the issues and must address them early and drive them to resolution

Issue ManagementIssue Management

For example:• Limited availability of resources• Problems with technology• Ambiguous business requirements


Issue Management (contd)Issue Management (contd)

• Are issues being raised?• Are the issues raised being rated appropriately?• Are issues being assigned to appropriate people for

resolution?• Do all accepted issues have a reasonable resolution

due date?• Are any resolution due dates about to be missed?• Are there any concerns with implementing the

approved resolutions?• Are there any issues you need to raise now before they

become a change request?


Knowledge should be centrally managedA repository should be developed for all the information gathered and produced over the life of the programme. Its purpose is to ensure that all information is:

• Readily accessible;• Consistently presented;• Protected from damage or loss;• Coordinated and reused;

• Status Reports• Correspondence• Budgets• Deliverables• Project Plans• Project Charters• Working Papers• Contracts• Timesheets• Expense Records

Knowledge ManagementKnowledge Management


What are we trying to avoid?

• Lost Information• Duplicated Information• Inconsistent Information• Wasted Effort• Lost Time

Knowledge ManagementKnowledge Management


Manage changes to:

Technical Technical Change ManagementChange Management

Scope: more; less; different

Time: elapsed; actual effort

Approach: sign-off/consultation; prototype/big bang

Resource: team size; skill set

Cost: budget


Technical Technical Change ManagementChange Management• Complete change request form

– Description of proposed change– Benefits of change– Implications of not making the change

• Log change request• Assign change request and due date• Investigate request and determine resolution• Review resolution• Approve resolution• Update budget, scope and work plan• Communicate


Assess ChangeAssess ChangeGuiding PrinciplesGuiding Principles• Shift happens - the project world is

dynamic

• Set a tolerance level - determine the amount of change you can safely accept without formal user approval.

• When you exceed your tolerance level, use the formal change request process

• Manage expectations as well as scope.


Periodically (weekly) assess and report the following project status:– Schedule -- planned, current & forecast;– Budget -- planned, current & forecast;– Issues -- number, progress & age;– Risk -- severity, likelihood & strategy;– Deliverable -- completeness, quality;– Change Request -- number, progress,

impact

Executing the ProjectExecuting the ProjectKey Project Manager ActivitiesKey Project Manager Activities


• Identify variations in agreed project scope

(deliverable, functional, organisational, etc)

• Analyse impact on project schedule, resource

requirements and budget;

• Revise project schedule, budget and resource

plan if change accepted;

Executing the ProjectExecuting the ProjectKey Project Manager ActivitiesKey Project Manager Activities


The PMI® Project The PMI® Project Management Life CycleManagement Life Cycle

InitiatingProcesses

InitiatingProcesses

PlanningProcesses

PlanningProcesses

ControllingProcesses

ControllingProcesses

ClosingProcesses

ClosingProcesses

ExecutingProcesses

ExecutingProcesses

1 © The Delos Partnership 2004 Project Management Executing the Project.

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