Executing Process Group

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The execution process group captures the processes that complete the planned work for a project. It involves acquiring and developing the project team, managing project execution, conducting procurements, performing quality assurance and, as important as any other process, communicating. This process group draws from the following PMBOK Knowledge Areas:

  • 4.0 Project Integration Management
  • 8.0 Project Quality Management
  • 9.0 Project Human Resource Management
  • 10.0 Project Communications Management
  • 12.0 Project Procurement Management
  • 13.0 Project Stakeholder Management

 

***See end of page for links to artifact documents.

 

4.0 Project Integration Management

4.3 Direct and Manage Project Work

Process Definition

Directing and managing project execution is set of activities carried out to implement the carefully developed project plan. This includes, among other activities, making sure every requirement is satisfied, every deliverable is turned over to the customer, the schedule is executed, the budget is adhered to, risks are managed, all changes are implemented properly and all appropriate communications are carried out. The primary outputs of project execution are deliverables, work performance information and change requests.

Process Assessment

If planning is well done, this process is much easier.  Plan the work, then work the plan.  

figure 28 inputs, tools & techniques, outputs to direct and manage project work.jpg

Figure 28. Direct and Manage Project Work: Inputs, Tools and Techniques, and Outputs. Reprinted from "A Guide to the Project Management Body of Knowledge (PMBOK Guide), 5th Edition" by Project Management Institute, 2013, p. 79. Copyright 2013 by Project Management Institute, Inc. Reprinted without permission.

  1. Expert Judgment: Homework essay from PMGT 612 discussing tools and techniques for directing and managing aspects of project execution, including the influence of global project environments and failing projects.
  2. Work Performance Data: Homework problem from PMGT 614 to develop a work performance report. Work performance information is an output of the "Direct and Manage Project Execution" process.
  3. Bicycle Change Request: Change request form for a bicycle project in PMGT 614. Change requests are key and frequent outputs to the "Direct and manage Project Execution" process.

 

8.0 Project Quality Management

8.2 Perform Quality Assurance

Process Definition

Performing quality assurance is the process of making sure the quality control processes are being carried out properly by auditing the quality control process outputs. The outputs from quality assurance focus on improving the quality process.

Process Assessment

As with quality planning, this is a process a project manager should never have to do.  The quality management team should be doing this for the team. 

figure 29 inputs, tools & techniques, outputs to perform quality assurance.jpg

Figure 29. Perform Quality Assurance: Inputs, Tools and Techniques, and Outputs. Reprinted from "A Guide to the Project Management Body of Knowledge (PMBOK Guide), 5th Edition" by Project Management Institute, 2013, p. 243. Copyright 2013 by Project Management Institute, Inc. Reprinted without permission.

  1. Quality Control Measurements: PMGT 614 homework problem to develop a work performance report. Work performance information is part of the quality control measurements, an input to the "Perform Quality Assurance" process.
  2. Process Analysis: This homework Essay analyzes tools and techniques processes for the perform quality assurance process.
  3. Project Document Updates: The outputs of performing quality assurance include project document updates, such as this performance work information sheet created in PMGT 614.

 

9.0 Project Human Resource Management

Human resource execution process make sure the right people are available and placed on the team, that they do their job as well as possible and that their performance is tracked in such a way as to optimize their contribution to the project. The following Project Human Resource Management processes are used in this process group:

9.2 Acquire Project Team
9.3 Develop Project Team
9.4 Manage Project Team

 

9.2 Acquire Project Team

Process Definition

Acquiring a project team requires confirming human resource availability and obtaining the team in time to execute the project successfully. This can be affected by, among other things, the organizational structure in which the resources are housed.

Process Assessment

Acquiring a project team is often a problem with project managers.  Having a human resource plan in place that is shared ahead of time with the HR department will go a long way toward helping them provide you with the people you need.

figure 30 inputs, tools & techniques, outputs to acquire project team.jpg

Figure 30. Acquire Project Team: Inputs, Tools and Techniques, and Outputs. Reprinted from "A Guide to the Project Management Body of Knowledge (PMBOK Guide), 5th Edition" by Project Management Institute, 2013, p. 267. Copyright 2013 by Project Management Institute, Inc. Reprinted without permission.

  1. Human Resource Plan for Forrest University: This is an example human resource plan created in PMGT 611, the key input to acquiring a project team.  It provides the HR team with the information they need to prepare to staff your project in a timely fashion.  
  2. Virtual Teams: This homework problem from PMGT 611 discusses tools and techniques associated acquiring and managing virtual teams for global projects. 
  3. Project Staff Assignments: PMGT 611 homework problem discussing project staff assignments, including an example assignment. The staff assignments are an output from the "Acquire Project Team" process and an input to the "Develop Project Team" and "Manage project Team" processes.  

 

9.3 Develop Project Team

Process Definition

Often a team requires development to improve their competencies, interaction and the overall team environment to satisfactorily achieve project objectives. It is the project manager's job to use this process to provide the project-specific training to accomplish this goal.

Process Assessment

Developing a "team" mentality is one of my weaknesses.  I assign people tasks and expect them to work together as needed.  But many people like team building activities, recognition and rewards and personal assessments to make them feel like part of something larger than themselves.  I've learned a lot from this process.  

figure 31 inputs, tools & techniques, outputs to develop project team.jpg

Figure 31. Develop Project Team: Inputs, Tools and Techniques, and Outputs. Reprinted from "A Guide to the Project Management Body of Knowledge (PMBOK Guide), 5th Edition" by Project Management Institute, 2013, p. 273. Copyright 2013 by Project Management Institute, Inc. Reprinted without permission.

  1. Project Staff Assignments: This input to the team development process from PMGT 611 identifies the needs for each team member, allowing training activities to be defined.
  2. Ground Rules: Team charters such as this one establish the ground rules for clear expectations regarding acceptable behavior by team members. This is one of the tools for "Develop Project Team." The team charter was developed for PMGT 613.
  3. Team Building Activities: Team building activities are a technique for developing project teams. This essay is from PMGT 611.
  4. Team Performance Assessments: Brief essay from PMGT 611 describing the uses and techniques for writing team performance assessments, an output from the "Develop Project Team" process.

 

9.4 Manage Project Team

Process Definition

Managing a team involves tracking team and individual performance, providing feedback, resolving issues and optimizing performance. This is done through observation, performance appraisals, conflict management, interpersonal skills and maintaining issue logs.

Process Assessment

A project manager is asking for trouble if he expects the team to "manage itself." The PM must make an effort to observe, interact with and evaluate team members.  And conflict management is, unfortunately, something the PM must spend a lot of time doing.  

figure 32 inputs, tools & techniques, outputs to manage project team.jpg

Figure 32. Manage Project Team: Inputs, Tools and Techniques, and Outputs. Reprinted from "A Guide to the Project Management Body of Knowledge (PMBOK Guide), 5th Edition" by Project Management Institute, 2013, p. 279. Copyright 2013 by Project Management Institute, Inc. Reprinted without permission.

  1. Conflict Management: Team charters are an important tool for resolving conflict on project team. They clearly identify the ground rules by which conflict can be resolved. The team charter was developed for PMGT 613.
  2. Interpersonal Skills: This PMGT 501 Lessons Learned paper includes a discussion of the team project for the term, delving into the issues and reality of interpersonal skills required to manage a team over the course of the project. These essay covers tools and techniques for the "Manage Project Team" process.
  3. Employee Change Request: Employee change requests are one possible output of the team management process. They can be caused by performance issues, unresolved conflict, or just changing project needs.  

 

10.0 Project Communications Management

10.2 Manage Communications

Process Definition

Communications is one of the most important responsibilities of project managers. They spend the majority of their time communicating with project team members and stakeholders. During the execution of a project the right information must be made available to the right people at the right time, and stakeholders must be monitored to make sure their needs are met and issues resolved in timely fashions. Communicating effectively is critical to the positive outcome of a project.

Process Assessment

Project managers spend most of their time communicating.  Masting the communications management process is an essential survival skill for project managers. 

figure 33 inputs, tools & techniques, outputs to manage communications.jpg

Figure 33. Manage Communications: Inputs, Tools and Techniques, and Outputs. Reprinted from "A Guide to the Project Management Body of Knowledge (PMBOK Guide), 5th Edition" by Project Management Institute, 2013, p. 297. Copyright 2013 by Project Management Institute, Inc. Reprinted without permission.

  1. Communications Management Plan for a Small Project: Example of a communications plan, a key input to the process, defining which methods will be used for information distribution, who will provide the information and who will receive it.
  2. Communications Methods: This essay on communications methods techniques focuses on holding effective team meetings, a method for communications.  This was written for PMGT 611.
  3. Project Communications: This project dashboard developed in PMGT 614 is an excellent mechanism for project communications, one of the key outputs for this process.

 

12.0 Project Procurement Management

12.2 Conduct Procurements

Process Definition

The execution phase of procurement management involves obtaining quotes and awarding contracts to selected suppliers. It is important for the procurement process to provide enough information to the suppliers to enable them to provide the right products, services and data. The best way to consider this is to think of key procurements as starting new projects for which your project is the customer. You must provide a quality statement of work or contract if you want to get quality results.

Process Assessment

Effectively managing procurements makes a project managers life so much easier.  Planning ahead, using objective solicitation and selection criteria, working with a dedicated procurement team, and writing solid procurement agreements can avoid a great deal of wasted time and money.

figure 34 inputs, tools & techniques, outputs to conduct procurements.jpg

Figure 34. Conduct Procurements: Inputs, Tools and Techniques, and Outputs. Reprinted from "A Guide to the Project Management Body of Knowledge (PMBOK Guide), 5th Edition" by Project Management Institute, 2013, p. 371. Copyright 2013 by Project Management Institute, Inc. Reprinted without permission.

  1. Expert Judgment: This essay on procurement tools and techniques is tailored to small projects.
  2. Analytical Techniques: This essay is a discussion on effective analytical techniques for conducting the procurement process.
  3. Procurement Change Request: A change request form to alter a procurement in progress due to vendor issues. This is an output of the conducting procurements process.

 

13.0 Project Stakeholder Management

13.3 Manage Stakeholder Engagement

Process Definition

Managing stakeholders involves executing the stakeholder management plan to meet the needs and expectations of all the stakeholders.  Success in this phase ensures supportive engagement from the stakeholder, early identification of problems, and eventual project success.

Process Assessment

Once the project plan is in place, managing stakeholders is one of the biggest jobs of the project manager.  Making sure the customer/sponsor is happy with progress, and making sure the executing team has the resources necessary to execute consumes most of the time of the project manger. 

figure 35 inputs, tools & techniques, outputs to manage stakeholder engagement.jpg

Figure 35. Manage Stakeholder Engagement: Inputs, Tools and Techniques, and Outputs. Reprinted from "A Guide to the Project Management Body of Knowledge (PMBOK Guide), 5th Edition" by Project Management Institute, 2013, p. 404. Copyright 2013 by Project Management Institute, Inc. Reprinted without permission.

  1. Stakeholder Management Plan: A good stakeholder management strategy makes the project manager's job much easier. This is an input to this process.
  2. Reflection Paper on Communications Methods: This reflection paper considers stakeholder personalities and their effect on communications techniques for project managers. It was written for PMGT 502.
  3. Change Request Form: Often the end result (output) of managing stakeholder expectations is a change request to bring the project in line with the stakeholders' expectations.

 

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Click here to Download 4.3.1 Direct and Manage Project Execution Essay.pdf
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Click here to Download 4.3.2 Homework WorkPerfReport.pdf
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Click here to Download 8.2.1 Homework WorkPerfReport.pdf
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Click here to Download 9.2.1 HRplan Forrest Univ.pdf
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Click here to Download 13.3.1 Stakeholder Management Strategy.pdf
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