The execution process group consists of all processes to complete project planned work to applicable specifications. This includes coordination, managing project execution, conducting procurement, performing quality assurance, etc. This process involves processes 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

4.0 Project Integration Management

4.3 Direct and Manage Project Work

Process Definition

Directing and managing project work is the execution phase of the planned activities. This includes performing all objectives to meet the desired end state of the project. Managing, directing, ensure the deliverables meet planned intent, ensuring communication is maintained, making changes when needed and controlling work progress, managing suppliers and procurement as well as risk throughout the project.

Process Assessment

This step is the operational aspect of project management implementing the plans and objectives and managing expectations to ensure work and deliverables are accomplished in accordance with requirements and standards. This is important to keep the project on track.

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. Bicycle Project Change Request:  This is a change request form from a project that was completed in class.  This document is a formal request to change any document, deliverable, or baseline.  This document can be an input or an output in a project's documentation.
2. Manage Communication Essay:  This is an essay that was written describing methods of communication. 
   
3. Bicycle Stakeholder Reports:  This is an update on a project budget, due to a change in the project, the added costs are highlighted in the budget.
   

Artifacts:

8.2 Perform Quality Assurance

Process Definition

Performing quality assurance involves making sure the quality control processes are relevant applicable and produce desired results. This is accomplished by oversight and auditing of the control requirements to make sure they meet the project goals and objectives. Ideally this is built into the process.

Process Assessment

If the attributes and performance of the project deliverables do not meet the requirement the project will fail. It is important to ensure the measures and standards put into place accurately gauge weather the requirement will perform as desired. If this is not accomplished the risk of failure and not meeting deliverable objectives is high.

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 Metrics:  This is a description of project and its measurements with its evaluation.
2. Quality Managements and Control Tools: This is a essay written on seven different kinds of control tools, which assists in the managing quality of a project. 
3. Bicycle Project Change Request:  This is a change request form from a project that was completed in class.  This document is a formal request to change any document, deliverable, or baseline.
   

Artifacts:

 Click here to download Artifact 8.2.1 Quality Metrics.xlsx

9.0 Project Human Resource Management

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 involves ensuring human resource availability and obtaining the team in time to execute the project successfully. This can be accurately accomplished by outlining and guiding team selection to ensure skills and abilities match what is needed.

Process Assessment

Having the correct knowledge, skills and abilities is paramount to operations. If incorrect people are performing tasks of the project, schedule degradation, cost overrun and performance can occur. This can even lead to project failure. It is critical to have properly quality team and this is started by planning.

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: A component of the project management plan which describes how the roles and responsibilities, reporting relationships, and staff management will be addressed and structured.  This document describes who should be hired for a particular project, what their roles and responsibilities will be required to fulfill those roles.

2) Team Building: This essay discusses the different stage of team maturing through it's stages of growth.

3) Scope Management Plan:  This is viewed as as a project management plan update because parts of the scope management plan has monitors and controls in the plan.  It is a component of the project which describes how the cope is defined, developed, monitored and controlled.

Artifacts:

9.3 Develop Project Team

Process Definition

Developing a project team involves improving their competencies, interaction and the overall team environment to satisfactorily achieve and enhance project objectives.

Process Assessment

This step often improves teamwork, cohesive efforts and creates esprit de corps. Developing a team includes creating synergy while also improving project performance. This turns good teams into great teams.

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 list is names and responsibilities list for a project we worked on as a virtual team.
   
2. Ground rules for our Team :  This was a part of our assignment , to make rules for our team on participation and communication rules.
   
3. Enterprise Environmental Factors:  This is an analysis of a company of their organizational culture.

Artifacts:

9.4 Manage Project Team

Process Definition

Managing a team is the process of tracking team and individual performance, providing feedback, resolving issues and optimizing performance. This is often accomplished through observation, performance appraisals, conflict management, interpersonal skills and maintaining issue logs.

Process Assessment

This step sets the standard for behavior and operational norms. It also lists expectations, results and details the processes needed to move the project forward. Managing a team requires a set of skills that increase knowledge and awareness of all members, allow for empowerment leading to high performance.

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. Organizational Process Assets:  Organizational process assets are the plans, policies, procedures, and knowledge-base from any sources of the organization.  Historical records and lessons learned are some examples.  This is an essay written using "Lessons Learned" after an interview with a PM, he was speaking on international locations and communication difficulties.
2. Interpersonal skills:  Coaching is a technique that is often used in teaching, but it can also be used in speaking to people who are having some problems.
3. Change Requests:  This is a form for a proposed change to a project.  Change requests are tools in the change control system, but they are also and output and part of the change management system.

Artifacts:

10.0 Project Communications Management

10.2 Manage Communications

Process Definition

Communication is a key process and while it is relegated to a few sections of this plan is critical to ensure proper communication throughout the project lifecycle. During execution, communication enables effective communication flow between all stakeholders leading to well received and understood goals, ideas and objectives.

Process Assessment

Poor communication often leads to project and program failures. To ensure that a message is accurate and understood verification of a message e, deliverable and task must be maintain. Sometimes problems with communication can result in poor quality deliverables and that will have an impact on overall operations as well as the project. This shows shy effective communication is important.

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:  This is a chart on Stakeholder Communications Requirements.
2. Communication Technology:  This document is an essay on Communication Dashboard.
3. Project Documents Update:  A risk register has to be updated often throughout a project's processes.  This is an risk register that was produced for a project assignment.

Artifacts:

12.0 Project Procurement Management

12.2 Conduct Procurements

Process Definition

Conducting procurements involves everything associated with procurement from developing the justification of when to outsource and procure a supply or service to obtaining quotes and awarding contracts to selected suppliers. This includes issuing a request for proposal, developing a statement of work, analyzing proposals and selecting the best source.

Process Assessment

Accurately managing and conducting procurements is critical. In addition, the decision to outsource and procure supplies and services is often based on cost, schedule or performance parameters that are better met by relinquishing control to another company or agency. When conducted properly and requirements clearly defined the end result can lead to optimal performance.

Figure 34. Conduct Procurement: 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. Procurement Documents:  This is a Procurement Acceptance Form that was part of a project of a virtual team of an assignment.
2. Expert Judgement:  This is an essay written on applied value chain analysis.
3. Project Updates: This is a letter of correspondence to supplier informing them of change in the project, the client requested,signatures are required and returned to PM.

Artifacts:

13.0 Project Stakeholder Management

13.3 Manage Stakeholder Engagement

Process Definition

Managing stakeholders involves engaging and communicating to meet the needs and expectations of all stakeholders.  This fosters teamwork and corporation often leading to successes.

Process Assessment

When stakeholder engagement is accomplished need and expectations are often met and resistance to ideas and processes are often minimized. When everyone has this common understanding the likelihood of success is significantly increased, leading to excellent project performance.

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) Organization Process Assets:  Plans, processes, policies, procedures, and knowledge bases that are specific to an organization.  This is an essay that was written about communication and delegation, from lessons learned from experiences from my own business of 12 years.

  2) Management Skills:  The ability to plan, organize, direct, and control individuals or groups of people to achieve specific goals. This is an essay that was written on the subject of management from the standpoint of knowledge and skills that is commonly lacking.

 3) Change Requests: Change requests are part of the scope management process, if something must be done that expands the scope of the project, then this must be created to get approval to change the project and it objectives.  This form must have a decision made and then signed, when this is done it becomes a legal document, which protects the organization.

Artifacts:

Click here to download Artifact 13.3.1 Lessons Learned in Communication and Delegation.docx

Click here to download Artifact 13.3.2 Management Skills.docx

Click here to download Artifact 13.3.3 Change Request Form.docx