Executing Process Group

 

Planning is complete and the project sponsor has approved the project management plan. The work is now ready to proceed from planning to executing the project.  This is where “the rubber meets the road” and I must oversee all the areas of the undertaking and guide everyone toward successful completion of all project activities. 

The keys to that success stem from excellent coordination and communication. I must ensure the functional areas work in concert to deliver the results within the prescribed time, cost, and performance limits.

"Executing" and the next process group -- Monitoring and Controlling -- work in a continual loop as the project progresses and the team tracks and controls the work.

 

Direct and Manage Project Execution

 

All of the processes within the Executing Process Group “roll up” into the job of directing and managing project execution.  As the Project Manager, it is my job to ensure the functional groups are making progress with their final decisions on the vendors who will provide materials and confirm all contracts and delivery schedules are “tied down.”  

I must work with Human Resources and the functional managers to ensure my staff is trained properly, morale is sustained (especially on long and/or difficult ventures), and everyone remains on target for the goals. An important part of my job is to continually track processes, making sure information is distributed in a timely manner and stakeholders are informed. 

 

Here is a brief example of directing and managing, albeit an ad hoc entity PMI 4.3 and 4.4 Direct and Manage Project Execution - from 'Columbia' research.

I found this blog article, on directing and managing project execution, very interesting. The author softens the PMBOK charts and tables into a conversational tone and makes them easy to understand PMI 4.3 Direct and Manage Project Execution - article.

 

Perform Quality Assurance

 

As the Project Manager, I can have the best-ever-assembled team dedicated to the endeavor and fail miserably if the client receives a faulty product.  Through no fault of their own except human oversight, one or more of my team members could fail to “catch” a problem with the product.

It is my job to continually audit the customer requirements against the results I receive from quality control. I most often see this achieved – during an ongoing project – via a QA employee assigned as the authority for this particular group (“You will need to add X requirement because we must …”). A QA professional familiar with the project type can help by approving change requests or offering ideas for preventative or corrective actions.

 

An important part of quality management is assuring quality continues within the company. This homework assignment addresses Johnson & Johnson and how the author feels it would ensure quality products PMI 8.2 Perform Quality Assurance - Analyzing Data to Continue Quality.

This document is part of a presentation to an American Society for Quality section in Albuquerque, NM. The company researched is Stampin’ Up! and the concepts of quality assurance and quality control are interwoven throughout the document. PMI 8.2 and 8.3 Perform Quality Assurance and Control - Stampin Up

 

Acquire Project Team

 

Although my project human resource needs are somewhat set by the time we reach “Executing,” I must work closely with the functional managers to make a final determination on staff and each person’s availability. In a good situation, I may even have functional area team leaders in my core group. HR would be an important part of helping me if a large number of team members is needed.

I must be aware that some of my best choices may be people completing other projects.  I may need to schedule around them or someone new to the company. If I must hire from outside, now is the time to finalize that contract and schedule.

 

Here is an interesting, unique example of acquiring a project team as a result of the black swan event, in February 2003, of the space shuttle Columbia exploding over Texas PMI 9.2 Acquire Project Team - from 'Columbia' research.

This is an example of a simple staffing list for an IT project. It would be created during the Planning Process Group and finalized during the Executing Process Group PMI 9.2 Acquire Project Team - Final Staffing List.

 

  
Develop Project Team

 

As the project progresses, my negotiation and persuasion skills become increasingly important.  It is my job – as Project Manager – to ensure my team feels I am there for them. In part, this attitude begins before the Executing Process Group, since I make sure everyone has the training they need to be successful. 

I must create an environment that facilitates ongoing teamwork, open communication about recognized (or anticipated) problems, and a smooth path toward project resolution. In some cases, that means finding ways to encourage, while in others it may mean helping solve interpersonal issues.

 

This link signifies the importance of assuring proper training. Although they are not represented here, I also have certificates from Toastmasters International and my participation in computer training on and off the job.  My Master of Science in Project Management diploma will soon join this Certified Software Quality Engineer (CSQE) credential to demonstrate my commitment to learning my craft PMI 9.3.2.2 Develop Project Team -Training - CSQE Certificate.

This file addresses team development and managing issues with members from different cultures. The Avianca Airlines flight reenactment emphasizes that even subtle differences can cause disastrous results. The situation is not a project, per se, but it gives one pause. Even with teams built from different cultures within one company, we must tune in to the intricacies and details that might be lost on others PMI 9.3 and 9.4 Develop and Manage Project Team - Avianca 052 Air Disaster.

  
  

Manage Project Team

 

Close on the heels of developing the project team comes the day-to-day management of the personnel. This could include conflict management.  I have a good idea of the personality types involved and, therefore, a head start on dealing with issues should they arise.  This all sounds great, but what is the most important management tool in my toolbox?  Communication.

My staff knows neither our client nor I want surprises.  If there is an issue, inform me immediately so we can manage it.

 

This case study describes my personality type and how I can successfully work with other types when managing them PMI 9.3 and 9.4 Develop and Manage Project Team - Case Study on Personality Types. The data are a combination of David Kiersey’s Four Temperaments and Myers-Briggs test results.

Personnel conflicts must be managed on projects. These two papers discuss strategies to assist me in that effort PMI 9.4.2.3 Manage Project Team - Conflict Management  and  PMI 9.4.2.5 Manage Project Team - Influencing.

This file was also addressed in "Develop Project Team." The Avianca Airlines flight reenactment emphasizes that even subtle cultural differences can cause disastrous results if we are not aware of those differences and managing them properly PMI 9.3 and 9.4 Develop and Manage Project Team - Avianca 052 Air Disaster.

         
Distribute Information

 

A wide range of information is distributed to stakeholders as I execute my communications management plan. From meeting notes to document templates packaged to ensure information is written properly before circulation, information is a special kind of project communication. The communications management plan is paramount here, helping me stay on track for timing, type, and frequency.

I must also be aware that informal communications can disseminate information: those “hallway meetings” and conversations at lunch between those who trust one another (but should still be followed up in an email or similar casual documentation).

 

This interesting paper addresses communication rhythm, a term I had not heard until pursuing this Project Management degree. There are several items important to keeping the project on track simply by distributing information in a timely, cyclic manner PMI 10.3 Distribute Information - Communication Rhythm.

“Templates R Us” is my battle cry on a project. This prototype, for a Business Continuity Plan, is an example of a very important organizational asset many firms covet: its stable of detailed templates to speed completion of critical files so they can be communicated in a timely manner PMI 10.3.1.3 Distribute Information - Org Process Assets_BCP Template.

This is an excerpt from a document about reporting to stakeholders. It provides information on distributing information and also explains how I would work through this issue with the team once the members have the information at their disposal PMI 10.3 Distribute Information - Fictitious Base and Generic City.

Finally, here is a unique example of information distribution. A team at Stephen F. Austin University State University shifted into overtime to not only begin mapping the debris field of the space shuttle Columbia when it exploded in February 2003, but to distribute updates and communicate regularly with the volunteers and public about the work’s progress PMI 10.3 Distribute Information -'Columbia' research.

 
      

Manage Stakeholder Expectations

 

A good Project Manager understands the importance of maintaining the stakeholder registry and working with stakeholders to meet their needs and address issues as necessary. The best case is anticipating glitches and correcting them even before the stakeholders know they exist. Again, I return to my mantra of communications being the key to good project management. 

If possible, an off-site gathering goes a long way toward keeping everyone at the top of their game. This is especially true if it is used as a “Thank you” for anticipating and correcting those aforementioned glitches. This needn’t be overly expensive, but can be anything from a couple of surprise pizzas in the break room to a baseball game after work. Building connections is rarely wasted time.  [Note I did not mention an event where people must work to accomplish the goal. If you have been subjected to the boss-likes-to-rock-climb-let’s-go School of Bonding, you know it’s much easier to chat over that slice of pizza.]

 

This file is an interesting study on managing stakeholder expectations. In this case, the stakeholders were two million city residents and hundreds of just-passing-through motorists traveling one of the busiest interstate interchanges in the United States. It is a fun document to read PMI 10.4 Manage Stakeholder Expectations - 'Hyperfix' Project.

 

Conduct Procurements

 

There is nothing for me to manage if the proper supplies and services are not acquired. Once the vendors are in place and their scheduling corroborated, the procurement department will work with me to administer procurements in the Monitoring and Controlling Process Group.

Selecting project vendors is not an easy task. One does not simply open the Yellow Pages and blindly point a finger!  It is a best practice to contact at least three different vendors for each need on a project before making a decision.

 

This vendor selection matrix PMI 12.2 Conduct Procurements - Vendor Selection Matrix  shows the reader a form used to rate the different vendors. Note the thoroughness of the documentation. I especially appreciate Section 4, “Functional & Non-Functional Requirements.” It not only addresses the vendor’s ability to meet the requirements for which they are paid, it expands into the area of the completeness of the vendor response. “Yes” is very different from “Yes, we can do this because …”

Here is an example of vendor selection information as it is communicated in a validation plan PMI 12.2 Conduct Procurements - Vendor Evaluation info in Val Plan and an excerpt from the procurement plan from a landscaping project PMI 12.2 Conduct Procurements - Vendor-Materials.

 

 
Transitioning to Monitoring and Controlling

 

Once the project ducks are in a row and moving toward completion, I am ready to shift to continually monitoring all processes and controlling any issues that arise. In pharmaceuticals, this might be ensuring the filling line is dispensing product properly, while someone with a diesel truck manufacturer might keep tabs on the number of tires in inventory. If there is a problem with the fill or the tires, I must work quickly to contain the issues.