UNIT 3 DIRECT AND MANAGE PROJECT

EXECUTION MONITOR AND CONTROL

Certification PROJECT PROCESS

1 Direct and Manage Project Execution

This topic deals with the Direct and Manage Project Execution process and
Monitor and Control Project Work process.

Define Direct and Manage Project Execution

Process and Monitor and Control Project Work

Process
List the Inputs, Tools and Techniques and

Outputs of Direct and Manage Project

Execution Process and Monitor and Control

Project Work Process

Direct and Manage Project Execution is the process of fulfilling the work
defined in the project management plan to accomplish the projects
objectives. These activities comprise, but are not restricted to:

Create project deliverables

Perform activities to accomplish project requirements

Staff, train, and manage the team members assigned to the project

Implement risk response activities and Manage risks

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Certification PROJECT PROCESS

Manage suppliers and sellers

Obtain, manage, and use resources including materials, tools, equipment,

and facilities

Initiate and manage project communication modes, both external and

internal to the project team

Generate change requests and incorporate approved changes into the

projects scope, plans, and environment

Generate project data such as schedule, cost, technical and quality

progress, and status to facilitate forecasting

Collect and document lessons learned, and apply approved process

improvement activities

Implement the planned methods and standards

The project manager, along with the project management team, directs the
performance of the planned project activities, and manages the different
technical and organizational interfaces that are present within the project.
The Direct and Manage Project Execution process is directly affected by the
project application area. Deliverables are produced as outputs from
processes performed to achieve the project work planned and scheduled in
the project management plan. Work performance information, regarding the
completion status of the deliverables and what has been completed, is
gathered as part of project execution and is fed into the performance

reporting process. The work performance information will also be utilized as

an input to the Monitoring and Controlling Process Group.

The Direct and Manage Project Execution process also needs implementation
of approved changes covering:

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 UNIT 3 DIRECT AND MANAGE PROJECT
EXECUTION MONITOR AND CONTROL
Certification PROJECT PROCESS

Corrective action- Documented instruction for executing the project work

to bring expected subsequent performance of the project work in line with
the project management plan.

Defect repair- formally documented identification of a defect in a project

element with a recommendation to either repair the defect or completely
replace the element.

Preventive action- A documented instruction to perform an activity that

can reduce the probability of adverse results associated with project risks.

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arrow to fit the text boxes.)

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 UNIT 3 DIRECT AND MANAGE PROJECT
EXECUTION MONITOR AND CONTROL
Certification PROJECT PROCESS

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of curved connectors using a consistent color scheme, also please remove
numbering in text boxes for example: 4.3 Direct and Manage Project
Execution should be just Direct and Manage Project Execution)

1.1Direct and Manage Project Execution:

Inputs
1. Project Management Plan

Developing a project management plan is the process of documenting the

actions necessary to prepare, define, coordinate and integrate all subsidiary
plans.

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Certification PROJECT PROCESS

2. Approved Change Requests

Typically a change control status update will specify the changes that have
been approved and the ones that havent been approved as part of the
Perform Integrated Change Control process. Approved change requests are
scheduled for implementation by the corresponding project team. Approved
change requests are the documented, authorized changes to broaden or
shorten project scope. The approved change requests can also modify
policies, costs, or budgets, the project management plan, procedures; or
revise schedules. Typically approved change requests may require
implementation of preventive or corrective actions.

3. Enterprise Environmental Factors

The enterprise environmental factors which can impact the Direct and
Manage Project Execution process comprise, but are not restricted to:

Personnel administration (e.g., recruiting and firing regulations, employee

performance reviews, and employee training records)

Infrastructure (e.g., existing facilities and capital equipment)

Organizational, company or customer culture and structure

Stakeholder risk tolerances

Project management information systems (e.g., web interfaces to online

automated systems, and an automated tool suite, such as a configuration
management system, a scheduling software tool, an information
collection and distribution system or).

4. Organizational Process Assets

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 UNIT 3 DIRECT AND MANAGE PROJECT
EXECUTION MONITOR AND CONTROL
Certification PROJECT PROCESS

The organizational process assets that can influence the Direct and Manage
Project Execution

process comprise, but are not restricted to:

Issue and defect management procedures defining action item tracking,

issue and defect controls and issue and defect identification and
resolution

Standardized guidelines and work instructions

Process measurement database used to collect and make available

measurement data on processes and products

Communication requirements specifying allowed communication media,

record retention, and security requirements

Issue and defect management database containing historical issue and

defect status, control information, issue and defect resolution, and action
item results.

Project files from prior projects (e.g., scope, cost, schedule, performance
measurement baselines, project schedule, project calendars, network
diagrams, risk registers, planned response actions, and defined risk
impact)

1.2 Direct and Manage Project

Execution: Tools and Techniques
1. Expert Judgment

Expert judgment is used to evaluate the inputs needed to direct and manage
execution of the project management plan. Such judgment and competence

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Certification PROJECT PROCESS

is applied to all technical and management details during this process. This
competence is provided by the project manager along with the project
management team using specialized knowledge or training. Additional
competencies are available from many sources, including:

Professional and technical associations

Stakeholders, including customers or sponsors

Other units within the organization

Consultants

2. Project Management Information System

The project management information system, part of the enterprise

environmental factors, provides access to an automated tool, such as a
scheduling software tool, a configuration management system, an
information collection and distribution system, or web interfaces to other
online automated systems used during the Direct and Manage Project
Execution effort.

1.3 Direct and Manage Project

Execution: Outputs
1. Deliverables

An approved deliverable is any distinct and certifiable product, result, or

capacity to perform a service that must be produced to complete a process,
phase, or project.

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Certification PROJECT PROCESS

2. Work Performance Information

This refers to the information from project activities which are routinely
gathered as the project progresses. This information can be related to
various performance results that comprise, but are not restricted to:

Deliverable status

Schedule progress, and

Costs incurred

3. Change Requests

When project staff find issues while project tasks and activities are being
performed, change requests are generated which in turn may alter project
policies or procedures, project cost and budget, project scope, project quality
or project schedule. The remaining change requests

are generated to address preventive or corrective actions to mitigate

negative impact later in the project. Change requests either be indirect or
direct, internally or externally initiated, and can also be optional or could be
contractually or legally authorized and can include:

Corrective action- Documented instruction for executing the project work to

bring expected future performance of the project work as per the parameters
of the project management plan.

Preventive action- A documented instruction to perform an activity that can

reduce the probability of adverse results associated with project risks.

Defect repair-The formally documented recognition of a defect in a project

element with a recommendation to either repair the defect or completely
replace the element.

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Updates- Changes to formally controlled documentation, plans, etc., to

reflect altered or

additional ideas or content.

4. Project Management Plan Updates

Components of the project management plan that may be updated comprise,

but are not restricted to:

Requirements management plan

Quality management plan

Cost management plan

Schedule management plan

Procurement management plan

Project baselines

Human resource plan

5. Project Document Updates

Project documents that may be updated comprise, but are not restricted to:

Stakeholder register

Project logs (issue, assumptions, etc.),

Risk register

Requirements documents

2 Monitor and Control Project Work

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 UNIT 3 DIRECT AND MANAGE PROJECT
EXECUTION MONITOR AND CONTROL
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Monitor and Control Project Work process consists of tracking, reviewing, and
regulating the progress to meet the performance goals specified in the
project management plan. Monitoring is a characteristic of project
management executed throughout the project. Monitoring includes
gathering, measuring, and distributing performance information, and
evaluating measurements and patterns to implement process improvements.
Progressive monitoring gives the project management team insight into the
condition of the project, and identifies areas that would require focused
attention. Control includes determining preventive or corrective actions,
planning iterations, and following up on action plans to verify if the actions
taken rectified the performance issue. The Monitor and Control Project Work
process is concerned with:

Evaluating performance to verify whether any corrective or preventive

actions are indicated, and then recommending those actions as necessary

Collating actual project performance against the project management plan

Recognizing new risks and tracking, analyzing, and monitoring current

project risks to make sure the risks are identified, their status is reported,
and that suitable risk response plans are being executed

Providing information to support progress measurement, status reporting,

and forecasting

Providing predictions to update current cost and current schedule

information (forecast)

Maintaining a precise, timely information source pertaining to the projects

product(s) and their related documentation through project completion

Monitoring implementation of approved changes as they happen

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 UNIT 3 DIRECT AND MANAGE PROJECT
EXECUTION MONITOR AND CONTROL
Certification PROJECT PROCESS

(Instructions to GD: Please reconstruct image by expanding the stem of the

arrow to fit the text boxes.)

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 UNIT 3 DIRECT AND MANAGE PROJECT
EXECUTION MONITOR AND CONTROL
Certification PROJECT PROCESS

(Instructions to GD: Please reconstruct image by using angular lines instead

of curved connectors using a consistent color scheme, also please remove
numbering in text boxes for example: 4.4 Monitor and Control Project Work
should be just Monitor and Control Project Work)

2.1 Monitor and Control Project Work:

Inputs
1. Project Management Plan

Developing a project management plan is the process of documenting the

actions necessary to prepare, define, coordinate and integrate all subsidiary
plans.

2. Performance Reports

Reports should be prepared by the project team detailing accomplishments,

activities, identified issues, milestones, and problems. Performance reports
can be used to report the key information comprising, but not restricted to:

Significant accomplishments for the period

Current status

Scheduled activities

Issues

Forecasts

4
3. Enterprise Environmental Factors

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 UNIT 3 DIRECT AND MANAGE PROJECT
EXECUTION MONITOR AND CONTROL
Certification PROJECT PROCESS

The enterprise environmental factors that can affect the Monitor and Control
Project Work

process comprise, but are not restricted to:

Governmental or industry standards (e.g., quality standards, regulatory

agency regulations, product standards, and workmanship standards)

Company work authorization system

Stakeholder risk tolerances

Project management information systems (e.g., an automated tool suite,

such as a configuration management system, a scheduling software tool, an
information collection and distribution system or web interfaces to other
online automated systems)

4. Organizational Process Assets

The organizational process assets that can affect the Monitor and Control
Project Work process comprise but are not restricted to:

Organization communication requirements

Issue and defect management procedures

Financial controls procedures (e.g. standard contract provisions,

expenditure and

disbursement reviews, time reporting, accounting codes)

Risk control procedures including probability definition and impact, risk

categories, and

probability and impact matrix

Process measurement database used to make accessible measurement

data on processes

and products

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 UNIT 3 DIRECT AND MANAGE PROJECT
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Certification PROJECT PROCESS

Lessons learned database

2.2 Monitor and Control Project Work:

Tools and Techniques
1. Expert Judgment

Expert judgment is utilization by the project management team to translate

the information provided by the monitor and control processes. The project
manager, in partnership with the team, decides the actions required to make
sure project performance matches expectations.

2.3 Monitor and Control Project Work:

Outputs
1. Change Requests

Change requests may be issued which may broaden, tweak, or shorten

project or product scope as a result of contrasting planned results to actual
results. Changes can affect the project management plan, product
deliverables or project documents. Changes may comprise, but are not
restricted to the following:

Corrective action-a documented instruction for executing the project work

to bring expected

subsequent performance of the project work in line with the project

management plan.

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 UNIT 3 DIRECT AND MANAGE PROJECT
EXECUTION MONITOR AND CONTROL
Certification PROJECT PROCESS

Preventive action-a documented instruction to perform an activity that can

lower the probability of adverse results associated with project risks.

Defect repair-The formally documented recognition of a defect in a project

element

with a recommendation to either repair the defect or completely replace the

element.

2. Project Management Plan Updates

Project management plan elements that may be updated comprise, but are
not restricted to:

Schedule management plan,

Schedule baseline

Quality management plan

Scope baseline

Cost management plan

Cost performance baseline

3. Project Document Updates

Project documents that may be updated comprise, but are not restricted to:

Forecasts,

Performance reports, and

Issue log.

Summary

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 UNIT 3 DIRECT AND MANAGE PROJECT
EXECUTION MONITOR AND CONTROL
Certification PROJECT PROCESS

1 Direct and Manage Project Execution Process- Direct and Manage Project
Execution is the process of fulfilling the work defined in the project
management plan to acheive the projects objectives

1.1 Direct and Manage Project Execution: Inputs Project Management Plan
Approved Change Requests, Enterprise Environmental Factors such as
Infrastructure and Organizational Process Assets such as Standardized
guidelines and work instructions

1.2 Direct and Manage Project Execution: Tools and Techniques- include
Expert Judgment and Project Management Information System

1.3 Direct and Manage Project Execution: Outputs- Deliverables, Work

Performance Information, Change Requests, Project Management Plan
Updates, Project Document Updates

2 Monitor and Control Project Work Process- Monitor and Control Project Work
process consists of tracking, reviewing, and regulating the progress to meet
the performance objectives defined in the project management plan.

2.1 Monitor and Control Project Work: Inputs- include Project Management
Plan, Performance Reports, Enterprise Environmental Factors such as
Company work authorization system, Organizational Process Assets such as
Financial controls procedures

2.2 Monitor and Control Project Work: Tools and Techniques- include Expert
Judgment used by the project management team to translate the information
provided by the monitor and control processes

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 UNIT 3 DIRECT AND MANAGE PROJECT
EXECUTION MONITOR AND CONTROL
Certification PROJECT PROCESS

2.3 Monitor and Control Project Work: Outputs- include Change Requests,
Project Management Plan Updates and Project Document Updates

Assignments
1. What are Change requests and how are they used as a tool to speed up
the accuracy and volume of product and/or service rendered by a company?

A document which contains a call to action for a change in the system used
to generate a product or service, when the product or service needs to be
modified to suit the customer or client requirement. This is mostly done by
issuing a change order which details the actions to be undertaken to fulfil the
goal of a change request. For example when the metal shims produced by an
aerospace manufacturer are a few millimetres over required measurement, a
change order will be issued to send the shims back to assembly line to be
ground into measurement.

2. What is a forecast in project management?

In project management and business a forecast refers to data analysis of

performance history of specific project. Forecasting is used by managers to
gain insight into the profitability of particular projects in the future.
Depending on whether the forecasts are favourable are not, new projects can
be shelved or existing projects can be stopped to avoid losses.

3. What is a Risk Matrix?

The Risk Matrix is a tool employed in Risk Assessment during the Qualitative
Risk Analysis phase in the risk management process. This is used by senior
management to improve risk visibility and awareness of the said risks to
arrive at good decisions on tackling tangible risk.

4. What is a Stakeholder Register?

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 UNIT 3 DIRECT AND MANAGE PROJECT
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Certification PROJECT PROCESS

This is a project management document which includes the information

about a particular projects stakeholders. It recognizes the individuals and
organizations that have varying levels of interest in the particular project.
This register will include details about the stakeholders such as their level of
interest in the project, the power and influence they exert over the project,
and also their communication needs and expectations.

5. What is the basis of forecasting in Project Management?

Forecasting is used by applying available data in trend analysis. Trend

analysis involves employing statistical data and engaging in empirical
analysis to predict patterns in project processes to anticipate uncertain
events.

Assessments
1. Which of these are inputs to the Direct and Manage Project Execution
Process?

a. Approved Change Requests

b. Project Document Updates

c. Change Requests

2. What is the definition of Direct and Manage Project Execution process?

a. Process consisting of tracking, reviewing, and regulating the progress to

meet the performance goals specified in the project management plan

b. Process consisting of fulfilling the work defined in the project

management plan to accomplish the projects objectives

c. Process consisting of reviewing all change requests, approving changes

and managing changes to the deliverables, organizational process assets,
project documents and the project management plan

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 UNIT 3 DIRECT AND MANAGE PROJECT
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Certification PROJECT PROCESS

3. What are the outputs of Direct and Manage Project Execution process?

a. Deliverables

b. Project Document Updates

c. Project management Plan

4. What are the inputs of Monitor and Control Project process?

a. Stakeholder risk tolerances

b. Performance Reports

c. Both a and b

5. Which of these are Organizational Process Assets?

a. Financial control procedures

b. Forecasts

c. Deliverables

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