Lesson Eight

- The Execution Process Group

 ‫ﻗﺼﺔ ﺣﻞ ﻣﺸﮑﻠﺔ اﻟﻌﻤﯿﻞ اﳌﺒﺴﻄﺔ‬
Simplified PMP
PMP Stor
oryy

‫ﻋﻤﻠﯿﺎت‬
Solution 1 ‫دراﺳﺔ ﺟﺪوى‬
‫ﻋﻤﻠﯿﺎت‬ ‫ﻋﻤﻠﯿﺎت‬ ‫ﻋﻤﻠﯿﺎت‬ ‫ﻣﺮاﻗﺒﺔ وﺗﺤﮑﻢ‬ ‫ﻋﻤﻠﯿﺎت‬
‫ﻣﺸﮑﻠﺔ اﻟﻌﻤﯿﻞ‬ ‫اﻟﺤﻞ اﳌﻘﺘﺮح‬ ‫اﻧﺸﺎء اﳌﺸﺮوع‬ ‫ﺗﺨﻄﯿﻂ اﳌﺸﺮوع‬ ‫ﺗﻨﻔﯿﺬ اﳌﺸﺮوع‬ ‫اﳌﺸﺮوع‬ ‫اﻧﻬﺎء اﳌﺸﺮوع‬
Solution 2 Cost-Benefit
Businees Need Solution 3 Business Case Initiating Planning Executing Monitoring and Closing
Analysis
Solution 4 Process Group Process Group Process Group Controlling Process Group
Process Group

WHY? WHY?
HOW? ‫اﻟﺤﻞ اﻟﻤﺒﺪﺋﻲ‬
‫ﻟﻴﺶ؟‬ ‫اﻟﺤﻞ اﻟﻔﻌﻠﻲ‬
‫ﻟﻴﺶ؟‬ ‫ﻛﻴﻒ؟‬ WHAT? REAL
‫ﻣﺎذا؟‬ =
WHAT
HOW?
‫ﻛﻴﻒ؟‬
Verification = Validation

WHAT?
‫ﻣﺎذا؟‬

?
 WHAT? PMP Execution Story
WHY? ‫ﻣﺎذا؟‬
HOW?
4.1 ■ Project Charter
Develop 7 6
Project Charter
4.3 4.4
■ Assumptions Log 4.2 Direct and ■ Deliverables Manage
Project Management Plan Manage Project
13.1 Project Work ■ Issue log Knowledge

Identify ■ Stakeholders Register ■ Work Performance date

Stakeholders

■ Lessons Learned Register

4 3 1 8 2
5.5 5.6

13.3 11.6 12.2 8.2 9.3 Monitoring 6.6 7.4

Project
Stakeholder Implement Conduct Manage Acquire and
Risk Responses Procurements Quality Resources
8.3 9.6 documents
Engagement Controlling
Processes 10.3 11.7

12.3 13.4

Agreements Quality Project Team

(Signed Reports Assignments
Work performance
contracts)
information

9.4
Develop 4.5
Team Monitor and
Control
Project Work

Team
Performance Work Performance
Assessments Reports

5
9.5 10.2 Part of
Manage Manage
Communications
M&C story
Team

Legends Project
Communications
Knowledge Areas
Colors
 PMBOK Sixth Edition Process Chart
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Execution Activities
▪ Sign Agreements (SLA, Contracts .. etc.)

▪ Obtain Resources (Human and Physical)

▪ Develop Highly Performing Team

▪ Manage Individual and Team Performance

▪ Implement Risk Responses

Execution Activities
▪ Send and Receive Reports

▪ Manage Stakeholder Engagement

▪ Produce Project Deliverables

▪ Manage Project Knowledge (Explicit and Tacit)

▪ Manage the Quality of Processes (not deliverables)

 Traditional Project Life Cycle

Executing

Level
Of Planning
Activity
Initiating Closing
Monitoring and Controlling

Phase Time Phase

Start Finish
 Traditional Project Life Cycle

Iteration 1 Iteration 1 Iteration 1

Executing Executing Executing

Level Planning
Of Initiating
1
Initiating Initiating
3
Activity Planning 2
Planning
Monitoring
and Closing
Controlling
Initiating

Time

Deliver Deliver Deliver

 Flow-Based Agile (Kanban)

In
To Do Done
Progress

Amend order Create order DB schema

Item details Stock search Login

Archive Order Stock update

Order refund Process Order

Executing

12.2 | Conduct Procurements

INPUTS TOOLS & TECHNIQUES OUTPUTS
1. Project management plan 1. Expert judgment 1. Selected sellers
• Scope management plan 2. Advertising 2. Agreements
• Requirements management 3. Bidder conferences 3. Change requests
plan 4. Data analysis 4. Project management plan updates
• Communications • Proposal evaluation • Requirements management plan
management plan 5. Interpersonal and team • Quality management plan
• Risk management plan skills • Communications management plan
• Procurement management plan • Negotiation • Risk management plan
• Configuration management • Procurement management plan
plan • Scope baseline
• Cost baseline • Schedule baseline
2. Project documents • Cost baseline
• Lessons learned register 5. Project documents updates
• Project schedule • Lessons learned register
• Requirements • Requirements documentation
documentation • Requirements traceability matrix
• Risk register • Resource calendars
• Stakeholder register • Risk register
3. Procurement documentation • Stakeholder register
4. Seller proposals 6. Organizational process assets
5. Enterprise environmental factors updates
6. Organizational process assets

C R E A T E & E X C H A N G E
Criteria Examples
▪ Capacity
▪ Product cost and life cycle cost
▪ Delivery dates
▪ Technical expertise
▪ Specific relevant experience
▪ Key staff ’s qualifications, availability, and competence
▪ Financial stability of the firm
▪ Management experience
▪ Suitability of the knowledge transfer program, including training
Executing

9.3 | Acquire Resources

INPUTS TOOLS & TECHNIQUES OUTPUTS

1. Project management 1. Decision making 1. Physical resource

plan • Multicriteria decision assignments
• Resource management analysis 2. Project team assignments
plan 2. Interpersonal and team 3. Resource calendars
• Procurement skills 4. Change requests
management plan • Negotiation 5. Project management plan updates
• Cost baseline 3. Pre-assignment • Resource management plan
2. Project documents 4. Virtual teams • Cost baseline
• Project schedule 6. Project documents updates
• Resource calendars • Lessons learned register
• Resource requirements • Project schedule
• Stakeholder register • Resource breakdown
3. Enterprise structure
environmental factors • Resource requirements
4. Organizational process • Risk register
assets • Stakeholder register
7. Enterprise environmental factors
updates
8. Organizational process

C R E A T E & E X C H A N G E
Virtual Teams
Executing

9.4 | Develop Team

INPUTS TOOLS & TECHNIQUES OUTPUTS

1. Project management 1. Colocation 1. Team performance

plan 2. Virtual teams assessments
• Resource management 3. Communication 2. Change requests
plan technology 3. Project management plan
2. Project documents 4. Interpersonal and team updates
• Lessons learned skills • Resource management
register • Conflict management plan
• Project schedule • Influencing 4. Project documents
• Project team • Motivation updates
assignments • Negotiation • Lessons learned register
• Resource calendars • Team building • Project schedule
• Team charter 5. Recognition and • Project team
3. Enterprise rewards assignments
environmental factors 6. Training • Resource calendars
4. Organizational process 7. Individual and team • Team charter
assets assessments 5. Enterprise environmental
8. Meetings factors updates
6. Organizational process
assets updates

C R E A T E & E X C H A N G E
 Team Development Stages

Storming Performing

Forming Norming Adjourning

01 02 03 04 05
Team and Individual Performance Assessment

Helpful Harmful
to achieve the objective to achieve the objective

(attributes of the organization)

Internal origin S W
Strengths Weaknesses
(attributes of the environment)
External origin

O
Opportunities T
Threats
 Team and Individual Performance Assessment
Pre-Assignment Tools

Attitudinal Specific Structured

surveys assessments interviews

Focus
Ability tests
groups
Team and Individual Performance Assessment

High

Challenge level Anxiety Innovation

Comfort Zone Relaxation

Low
Low Skill level High
Training
 Training Options

Options

Virtual Instructor-led training

Self-paced e-learning

Document review
 Generalizing Specialist

I-and T-shaped team members

 Generalizing Specialist

Team of Specialists on a Software Project

 Generalizing Specialist

Team of Specialists on a Software Project

T shape I shaped workers
 Generalizing Specialist
Reduced Handoffs and Bottlenecks
through T-Shaped Generalizing Specialists
Performance Reporting
Co-Location
 (Kanban)

In
To Do Done
Progress

Amend order Create order DB schema

Item details Stock search Login

Archive Order Stock update

Order refund Process Order

Executing

9.5 | Manage Team

INPUTS TOOLS & TECHNIQUES OUTPUTS

1. Project management 1. Interpersonal and team 1. Change requests

plan skills 2 Project management
• Resource management • Conflict management plan updates
plan • Decision making • Resource management
2. Project documents • Emotional intelligence plan
• Issue log • Influencing • Schedule baseline
• Lessons learned • Leadership • Cost baseline
register 2. Project management 3. Project documents
• Project team information system updates
assignments • Issue log
• Team charter • Lessons learned
3. Work performance register
reports • Project team
4. Team performance assignments
assessments 4. Enterprise
5. Enterprise environmental factors
environmental factors updates
6. Organizational process
assets

C R E A T E & E X C H A N G E
Carrot and Stick Approach
Carrot and Stick Approach
 Emotional Intelligence

1. Know your 4. Recognize &

emotions understand
people’s
emotions
Self Social
awareness awareness

Self Relationship
Control Management
2. Manage your 5. Manage
emotion. relationships
(others’
3. Motivate emotions)
yourself
 Emotional Intelligence

Emotional Intelligence helps you understand your emotions and those of others
to help minimize conflict.

Personal Skills Interpersonal Skills

Self-awareness Social skills

Self-regulation Motivation Empathy
 Management v.s Leadership

Management Leadership
Direct using positional power Guide, influence, and collaborate using relational power

Maintain Develop

Administrate Innovate

Focus on systems and structure Focus on relationships with people

Rely on control Inspire trust

Focus on near-term goals Focus on long-range vision

Ask how and when Ask what and why

Focus on bottom line Focus on the horizon

Accept status quo Challenge status quo

Do things right Do the right things

Focus on operational issues and problem solving Focus on vision, alignment, motivation, and inspiration
Executing

10.2 | Manage Communications

INPUTS TOOLS & TECHNIQUES OUTPUTS

1. Project management 1. Communication 1. Project communications

plan technology 2. Project management
• Resource management 2. Communication plan updates
plan methods updates
• Communications 3. Communication skills • Communications
management plan • Communication management plan
• Stakeholder competence • Stakeholder
engagement • Feedback engagement
plan • Nonverbal plan
2. Project documents • Presentations 3. Project documents
• Change log 4. Project management updates
• Issue log information system • Issue log
• Lessons learned 5. Project reporting • Lessons learned
register 6. Interpersonal and team register
• Quality report skills • Project schedule
• Risk report • Active listening • Risk register
• Stakeholder register • Conflict management • Stakeholder register
3. Work performance • Cultural awareness 4. Organizational process
reports • Meeting management assets updates
4. Enterprise • Networking
environmental factors • Political awareness
5. Organizational process 7. Meetings
assets
C R E A T E & E X C H A N G E
 WHAT? PMP Execution Story
WHY? ‫ﻣﺎذا؟‬
HOW?
4.1 ■ Project Charter
Develop 7 6
Project Charter
4.3 4.4
■ Assumptions Log 4.2 Direct and ■ Deliverables Manage
Project Management Plan Manage Project
13.1 Project Work ■ Issue log Knowledge

Identify ■ Stakeholders Register ■ Work Performance date

Stakeholders

■ Lessons Learned Register

4 3 1 8 2
5.5 5.6

13.3 11.6 12.2 8.2 9.3 Monitoring 6.6 7.4

Project
Stakeholder Implement Conduct Manage Acquire and
Risk Responses Procurements Quality Resources
8.3 9.6 documents
Engagement Controlling
Processes 10.3 11.7

12.3 13.4

Agreements Quality Project Team

(Signed Reports Assignments
Work performance
contracts)
information

9.4
Develop 4.5
Team Monitor and
Control
Project Work

Team
Performance Work Performance
Assessments Reports

5
9.5 10.2 Part of
Manage Manage
Communications
M&C story
Team

Legends Project
Communications
Knowledge Areas
Colors
Work Performance Data, Information and Report
Executing
Processes

• Work performance data

Controlling
Processes
• Project management plan
and project documents updates • Work performance information

Overall
Project Control

• Work performance reports

Project Change Various project Project

Control • Approved Processes Communications
change
requests

• Project team members

• Project stakeholders
 Report Types

There are different types of reports used in project management. For the exam, think in terms of
a large project, and recognize that a project manager might issue the following types of reports :
• Status report This report describes where the project currently stands in relation to the performance
measurement baseline.

• Progress report A progress report describes what has been accomplished.

• Trend report4 This report examines project results over time to see if performance is improving or
deteriorating.
• Forecasting report5 This report predicts future project status and performance.
• Variance report6 A variance report compares actual results to baselines.
• Earned value report7 An earned value report integrations scope, cost, and schedule measurements to
assess project performance.
• Lessons learned documentation Reports on performance are used as lessons learned for future
projects.
Information Radiators
 Daily Stand-up

▪ What was accomplished since the last meeting ?

▪ What is planned for today ?

▪ Are there any impediments/problems to progress ?

Executing

13.3 | Manage Stakeholder Engagement

INPUTS TOOLS & TECHNIQUES OUTPUTS

1. Project management 1. Expert judgment 1. Change requests

plan 2. Communication skills 2. Project management
• Communications • Feedback plan updates
management plan 3. Interpersonal and team • Communications
• Risk management plan skills management plan
• Stakeholder • Conflict management • Stakeholder
engagement • Cultural awareness engagement
plan • Negotiation plan
• Change management • 3. Project documents
plan Observation/conversation updates
2. Project documents • Political awareness • Change log
• Change log 4. Ground rules • Issue log
• Issue log 5. Meetingss • Lessons learned
• Lessons learned register
register • Stakeholder register
• Stakeholder register
3. Enterprise
environmental factors
4. Organizational process
assets

C R E A T E & E X C H A N G E
Stakeholder Unaware Resistant Neutral Supportive Leading

Stakeholder 1 C D

Stakeholder 2 C D

Stakeholder 3 DC

Stakeholder Engagement Assessment Matrix

Executing

11.6 | Implement Risk Responses

INPUTS TOOLS & TECHNIQUES OUTPUTS

1. Project management 1. Expert judgment 1. Change requests

plan 2. Interpersonal and team 2. Project documents
• Risk management plan skills updates
2. Project documents • Influencing • Issue log
• Lessons learned 3. Project management • Lessons learned
register information system register
• Risk register • Project team
• Risk report assignments
3. Organizational process • Risk register
assets • Risk report

C R E A T E & E X C H A N G E
Executing

4.4 | Manage Project Knowledge

INPUTS TOOLS & TECHNIQUES OUTPUTS

1. Project management 1. Expert judgment 1. Lessons learned

plan 2. Knowledge management register
• All components 3. Information management 2. Project management
2. Project documents 4. Interpersonal and team plan updates
• Lessons learned skills • Any component
register • Active listening 3. Organizational process
• Project team • Facilitation assets updates
assignments • Leadership
• Resource breakdown • Networking
structure • Political awareness
• Source selection
criteria
• Stakeholder register
3. Deliverables
4. Enterprise
environmental factors
5. Organizational process
assets

C R E A T E & E X C H A N G E
Explicit vs Tacit Knowledge
 Knowledge Sharing

▪ Scarcity vs Abundance Mindset

▪ Agile Practices
• Scrum Events
• XP Practices
• Work Spaces

▪ Rewarding system
 Agile Value Proposition
Visibility Adaptability

Business Value Risk

Agile Development
Traditional Development
 Information Radiators

▪ Cumulative Flow Diagrams

 Information Radiators

▪ Low Tech, High Touch

Project XYZ – Feature
Flow
600

500
Total Features

400 Total

In Progress

300 Completed

200

100

Apr May Jun Jul Aug Sep

Time
 Information Radiators

▪ Kanban (WIP)

In
To Do Done
Progress

Amend order Create order DB schema

Item details Stock search Login

Archive Order Stock update

Order refund Process Order

 Information Radiators

▪ Burndown Chart (Story Points) with Ideal Progress

 Information Radiators

▪ Sample Burnup Chart Using Points to Measure Progress

 Information Radiators

▪ Velocity Tracking Chart

18

16

14

12
Story Points

10

0
1 2 3 4 5 6 7 8 9 10 11 12

Iterations
 Knowledge Sharing

Rewarding System

“ At Nucor, unlike companies that use traditional productivity-based bonus schemes, if you are a
steel plan manger, you do not get paid based on how well your plant does, but on how well all the
steel plants perform. At the next level down, department managers do not get a bonus based on the
performance of their department , but on the performance of all the departments. This approach
continues all the way through the organization, including team leads who get paid based on the
productivity of all teams, not just their own, and individuals who get paid based on their team’s
performance, rather than their own.”
Executing

4.3 | Direct and Manage Project Work

INPUTS TOOLS & TECHNIQUES OUTPUTS
1. Project management 1. Expert judgment 1. Deliverables
plan 2. Project management 2. Work performance data
• Any component information system 3. Issue log
2. Project documents 3. Meetings 4. Change requests
• Change log 5. Project management
• Lessons learned plan updates
register • Any component
• Milestone list 6. Project documents
• Project communications updates
• Project schedule • Activity list
• Requirements • Assumption log
traceability matrix • Lessons learned
• Risk register register
• Risk report • Requirements
3. Approved change documentation
requests • Risk register
4. Enterprise • Stakeholder register
environmental factors 7. Organizational process
5. Organizational process assets updates
assets

C R E A T E & E X C H A N G E
 Project
4.4
Management Manage Project
Plan • Deliverables Knowledge

Project Management Plan

• Any component 4.6
Perform
Integrated
• Change requests Change Control
• Deliverables

8.3
Control
• Deliverables Quality

Project
Management
Project Management Plan updates Plan
• Any component

4.3
Project Direct and
Documents Manage
Project Work • Issue log

Project Documents
• Change log • Work performance data Project
• Lessons learned register Documents
• Milestone list Project Documents updates
• Project communications • Activity list
• Project schedule • Assumption log
• Requirements traceability • Lessons learned register
matrix • Requirements documentation
• Risk register • Risk register
• Risk report • Stakeholder register
5.5. 5.5. Enterprise/
Validate Validate Organization
4.6 Scope Scope • Organizational process
Perform assets updates
Integrated
Change Control

• Approved change requests

6.6 7.4 8.3 9.6
Control Control Control Control
Schedule Costs Quality Resources

Enterprise/
Organization
12.3 13.4
10.3 11.7 Monitor
Monitor Monitor Control Stakeholder
• Enterprise environmental factors Communications Risks Procurements
• Organizational process assets Engagement

Direct and Manage Project Work: Data Flow Diagram

 Daily Stand-up

▪ What was accomplished since the last meeting ?

▪ What is planned for today ?

▪ Are there any impediments/problems to progress ?

 Daily Stand-up

Customer PM Team

Product Scrum
Owner Master
Executing

8.2 | Manage Quality

INPUTS TOOLS & TECHNIQUES OUTPUTS

1. Project management 1. Data gathering 1. Quality reports

plan • Checklists 2. Test and evaluation
• Quality management 2. Data analysis documents
plan • Alternatives analysis 3. Change requests
2. Project documents • Document analysis 4. Project management
• Lessons learned • Process analysis plan updates
register • Root cause analysis • Quality management
• Quality control 3. Decision making plan
measurements • Multicriteria decision • Scope baseline
• Quality metrics analysis • Schedule baseline
• Risk report 4. Data representation • Cost baseline
3. Organizational process • Affinity diagrams 5. Project documents
assets • Cause-and-effect updates
diagrams • Issue log
• Flowcharts • Lessons learned
• Histograms register
• Matrix diagrams • Risk register
• Scatter diagrams
5. Audits
6. Design for X
7. Problem solving
8. Quality improvement
methods
C R E A T E & E X C H A N G E
Process vs Deliverable
 Prevention vs Inspection

▪ Prevention: Keeping errors out of the process

▪ Inspection: Keeping errors out of the hand of the customer

 Lead Time (Flow-based Agile)

Lead Time

Suppliers Customers
 Value Stream Mapping

Production Plan
Supplier Customer

Information Flow

Product Flow

Receiving Process Process Process Process Shipping

4 days 2 days 1 day 1 day 1 hour

1 day 2 min 4 hours 1 hour

Time Ladder
 PDCA/Deming Cycle

❖ Corrective actions ❖ Establish the objectives

❖ Analyze the differences ❖ Plan processes

Act Plan

Check Do
❖ Study the actual results
❖ Implement the plan
❖ compare against the expected results
❖ execute the process
 Quality Theory Methods

An approach to improving business results through emphasis on customer

satisfaction, employee development, and processes rather than functions.

W. Edwards The Deming cycle focuses on continuous process improvement in which quality
Deming must be continuously improved to meet customer needs.

Joseph M. The Juran trilogy breaks quality management into quality planning, control, and
Juran improvement.

This method emphasizes four absolutes: conforming to requirements, quality is

Philip B.
achieved by prevention, standard of zero defects, and quality is measured by
Crosby determining the cost of quality.
 Cause and Effect Diagram

Machine Method Material Kaoru

Ishikawa

Gear Poor Incorrect

Wear Plannin Material
g Major
Defect
Worn Poor
Calipers Training

Measurement Personnel Environment

Histogram
Pareto diagrams (80-20 Rule)
 Scatter Diagram

Defect

Temperature
 Quality Theory Methods

Genichi The Taguchi method emphasizes that quality should be designed into the
Taguchi product so factors that cause variation can be identified and controlled.

William (Bill) Six Sigma emphasizes responding to customer needs and improving
Smith. Jr. processes by systematically removing defects.
Retrospective
 (Scrum)

Sprint Delivery
Retrospective Sprint Review
1-4 Weeks
‫ـــــــــــــــــــــ‬
Sprint

Product Backlog Sprint Planning Development End of Project

Goal achieved/
money run down