PMBOK 6 Ed.
– DEI-
4.3 Direct &
Manage Project
Execution
Completing the
activities and
deliverable in the
project
management plan
Inputs Tools & Outputs
Techniques
[Link] 1. Deliverables
management
[Link] judgment 2. Work perfromance
plan [Link] data
[Link] management 3. Change requests
change request information 4. Project
system management plan
[Link] updates
Document [Link] 5. Issue log
[Link] 6. Project document
[Link] updates
7. OPA udpate
PROJECT PROJECT
MANAGEMENT DOCUMENTS
PLANS
VERSUS
Baseline + susbsidiary
plan Memo, project logs, risk
register, stakeholder
resgiter, quality metric
Manage project
Knowledge
Take advantage of the
knowledge the organization has
accumulated over time
Tools &
Techniques
Inputs [Link] judgment
Outputs
[Link] [Link] 1. Lesson learned
management register
management
plan information 2. Project
management plan
[Link] system updates
[Link] [Link] 3. OPA udpate
Document management
[Link]
[Link]
[Link]
management
[Link] and
team skill
Sharing new process, success, etc
internally within the project, as well as
making that knowledge accessible
Knowledge comprises 2 aspect:
Explicit knowledge Tacit knowledge
Words, picture, symbol Experience, emotion,
ability
Knowledge Management
Lesson Learned Register
• Technical aspect what was right or
wrong
• Project managementhow did we do in
wbs creation? Risk planning? Etc.. What
did we learn?
• Management how did I do with
communication and leadership as a PM?
Lesson Learned on a project
Other current
Lesson
project
learned
recorded in Your project Project lesson
company learned
OPA
Company
OPA
The important thing is developing organizational
culture to promote growth through the sharing of
knowledge and experience
4.4 Monitor &
Control Project
Work
What is happening
on the project and
comparing the
actual and
forecasted
performance to
what was planned
Inputs Tools & Outputs
Techniques
[Link] [Link]
management [Link] judgment requests
[Link] [Link] Analysis [Link]
Documents [Link] making Performance
[Link] [Link] report
[Link] [Link]
Performance management
information plan updates
[Link]
[Link]
[Link]
document
updates
Corrective Action
Any action taken to bring expected future
project performance in line with project
management plan
• Create metric
• Realistic management
plan
• Find root cause
• Measure project
performance see EVM
technique
Preventive action
• Dealing with anticipated or
possible deviations from
the performance baseline
and other metrics
• The action do not change
the baseline
• Example: training,
changing resource
Defect Repair
• Another saying of
“Rework”
• When a component
does not meet the
specification
• All
corrective/preventive/defect
repair action should be reviewed,
approved, rejected or deferred as
part of Perform Integrated Change Control
Process (PIIC)
Exercise
• When meeting with the customer to Validate scope
obtain acceptance of interim
deliverables
• When measuring project Control scope,
performance against the
performance baseline
schedule, cost
• When making sure people are Manage quality
using the correct process
• When evaluating whether the
performance reports are meeting Monitor
stakeholder needs communication
Exercise
• When working with project team Manage team
• When assessing stakeholder
relationship Manage stakeholder
engagement
• When you notice that there are many Manage risk
unidentified risks occurring
• When evaluating seller’s performance Control procurement
• When evaluating team member’s
Manage team
performance
• When making sure deliverables meet Control quality
quality standards
• When communicating w/ stakeholder to Manage stakeholder
resolve issues and manage perception engagement
about the project
4.5 Perform
Integrated
change control
Reviewing,
approving and
managing changes to
deliverables, OPA,
project documents
and the project
management plan.
Inputs Tools & Outputs
Techniques
[Link] [Link]
management [Link] judgment Change
plan [Link] requests
[Link] [Link] making [Link]
Documents [Link] control management
[Link] tools plan updates
Performance [Link]
reports document
[Link] request updates
[Link]
[Link]
A change is requested does not
mean it has to be or even should be
implemented
Always look at the impact of each
change on all the project constraints
Process for Making changes
1. Evaluate the impact
2. Identify the optionscutting scope,
crashing/fast-tracking
3. Get the CR approved internally
4. Get customer buy in (if required)
Update
the status
of issue
Change log
Asses the change
control
adjust
PM Plan Update
Change request
Identify option
Perform
Project Document
Change Plan Update
Control Board
Integrated Communicate
stakeholder
change control
(PIIC)
4.6 Closing
Project
“Finalizing all activities across all of the
Project Management Process Groups to
formally complete the project or phase”
Inputs
[Link] charter
[Link] Tools & Outputs
management Techniques
plan [Link]
[Link] judgment
[Link] Documents
document [Link] analysis update
[Link] [Link] [Link] product,
deliverables service or result
[Link] transition
document [Link] report
[Link] [Link] updates
[Link]
documentation
[Link]
Closing Project Process
Confirm works is done to requirement
Obtain formal confirmation that contract is completed
Gain final acceptance of the product
Solicit customer ‘s feedback about the project
Complete final performance reporting
Index and archive records
Gather final lesson learned and update knowledge base
CASE STUDY
What went wrong?
• 2 years behind
scheduleloss $6,1 billion
• Cause? Integration-
disentgration (no clear
project integration)
• Pre-assmebly (German) to
assembly Line (France)
dismatch-CATIA Problem
• Trouble in wiring (harsness)
Try this game
• [Link]
Reference
• PMBOK® Guide – Sixth Edition (2017).
• PMP® Exam Prep, Ninth Edition (2017)