Chapter 7:
Executing Projects
Note: See the text itself for full citations. Text website is [Link].
Learning Objectives
List the processes and outputs of project execution
Discuss what is involved in directing and managing project
work and managing project knowledge as part of project
integration management
Explain the importance of creating quality reports, test and
evaluation documents, and change requests as part of quality
assurance
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Learning Objectives (continued)
Describe the executing processes performed as part of resource
management
Describe the process of managing stakeholder engagement
Understand the process of implementing risk responses
Explain the process of conducting procurements and the need to
effectively select sellers and create agreements
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Introduction
Project execution is the most noticed process group
Research shows that without a doubt, the main reason
CEOs (Chief executive officers) failed was poor
execution; the same is true for project managers
Recall that, in general, the majority of a project’s time and
budget is spent on project execution
Many of the deliverables and outputs created in the other
process groups are fairly similar from project to project,
but no two projects are ever executed in the exact same
way.
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Figure 7-1. Executing Processes and Outputs
KNOWLEDGE AREA EXECUTING PROCESS OUTPUTS
Project integration Direct and manage project work Deliverables
management Work performance data
Issue log
Change requests
Project management plan updates
Project documents updates
Manage project knowledge Organizational process assets updates
Lessons learned register
Project management plan updates
Organizational process assets updates
Project quality Manage quality Quality report
management Test and evaluation documents
Change requests
Project management plan updates
Project documents updates
Project resource Acquire resources Physical resource assignments
management Project team assignments
Resource calendars
Change requests
Project management plan updates
Project documents updates
Enterprise environmental factors updates
Organizational process assets updates
Team performance assessments
Develop team Change requests
Project management plan updates
Project documents updates
Enterprise environmental factors updates
Organizational process assets updates
Manage team Change requests
Project management plan updates
Project documents updates
Enterprise environmental factors updates
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Figure 7-1. Executing Processes and
Outputs (continued)
KNOWLEDGE AREA EXECUTING PROCESS OUTPUTS
Project communications Manage Project communications
management communications Project management plan updates
Project documents updates
Organizational process assets updates
Project risk Implement risk Change requests
management responses Project documents updates
Project procurement Conduct procurements Selected sellers
management Agreements
Change requests
Project management plan updates
Project documents updates
Organizational process assets updates
Project stakeholder Manage stakeholder Change requests
management engagement Project management plan updates
Project documents updates
Organizational process assets updates
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Project Integration Management
To direct and manage project stakeholders, project
managers can follow several important practices:
◦ Coordinate planning and execution
◦ Develop and use soft skills
◦ Provide a supportive organizational culture.
◦ Break the rules when needed
◦ Capitalize on product, business, and application area
knowledge
◦ Use project execution tools and techniques
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Deliverables
Most project sponsors would say that the most
important output of any project is its deliverables
For the Just-In-Time Training project at Global
Construction, key deliverables include:
◦ Training materials and courses (instructor-led, Web-based, and
CD-ROM)
◦ Deliverables related to developing and delivering those
training materials and courses, such as surveys, design
documents, prototypes, and meetings
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Work Performance Data
During project execution, project managers must
collect, assess, and communicate work performance
data
Many project managers, like Kristin, use the
“management by wandering around” (MBWA)
approach, meaning they informally observe and talk to
project team members, suppliers, and other
stakeholders as much as possible
Kristin also used formal communications, such as
status reports, survey results, and course evaluations, to
address work performance on the project
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Figure 7-2. Sample Milestone Report for Reporting Work
Performance Data
A common way to summarize work performance information is by using a
milestone report
Milestone Date Status Responsible Issues/Comments
Researched 8/13 Complete Jamie Many basic courses available, but
existing training (replaced by not much advanced/tailored
Abner) training. ( Note: Replaced Jamie
with better candidate for project
after Jamie completed this task)
Presented supplier 8/24 Complete Kristin Great feedback. Many people
management stressed the need to have
training survey instructor-led training and
results to steering mentors for soft skills
committee development
Meetings with 9/21 In Kristin/ May need more time for
potential partners progress Contracting meetings
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Issue Logs
An issue log helps to document, monitor, and track
issues that need to be resolved for effective work to
take place.
An issue is a matter under question or dispute that
could impede project success.
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Figure 7-3. Sample issue log
Impact on
Issue Project Date Reported Priority Comments/
Issue # Description Reported By Assigned To (H/M/L) Due Date Status Follow-up
Can severely
hurt project
because Jamie
is our supplier Working with
Key project management Jamie and
team member expert appropriate
is not working managers to find
1 out Aug 2 Kristin Kristin H Sep 2 Open a replacement
Delaying the
survey will
delay the
entire project
IT staff that is because it is a
performing critical task
survey is over Paid overtime
2 allocated Sep 26 Mohamed Kristin H Aug 5 Closed was approved
Etc.
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Change Requests
Often, a number of requests for changes emerge during
project execution
It is important during project execution to formally and
informally request appropriate changes
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Figure 7-4. Sample Change Request
(partial)
Project Name: Just-In-Time Training Project
Date Request Submitted: September 22
Title of Change Request: Provide overtime to get survey results in time
Change Order Number: A200-17
Submitted by: Kristin Maur
Change Category:__Scope __Schedule _X_ Cost __Technology __Other
Description of change requested:
In order to avoid a schedule slip and have appropriate internal resources available, we are requesting the approval
of paid overtime for creating and distributing the survey for the supplier management course.
Events that made this change necessary or desirable:
The IT person assigned to our project has several other important projects on-hand. If these tasks are delayed, the
entire project will be delayed.
Justification for the change/why it is needed/desired to continue/complete the project:
We must send out and analyze the survey in a timely manner since we need the information to develop the first
supplier management course and select an appropriate supplier.
Impact of the proposed change on:
Scope: None Schedule: None Cost: $550
Staffing: One IT person will work 10 hours of paid overtime basis over a period of several weeks.
Risk: Low. This person suggested the paid overtime and has successfully worked overtime in the past.
Other: None
Suggested implementation if the change request is approved: Include the overtime pay in the normal paycheck.
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Managing Project Knowledge
New process, main output is a lessons learned register
Two types of knowledge:
1. Explicit knowledge: This type of knowledge can be easily explained
using words, pictures, or numbers and is easy to communicate, store,
and distribute. Examples include information found in text books and
encyclopedias as well as project documents and plans.
2. Tacit knowledge: Unlike explicit knowledge, tacit knowledge,
sometimes called informal knowledge, is difficult to express and is
highly personal. Examples include beliefs, insight, and experience. It
is often shared through conversations and interactions between
people. Many organizations set up programs like mentorships,
communities of practice, or workshops to assist in passing on tacit
knowledge.
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Lessons learned register
A lessons learned register should document challenges,
problems, realized risks and opportunities, and other
contents to assists in knowledge management on
current and future projects.
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Figure 7-6. Sample Lessons Learned
Register
ID Date Owner Name Category Situation Recommendation
identified
01 9/22 Kristin Overtime Cost IT person was Don’t be afraid to
overbooked. suggest paid
Decided to pay overtime, even
overtime to finish though it’s not
survey work in used often at our
time and not delay organization.
project end date.
02 10/1 Kim Curriculum Tech-nology Kim was having Encourage people
blog trouble getting to be creative.
inputs on specific Allow use of
requirements for some of the
curriculum, so she budget for
set up a blog and incentives related
provided to producing that
incentives for deliverable.
inputs.
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Copyright 2017 Kathy Schwalbe LLC 23
Managing Quality
Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
Another goal of quality assurance is continual quality
improvement
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Quality Improvement Tools and
Techniques
Benchmarking generates ideas for quality improvements by comparing
specific project practices or product characteristics to those of other
projects or products within or outside of the organization itself
Quality audit is a structured review of specific quality management
activities that helps identify lessons learned, which could improve
performance on current or future projects
Process analysis involves analyzing how a process operates and
determining improvements.
◦ Many organizations use lean, a system based on the Toyota Production System to
help improve results and efficiency by eliminating waste and reducing idle time and
non-value added activities.
◦ Kanban is a visual technique used to improve workflow.
◦ Cause-and-effect diagrams—also called fishbone diagrams (because their structure
resembles a fishbone) or Ishikawa diagrams (named after their founder)—can assist
in ensuring and improving quality by finding the root causes of quality problems
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Figure 7-7. Sample Kanban Board
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Figure 7-9. Sample Cause and Effect
Diagram
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Project Resource Management
Effective use of resources is crucial to project execution.
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Acquiring Resources
Project resources include both physical and human
resources
◦ Physical resources include equipment, supplies, and materials
◦ Human resources include the people required to perform the
project work
After developing a staffing management plan during
project planning, project managers must work with
other managers in their organizations to assign
personnel to their project or to acquire additional
human resources needed to staff their project
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Resource Loading
Resource loading refers to the amount of individual
resources an existing schedule requires during specific
time periods
Helps project managers develop a general
understanding of the demands a project will make on
the organization’s resources and individual people’s
schedules
Overallocation means more resources than are
available are assigned to perform work at a given time
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Figure 7-11. Sample Resource Histogram
Showing an Overallocated Individual
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Resource Leveling
Resource leveling is a technique for resolving resource
conflicts by delaying tasks
The main purpose of resource leveling is to create a
smoother distribution of resource usage and reduce
overallocation
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Figure 7-12. Resource Leveling Example
Schwalbe, Information Technology Project Management, Sixth Edition, 2010
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Figure 7-13. Sample Physical Resource
Assignments
Physical Resource Date(s) Reserved Description
Classroom 1 1/12 Need this room for
executive course
Classroom 2 12/15, 1/20, 1/26, Need this room or
2/3, 2/9 Classroom 4
Classroom 3 2/3 Need this room for
software applications
course – has required
student computers
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Figure 7-14. Sample Team Roster
Name Role on Position Email Phone Location
Project
Mike Sundby Project VP of HR msundby@
Champion [Link]
Lucy Project Training Director lcamerena@
Camerena Sponsor [Link]
Kristin Maur Project Project Manager kmaur@
Manager [Link]
Mohamed Team Member Senior mabdul@
Abdul programmer/ [Link]
analyst
Kim Johnson Team Member Curriculum kjohnson@
designer global [Link]
Abner Tomas Team Member Supplier atomas@
management [Link]
expert
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Copyright 2017 Kathy Schwalbe LLC 37
Developing the Project Team
Many failed projects have been staffed by highly
talented individuals; however, it takes teamwork to
complete projects successfully
The main goals of team development are to help people
work together more effectively, improve interpersonal
skills, increase motivation and improve overall project
performance
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Figure 7-16. Sample Team Performance
Assessment
Project Name: Just-In-Time Training Project
Individual’s Name: ________________ Project Manager: Kristin Maur
Date: __________________
1. Using a scale of 0-100, assess how you think the project team is performing: ___
2. Explain the rationale behind the above score.
3. Using a scale of 0-100, assess how you are performing on this project: _____
4. Explain the rationale behind the above score. What are your roles and responsibilities,
and how well have you performed them?
5. Briefly assess each team member’s performance. If you had to give each person a
score between 0-100, what would it be?
6. To compare individual contributions, if you had 100 points to allocate to your team,
how would you allocate them?
7. What suggestions do you have for improving team performance?
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Managing the Project Team
Managing a project team is no small task!
Project managers must use their interpersonal and team
skills to find the best way to motivate and manage each
team member
A few approaches to help manage the project team
include:
◦ Observation and conversation
◦ Feedback
◦ Conflict management
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Some General Advice on Managing Teams
Be patient and kind with your team
Fix the problem instead of blaming people
Establish regular, effective meetings
Limit the size of work teams to three to seven members to enhance
communications
Plan some social activities to help project team members and other
stakeholders become acquainted. Make the social events fun and not
mandatory
Nurture team members and encourage them to help each other
Acknowledge individual and group accomplishments
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Advice for Virtual Teams
Take the additional actions necessary to work
with virtual team members
If possible, have a face-to-face or phone
meeting at the start of a virtual project or when
introducing a virtual team member
Screen people carefully to make sure they can
work effectively in a virtual environment
Clarify how virtual team members will
communicate
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Project Communications Management
Good communications management is also crucial to
project execution
The process of managing communications involves
gathering information to create, distribute, store,
retrieve, and dispose of project communications in
accordance with the communications management plan
◦ Disposal does not mean discarding. It means putting
documents in a defined place, and document retention
regulations may determine document disposal policies.
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Important Project Communications Concepts
It is important to address important concepts related to
improving project communications
Key concepts include:
◦ Formal and informal communications
◦ Nonverbal communications
◦ Using the appropriate communications medium
◦ Understanding individual and group communication needs
◦ The impact of team size on project communications
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Formal and Informal Communications
It is not enough for project team members to submit
formal status reports to their project managers and
other stakeholders and assume that everyone who
needs to know that information will read the reports
In fact, many people may prefer to have an informal,
two-way conversation about project information
Project managers must be good at nurturing
relationships through good communication
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Nonverbal Communications
Research poses the theory that in a face-to-face
interaction, 58% of communication is through body
language, 35% is through how the words are said, and
a mere 7% is through the content or words that are
spoken
Therefore, it is important to pay attention to more than
just the actual words someone is saying
Nonverbal communications, such as a person’s tone of
voice and body language, are often more important
than the words being used
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Understanding Individual and Group
Communication Needs
People are not interchangeable parts
As illustrated in Brooks’ book, The Mythical Man-
Month, you cannot assume that a task originally
scheduled to take two months of one person’s time can
be done in one month by two people; nine women
cannot produce a baby in one month!
Individuals prefer different ways to communicate
Geographic location and cultural backgrounds also
affect communications
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The Impact of Team Size on Project
Communications
As the number of people involved increases, the complexity of
communications increases because there are more
communications channels, or pathways, through which people
can communicate
Number of communications channels = n(n-1)
2
where n is the number of people involved
For example, two people have one communications channel:
(2(2–1))/2 = 1. Five people have ten channels (5(5-1))/2=10
It is often helpful to form several smaller teams within a large
project team to help improve project communications
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Project Stakeholder Management
The process of managing stakeholder engagement
involves working with various project stakeholders to
meet their needs and expectations, addressing
stakeholder issues as they occur, and fostering
engagement in project decisions and activities
The key benefit of managing stakeholder engagement,
if done well, is that it allows the project manager to
increase support and minimize resistance from
stakeholders, significantly increasing the chances to
achieve project success
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Project Risk Management
The main executing task performed as part of project
risk management is implementing risk responses as
defined in the process to plan risk responses
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Project Procurement Management
The main executing process is conducting procurements,
which involves obtaining seller responses to requests for
proposals or bids, selecting sellers, and making
agreements, often by awarding contracts
The buying organization is responsible for deciding how
to approach sellers and providing required procurement
documents
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Methods to Approach and Select Qualified
Sellers or Suppliers
Approaching a preferred supplier
Approaching several qualified suppliers
Advertising to many potential suppliers
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Figure 7-17. Sample Qualified Sellers List
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Selecting Sellers and Writing Contracts
Selecting sellers, often called source selection, involves
evaluating proposals or bids from sellers, choosing the
best one, negotiating the contract, and awarding the
contract
Often, buyers develop a short list of the top three to
five suppliers to reduce the work involved in selecting
a source, and they are often asked to prepare a best and
final offer (BAFO)
It is good practice to include a detailed statement of
work and schedule as part of the contract to clarify
exactly what work the seller will perform and when
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Figure 7-18. Sample Agreement or Contract
Title of Work: Qualified Sellers List and Report
This is an Agreement made as of __________ by ABC Training Consultants, 2255 River
Road, Boston, MA (the “Seller”), and Global Construction, Inc., 5000 Industrial Drive,
Minneapolis, MN (the “Buyer”).
THE SELLER AND THE BUYER AGREE THAT:
1. The Work: The Seller will create the Work as set forth in Exhibit A hereto. The Buyer
will provide the Seller with the format and specifications in which each element of the
Work is to be submitted. The Seller agrees to conform to such format and specifications.
2. Delivery of the Work: The Seller agrees to deliver to the Buyer the Work in form and
content acceptable to the Buyer on or before the dates outlined in Exhibit B of this
Agreement, time being of the essence to the Buyer.
3. Right to Terminate: If the Seller materially departs from the agreed-upon schedule or if
the Work is not satisfactory to the Buyer (based on reviews of drafts, market conditions,
and/ or other criteria as determined by the Buyer), the Buyer may at its option:
A. Allow the Seller to finish, correct, or improve the Work by a date specified
by the Buyer;
B. Terminate this Agreement by giving written notice to the Seller.
4. Payments: The Buyer will pay the Seller a fixed price of $5,000 upon accepted
completion of the Work.
5. Exhibit: The following Exhibit is hereby incorporated by reference into this Agreement:
Exhibit A: Statement of Work
Exhibit B: Schedule
IN WITNESS WHEREOF, THE PARTIES HERETO HAVE EXECUTED THIS
Agreement as a sealed instrument as of the date first above written.
Global Construction, Inc. ABC Training Consultants
By: __________________________ ______________________
Date __________________________ ______________________
Copyright 2017 Kathy Schwalbe LLC
Chapter Summary
Good execution is crucial to project success. Without it, the
products, services, and results planned from the project cannot
materialize.
Common outputs to these knowledge areas include change
requests and updates to the project management plan, project
documents, and organizational process assets. Unique ones are
listed below.
◦ Integration management: deliverables, work performance data, issue log, and
lessons learned register
◦ Quality management: Quality report, test and evaluation
◦ Resource management: Physical resource assignments, project team assignments,
resource calendars, and team performance assessments
◦ Communications management: Project communications
◦ Procurement management: selected sellers and agreements
Samples of several outputs are provided for the Just-In-Time
Training project.
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