Processes in Project Management: Phase 3 — Putting Plans Into Action

The Execution Phase is usually the longest of the five phases of the Project Management life-cycle, as it involves bringing to fruition all of the components that were identified in the Work Breakdown Structure, and all of the day-to-day tasks that were determined in the Project Schedule. It is also linked with Phase 4, the Monitoring and Control Phase, and both phases take part concurrently, with the Project Manager having oversight through all these Execution processes.

Processes in Phase 3: Project Execution

1. Establish the Processes and Procedures to be Followed

In order to make sure that all the component pieces of the project are clear on the tasks and timelines for the road ahead, the Project Manager holds a Kick- Off meeting. This is the opportunity for those who will be working to implement the project to be introduced, have their roles and function within the larger structure outlined, and to ensure that everyone is on the same page before they each work on their Project Team’s individual work bundles.

The meeting involves these key agenda points:

• Overview, outlining the material collated during the Initiation and Planning Phases of the project, including the purpose of the project, introducing the Sponsor and key stakeholders;
• Goals, explaining the aims and desired outcomes, what the finished product will be, and outlining the metrics by which ongoing success will be monitored and measured;
• Roles and responsibilities, the expectations for each member and how they fit into the larger structure of the project;
• Reviewing critical milestones and deliverables ensuring that all Teams are clear on what needs done and by when; and,
• Communication and reporting procedures, such as how to report their progress and project status.

2. Direct and Manage Project Activities to Accomplish Project Objectives

A Project Team is identified, assigning staff to the various sub-tasks needing to be completed, creating timelines and calendars for the work being done. This may also include procuring a Team Manager to oversee progress and provide status reports, and likewise involves the acquisition of material resources and the necessary tools to complete the Project Team’s tasks.

3. Develop Project Teams

The developing of the Project Team includes performing performance assessments and providing requisite training for staff members where necessary. They may also use team-building techniques in order to better aid a smooth and successful working relationship between all the staff working on the project.

4. Manage Project Team

As work progresses on achieving the project’s objectives and production of their deliverables, the Team/ Manager’s role is to conduct regular team meetings, receive output reviews, monitor risk in terms of potential time slippage and constraints arising around the availability of resources (either in terms of material or staffing), and conduct quality assurance processes. It may also involve conducting staff appraisals and conflict resolution.

5. Manage Communications

A vital part of the project’s success is communication, whether it be internally within the project team, externally with suppliers and any out-sourced staff, or upwards to the Project Manager, Sponsor and other relevant key stakeholders.

As we will see when we examine Phase 4 of the Project Management Life-Cycle (the Project Monitoring and Control Phase), throughout this Execution Phase, the Project Manager is concurrently in the process of monitoring the activities of the Project Teams, Team Managers and Execution Process Groups. As such, they require status reports, data and regular updates on each Project Team’s progress if they are to keep the project on track and fulfil their monitoring responsibilities in Phase 4.

6. Manage Stakeholder Engagement

It is important to foster good relationships and clear communications with all the project stakeholders. There are five key elements to managing stakeholder engagement;

• engaging stakeholders, making sure they understand the project scope and objectives and are enthusiastic and supportive of the project;
• managing stakeholder expectations;
• addressing concerns before they escalate, dealing with any potential concerns in a proactive manner (e.g. explaining to stakeholder why it isn’t possible for them to have something in the time frame they want, or why new requests they want to make to the Project Charter are unable to be implemented);
• dealing with concerns that do escalate in a timely manner;
• meeting the needs of the shareholders and maintaining communication channels throughout the life of the project.

7. Conduct Procurement and Manage Suppliers

Where materials, equipment or staff are being procured from external suppliers, it is necessary for the Project Manager, Execution Process Teams and Team Managers to purchase or recruit accordingly, identifying what is needed and when, finding out where they can obtain the necessary resources, getting quotes and deciding on a supplier, maintaining and managing the relationship with the supplier, paying invoices and, eventually, closing the contract.

8. Perform Quality Assurance Activities

As work is being carried out, Project Teams and Managers conduct quality assurance procedures. These involve developing the relevant inputs and metrics to measure quality, analyzing quality control data garnered from product testing, performing root cause analysis to study any quality problems and identify their cause, and establishing preventative processes to ensure quality is maintained.

9. Manage Project Issues and Risks

As part of the ongoing process of managing the Project Team, the Executing Process Group/ Team Managers will evaluate potential risks that could arise in the future and troubleshoot issues that have already arisen, using risk mitigation strategies and work-arounds. Commonly, risks occur in three key areas; cost, schedule and performance.

10. Conduct Change Control and Implement Approved Changes

Change Control refers to the process of making amendments to the project after it is underway. In order to approve such changes, first a stakeholder will issue a Change Request, which is then recorded in a Change Log. The requested changes are then analyzed by a Change Control Board, and a decision made as to whether to approve the change, reject it, or defer it for further discussion. Whatever the decision of the Board, the information is communicated to all affected stakeholders and, if the decision is made to approve the Change Request, the changes are then made in the relevant project documentation, such as the Project Charter and Project Schedule, and the changes implemented. These are then monitored and controlled by the Project Manager though Phase 4.

Next in this series: "Processes in Project Management: Phase 4 — Project Monitoring and Control"

©️ Jupiter Grant 2020

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