Project execution and control

Designing and executing projects

Project execution (or implementation) is the phase in which the plan designed  in the prior phases are put into action. The purpose of project execution is to deliver the the project expected results (deliverable and other direct outputs).  Typically, this is the longest phase of the project management lifecycle, where most resources are applied.

During the project execution the execution team utilizes all the schedules , procedures and templates that were prepared and anticipated during prior phases. Unanticipated events and situations will inevitably be encountered, and the Project Manager and Project Team will have to deal with.

In the standard division of project management discipline this phase is called "Project Execution and Control"; the term "control" is included here because execution is not a blind implementation of what was written in advance but a watchful process where doing things goes along with understanding what is being done, and re-do it or do it differently when the action does not fully responds to what was meant for.  This "control" is an integral part of project management and is a necessary task of the project manager. As such it is different for  project evaluation as generally conceived in aid programmes, where evaluation is usually performed by a team different from the project execution team ( e.g. the programme manager, the quality support officer, etc.), so as to independently verify the quality and the efficacy of the work done.  (see also establishing a M&E system; Manage the current project/programmes revising scope and schedules.) When the whole team is close-knit control, monitoring and evaluation move hand in hand supporting and giving added value to each other.  A possible way of differentiating project control by project evaluation is to say that while "control" is done by the project manager (that include monitoring of subordinates and self evaluation) evaluation  is generally done directly or through a group by the line manager of the project manager and is an activity occurring in the "shared field" between project and programme management.

See also:

• Required characteristics of the project manager

• the 3 level hierarchy of project/programme objectives;

• Establishing an M&E system

The key elements of project execution is the ability of working effectively in the team and the ability of remaining faithful to project scope while facing unpredicted events and difficulties.

Execution proceeds according to the plan, and its phases are different for each plan.  However there are some typical process steps.  In this manual we will proceed illustrating the project execution according to the following process subdivision:

• Conduct Project Execution Kick-off event, where the Project Manager conducts a meeting to formally begin the Project Execution and Control phase, orient new Project Team members, and review the documentation and current status of the project.
   

• Manage Project Execution , where the Project Manager must manage every aspect of the Project Plan to ensure that all the work of the project is being performed correctly and on time.  

• Forming the project team

• Manage the Project Team

• Manage Project Implementation and Transition

• Manage Issues

• Manage Change Control Process

• Manage Acceptance of Deliverables

• Project Communication management

• Manage Organizational and Behavioural Change

• Manage CSSQ (Cost, Scope, Schedule, and Quality), where the Project Manager must manage changes to the Project Scope and Project Schedule, implement Quality Assurance and Quality Control processes, control and manage costs as established in the Project Budget.

  • Manage Changes to Project Scope 

  • Control the Project Schedule and Manage Schedule Changes

  • Implement Quality Assurance and Quality Control Processes according to the Quality Standards Revised During Project Planning

  • Control and Manage Costs Established in the Project Budget Tasks 
     

• Monitor and Control Risks, where the Project Manager and Project Team utilize the Risk Management Plan prepared in previous phases, and develop and apply new response and resolution strategies to unexpected eventualities.  
   

• Gain Project Acceptance, where the Project Manager, Customer Decision-Makers and Project Sponsor acknowledge that all outputs delivered have been tested, accepted and approved, and that the products/services of the project has been successfully transitioned to the expected beneficiaries.

--------

Checklists:

• Project Execution Checklist

Guidelines:

• Determining the project manager

• How to manage motivated and effective teams

• How to recognize if Team Building is successful

• How to check the level of togetherness in a team

• Seven Steps To Building A Team in the meeting

Templates see in Project Execution Checklist

See  also:

• Project Documentation and Records   

• Procurement and Contractor Management

• Performance Measures

• The project triangle 

  The 9 topic areas  of project management knowledge: Integration, Scope, Time , Cost, Quality,  Human Resources, Communication , Risk, Procurement.

   

• Using MS Outlook for assigning and reporting Tasks in the Project Team

Other Resources

NYS guidebook - project execution