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The project management executing processes are managing the majority of the work of the project. There are ten project management executing processes. Part 3.
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Quick reference
Project Execution Process Group – Part 3
The project management executing processes are managing the majority of the work of the project. There are ten project management executing processes.
When to use
Executing processes are used to manage the actual work of creating and completing the project goal. As soon as at least a partial plan is in place, executing processes often start. These processes will continue through all phases of the project until the product deliverables are complete and the project goes into the project closeout phase.
Instructions
Executing Process Group
“Those processes performed to complete the work defined in the project management plan to satisfy the project requirements.” PMBOK® Guide
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017 Part 2, Figure 2-1, Page 562 and Glossary definition, Page 706. |
Project Execution is where the action occurs. There is less project management work than with the planning processes, but there is more project work to complete the actual goal of the project. Because project work is normally done by people, who often don’t report to the project manager, there is a great deal of people management activity in this process group. Managing the efforts and interaction of the project team, suppliers, stakeholder engagement, and communication is the majority of the work in this process group.
There are ten processes in the Executing group of project management processes. Four of those processes are addressed in this Lesson and the other six are addressed in other lessons. The four in this module are: Implement Risk Response, Manage Quality, Manage Communications, and Manage Stakeholder Engagement.
Implement Risk Response (11.6)
“The process of implementing agreed-upon risk response plans.” PMBOK® Guide
Executing Process Group Risk Mgmt Knowledge Area
The risk analysis and risk planning activities are useful for managing a project only if they result in taking the appropriate actions to reduce threat risks and increase opportunity risks. In many cases the risk response was incorporated into the project management plan during the planning phase of the project. But the response plans for some risks, especially those that were selected for contingency plans, are not incorporated unless needed. When the risk trigger indicates that a response is now necessary, a change request is initiated or pre-planned risk response capacity is allocated to the risk area.
Inputs:
- Project Management Plan
- Project Documents
- Organizational Process Assets
Tools and Techniques:
- Expert Judgement
- Project Management Information System
- Interpersonal and Team Skills
Outputs:
- Change Requests
- Project Documents Updates
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Figure 11-19, Page 449 and Glossary definition, Page 708. |
Manage Quality (8.2)
“The process of translating the quality management plan into executable quality activities that incorporate the organization’s quality policies into the project.” PMBOK® Guide
Executing Process Group Quality Mgmt Knowledge Area
This process is focused on the process of quality management within the project. It is more about “work-in-process” quality than about the finished deliverable quality. That will be addressed in the process Control Quality. This process does periodic inspections and audits of the work that is being done and the results achieved to determine whether the project team and resources are performing as expected. A goal of the quality management approach on the project is often one of continuous improvement. The quality management activities are often performed by an independent organization rather than by the assigned project team members.
Inputs:
- Project Management Plan
- Project Documents
- Organizational Process Assets
Tools and Techniques:
- Data Gathering
- Data Analysis
- Data Representation
- Audits
- Problem Solving
- Design for X
- Quality Improvement Methods
- Decision Making
Outputs:
- Quality Reports
- Test and Evaluation Documents
- Change Requests
- Project Management Plan Updates
- Project Documents Updates
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Figure 8-9, Page 243 and Glossary definition, Page 710. |
Manage Communications (10.2)
“The process of ensuring timely and appropriate collection, creation, distribution, storage, retrievable, management, monitoring and the ultimate disposition of project information.” PMBOK® Guide
Executing Process Group Communications Mgmt Knowledge Area
This process is responsible for the effective sharing of information between stakeholders and the project team. It is more than just sending out information, it includes ensuring the information is received and understood. This implies a two-way dialog. This process includes managing the impact of barriers to communication, both technical and personal.
Inputs:
- Project Management Plan
- Work Performance Reports
- Project Documents
- Enterprise Environmental Factors
- Organizational Process Assets
Tools and Techniques:
- Communication Technology
- Communication Skills
- Communication Methods
- Project Reporting
- Project Management Information System
- Meetings
- Interpersonal and Team Skills
Outputs:
- Project Communications
- Project Management Plan Updates
- Project Documents Updates
- Organizational Process Assets Updates
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Figure 10-6, Page 380 and Glossary definition, Page 710. |
Manage Stakeholder Engagement (13.3)
“The process of communicating and working with stakeholders to meet their needs and expectations, address issues and foster appropriate stakeholder engagement involvement.” PMBOK® Guide
Executing Process Group Stakeholder Mgmt Knowledge Area
This process relies heavily on communications, but these are communications with a distinct purpose. The purpose is to gain and maintain stakeholder support for the project. This will often entail including selected stakeholders in reviews, decisions, and project activities. This increased support for the project will benefit the project manager and project team as they work through issues on the project.
Inputs:
- Project Management Plan
- Project Documents
- Organizational Process Assets
- Enterprise Environmental Factors
Tools and Techniques:
- Communication Skills
- Interpersonal and Team Skills
- Expert Judgement
Outputs:
- Change Requests
- Project Management Plan Updates
- Project Documents Updates
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Figure 13-8, Page 524 and Glossary definition, Page 710. PMBOK is a registered mark of the Project Management Institute, Inc. |
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