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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 1.
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Quick reference
Project Execution Process Group – Part 1
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. Two of those processes are addressed in this lesson and the other eight are addressed in two additional lessons. The two in this lesson are: Direct and Manage Project Work and Manage Project Knowledge.
Direct and Manage Project Work (4.3)
“The process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project objectives.” PMBOK® Guide
Executing Process Group Integration Mgmt Knowledge Area
This process is the heart of project success. In this process the project manager, and project management team if appropriate, make sure that the plan is implemented. Yet, they can’t be slaves to the plan. They must also recognize when the plan needs to be modified in order to achieve the project goals. This process involves a great deal of day-to-day interaction to manage the team, suppliers, and other resources. The project manager is ensuring that deliverables are being completed correctly, issues and risks are being addressed, and project reports and information accurately reflect what is happening. In my opinion, this can be the most grueling and grinding part of project management as you are constantly “fighting fires” to keep everything on track.
There is one inconsistency in the PMBOK® Guide with this process. One of the process outputs is Deliverables and they are shown as inputs to the processes Manage Process Knowledge, Control Quality, and Perform Integrated Change Control. However, Deliverables are not listed as an input in Perform Integrated Change Control Process.
Inputs:
- Project Management Plan
- Approved Change Requests
- Project Documents
- Enterprise Environmental Factors
- Organizational Process Assets
Tools and Techniques:
- Expert Judgement
- Project Management Information System
- Meetings
Outputs:
- Deliverables
- Work Performance Data
- Issue Log
- Change Requests
- 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 4-7, Page 91 and Glossary definition, Page 705. |
Manage Project Knowledge (4.4)
“The process of using existing knowledge and creating new knowledge to achieve the project’s objectives and contribute to organizational learning.” PMBOK® Guide
Executing Process Group Integration Mgmt Knowledge Area
Knowledge management has become much more important due to virtual teams, Agile methods, and the pace of change in most organizations. The knowledge management process is capturing the lessons learned and building domain knowledge to be shared both within the team and across other teams. Leveraging knowledge management reduces risk and uncertainty as the experiences of the team and other projects are brought to bear on the issues within the current project.
Inputs:
- Project Management Plan
- Deliverables
- Project Documents
- Enterprise Environmental Factors
- Organizational Process Assets
Tools and Techniques:
- Expert Judgement
- Knowledge Management
- Information Management
- Interpersonal and Team Skills
Outputs:
- Project Management Plan Updates
- Lessons Learned Register
- 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 4-9, Page 99 and Glossary definition, Page 710. |
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