UNIT – III

PROJECT EXECUTION
 PROJECT EXECUTION
• This phase involves implementing the plans
created during the project planning phase.
• While each plan is being executed, a series of
management processes are undertaken to monitor
and control the deliverables being output by the
project.
• This includes identifying changes, risks and issues,
reviewing deliverable quality and measuring each
deliverable produced against the acceptance
criteria.
 Initiating The Project
• Develop a Business Case
• Undertake Feasibility Analysis
• Establish Project Charter
• Appoint The Project Team
• Set- up Project Office
• Perform a Phase Review
 CONTROL AND REPORTING
• The project control and reporting process
should run throughout the project.
The main routine aspects are:
• Timesheets
• Collation of information
• Reporting
• Meetings and communication.
 Timesheets
• Timesheets are the normal way of collecting source
data about progress from the individual participants.
• Various tools exist which can take the detailed project
plan and tracking data to create electronic forms
through an intranet web page or client/server systems.
• Standing data, previous totals and expected work items
can be pre-completed on the form
• The information one need to collect will depend partly
on APPROACH TO PLANNING THE PROJECT, and
PARTLY ON THE INVESTMENT DECIDED to make in the
collection and analysis of progress information.
 Collation of information

• Collation – collection of the data

• Often it is the job of the project office to manage this
process and to make sure that all required submissions have
been received and processed.
• The process will normally involve electronic methods of
communication and data collection such as:
• Using email
• Placing data onto a shared server or collaboration tool
• Using a project support toolset operating through the
network or via the internet,
• Having a project-specific web site and tools.
 Reporting
• There is no single best practice for progress reports.
• High-level summaries or detailed reports. May prefer charts and
tables, or may prefer to see well-written text
• Some of the types of information that may help the leadership
team understand the status of the project like
• Work done / estimated work to complete
• Deliverables delivered / projected dates for remaining deliverables
• Milestones achieved / projected dates for future milestones
• Spend against budget
• Value earned
• Projected benefit
• Analysis of significant risks
• Issues raised / issues dealt with
• Significant changes made / changes requiring approval.
 MEETINGS AND COMMUNICATION
• Continuous effective communication is essential in all
projects
• Formalised mechanism in addition to the many informal
channels
• The two most common forms of communication are
1)REGULAR REPORTS AND
2)REVIEW MEETINGS

Make sure you convey this at the appropriate level of detail

–
• Too much means your communication will not be heeded,
• Too little means they will not have an adequate
understanding of the issues
 The reporting pack and meeting agenda
model structure
• what have we been doing,
• where do we stand now,
• based on that, what is the projection for the
remainder of the project,
• what issues and matters arising need to be
addressed,
• what are your recommendations.
 CONDUCTING PROJECT
EVALUATION
• Step-1: Clarify what is to be evaluated
• Step-2: Engage Stake holders
• Step-3:Assess Resources and availability
• Step-4:Determine Evaluation Questions
• Step-5:Determine appropriate Methods
• Step-6:Develop evaluation plan
• Step-7: Collect data
• Step-8:Process data and analyze results
• Step-9:Interpret and disseminate results
• Step-10:Apply evaluation Findings
 Risk Management
• Project risk can be defined as an unforeseen event
or activity that can impact the project's progress,
result or outcome in a positive or negative way
• Risk management is "A systematic process to
secure the concern's revenue source and capital
which could happen due to potential loss and
continue the purpose of business entity."
• Risk management is the identification,
assessment, and prioritization of risks.
 Risk Categorization
• The risk has been categorized in three
different ways i.e.,
• 1)Strategic
• 2)Operational and
• 3)Safety risk hazards
 CONDUCTING PROJECT
EVALUATION
S 1: Clarify what is to be evaluated
STEP 2: Engage stakeholders
PROJECT CONTROL PROCESS
 Project Control Process
• Project control is the process of controlling actual
performance against plan to identify deviations,
evaluate possible alternative courses of actions and
take corrective decisions.
• Project controlling is like steering a ship towards
harbor safely; making necessary changes on the way.
Project manager is captain of that ship.
• The project control includes project status reporting,
schedule control, cost control, quality control and
risk control.
 Project Control Process steps
• Setting a baseline plan.
• Measuring the actual performance
• Comparing actual with baseline plans.
• Taking corrective action.
 1.Setting a baseline plan
• The baseline plan provides with the elements for measuring
performance.
• The baseline is derived from the cost estimates;
• Information relating to duration is derived from the work breakdown
structure (WBS) database;
• and time-sequence data are derived from the network and resource
scheduling decisions.
• The WBS defines the work in discrete work packages that are tied to
deliverables and organization units.
• In addition, each work package defines the work, duration, and
budget.
• From the WBS, the project network schedule is used to phase all work,
resources, and budgets into a baseline plan.
Step 2: Measuring the Actual Performance
• Time and budgets are quantitative measures of performance
that readily fit into the integrated information system.
• Qualitative measures such as meeting customer technical
specifications and product function are most frequently
determined by on-site inspection or actual use.
• Measurement of time performance is relatively easy and
obvious.
• Examples: the critical path, early on schedule or late; is the
slack of near critical-paths decreasing to cause new critical
activities, etc.
• For measuring performance, earned value is necessary to
provide a realistic estimate of performance against a time-
phased budget.
• Earned value will be defined as the budgeted cost of the work
 Step 3: Comparing Actual with Baseline
Plan
• All the baseline plans seldom materialize as expected and hence, it
becomes imperative to measure deviations from plan to determine if
action is necessary.

• Periodic monitoring and measuring the status of the project allow for
comparisons of actual versus expected plans.

• It is crucial that the timing of status report be frequent enough to

allow for early detection of variations from plan and early detection
of causes.

• Usually, status reports should take place every one to four weeks to
be useful and allow for proactive correction.
 4.Taking Corrective Action
• If deviations from plans are significant,
corrective actions will be needed to bring the
project back in line with original or revised
plan.
• In some cases, conditions or scope can
change, which, in turn, will require a change in
the baseline plan to recognize new
information.
 Ways to Deal with Project Control Issues

• a) Change management: Request that a member of

senior management announce the project to all
stakeholders, why the project has been launched and
the impact on those affected. By involving those
affected, there will be a less resistance to change.
• b) Schedules: Make sure the project starts on time and
that tasks are completed on a timely basis. To help
assure project completes by the planned completion
date, employ the critical path method. This method
defines critical and non-critical tasks that impact timely
project completion.
• c) Costs: Break down budgeted costs into easy-to-track categories.
Make sure costs are recorded as soon as they are incurred so that
there is a clear understanding of actual costs. Instruct project team
members who are responsible for approving bills; otherwise costs
can quickly escalate.
• d) Requirements: Use a structured approach for defining
requirements so that the delivered project matches the
expectations of project stakeholders. Rather than waiting until the
end of a project to deliver what stakeholders want, provide interim
deliverables to make sure the organization and the stakeholders are
in agreement with project progress. Waiting until the end of the
project to share information with users could result in project cost
overruns if changes must be made in what was delivered
• e) Communications: Make sure communications to the
project team and stakeholders is clear and understandable.
Breakdowns in communications can quickly derail a project
and impact team members’ morale.
• f) Staffing: Make sure the project is staffed with people who
have the required skills to achieve project objectives. Have
weekly meetings with project staff so you can quickly address
any project team or stakeholder problems
• g) Checklist: Prepare a checklist of all areas you need to
monitor and control. Decide on what you will monitor and
how often. Do not delay acting on issues that are not under
control
• h) Monitoring, Reporting & Control: Monitoring is about
assessing what work has been completed for a Project
including costs, risks and issues. In addition the Board will
routinely monitor if the business case continues to be
viable in terms of alignment with strategic objectives.
• This usually takes the form of the production of
documentation and reports at key stages. Reporting
provides the Project Board with a summary of the status
of the project at intervals defined by them.
• Project controlling to ensure that project goals,
timeframes, and costs are complied with.