Purpose:
Perform to complete the work defined in the project management plan to satisfy the project specifications.
Objective:
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Description:
The Executing Process consists of those processes performed to complete the work defined in the project management plan to satisfy the project specifications. This Process involves coordinating people and resources, managing stakeholder expectations, as well as integrating and performing the activities of the project in accordance with the project management plan.
During project execution, results may require planning updates and rebaselining. This may include changes to expected activity durations, changes in resource productivity and availability, and unanticipated risks. Such variances may affect the project management plan or project documents and may require detailed analysis and development of appropriate project management responses. The results of the analysis can trigger change requests that, if approved, may modify the project management plan or other project documents and possibly require establishing new baselines. A large portion of the project’s budget will be expended in performing the Executing Process processes.
RASIC:
Entrance Criteria:
Exit Criteria:
Process and Procedures:
Tailoring Guidelines:
None
Process Verification Record(s):
Measure(s):
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References:
Ten Sure Signs Your Project is in Trouble
Many projects struggle. Sometimes the causes are subtle and complicated. Other times the causes are pretty straightforward. Here are ten reasons why projects struggle. If your project has one or more of these characteristics, you can expect to struggle – maybe even fail.
- Insufficient resources. The project manager builds a schedule assuming a certain level of resources will be available. If you don’t have the right level of resources or budget, You will struggle. Be sure to tell your project sponsor quickly.
- Impossible deadlines. Sometimes a project is assigned with a fixed deadline that is impossible to achieve. Sometimes these projects are referred to as a “death march.” The project manager should tell the sponsor at the start of the project and fight to have the deadline extended, the scope reduced, or resources increased. You not only need to have sufficient time to deliver your project, but you also need contingency in case things take longer than expected.
- Not managing expectations. The project manager fails to communicate the project’s actual status to the team and sponsor. So everyone thinks the project is going smoothly until the deadline is missed. You need to tell people early if it’s slipping. Don’t hide it. By telling people you’re running late, you allow them to help get it back on track.
- Lack of focus. The team doesn’t know what is expected of them, so they lack focus. They are given a job but not told what is required and when. Everyone in your team should have common goals to meet, they should have deadlines, and you should be monitoring their progress at every step in the journey.
- Low morale. The project team lacks motivation, so nothing is delivered on time. If you want someone to deliver within a set timeframe, then you need to set them up for success. Let the individual performing the work set the due date. You can motivate them through rewards and recognition. The days of your job are a reward; enough is over. And it would help if you were highly motivated yourself. Only by being healthy, relaxed, and genuinely motivated can you inspire others to be.
- Lack of sponsor support. The project manager gets very little support from their sponsor. No one is available to help solve problems or provide further resources or money when needed. If you lack sponsor support, address it early. Be open and frank with them. Tell them what you need and by when.
- Scope creep. The project scope keeps changing, so you never have a fixed set of deliverables. You lose time and resources every time it changes, so change control is critical. The scope needs to be clearly defined, and then a process is put in place to ensure that change requests are formally approved.
- The project is too long. The project timescale may simply be too long. Over time your customer’s requirements will change, so you need to break your project into smaller chunks and deliver each as a project on its own.
- Lack of tools and processes. Not having the right tools to do the job can also be problematic. Using good quality tools such as templates, processes, and a project methodology will lead to project success.
- Insufficient of customer involvement. Lack of customer involvement has proved fatal on many projects. You need to involve your customer throughout the project to ensure that your building meets their requirements. Remember, only if your customer is truly satisfied will your project be a success.
Does your project have one or more of these characteristics? If so, you could be “hurting for certain.” Know these reasons why projects struggle so you can address the problems early.
