Advanced Project Management

Project Execution and ControlGhazala Amin

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PM Framework and Integration

Project Life CycleTeam Development

Managing Project Human Resources

Project Initiation Planning Executing/Control Closeout

Project Organizing Project

Scheduling

WBSControl

Meetings

Project Monitoring

Project Closeout

Change and Risk Management

Contract and Customer Relationship Management

Process Groups

Act

ivit

ies

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Project Management Processes

» PM processes are divided into five phases or process groups

InitiatingProcesses

InitiatingProcesses

ClosingProcesses

ClosingProcesses

ControllingProcesses

ControllingProcesses Executing

Processes

ExecutingProcesses

PlanningProcesses

PlanningProcesses

Professional Responsibility

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Project Plan Execution and Control

• The primary process for carrying out the project plan.

• The processes and actions to monitor execution of project plan.

Project Manager must integrate and manage multiple processes at any time during the project life cycle.

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Project Monitoring and Control

• The purpose of Project Monitoring and Control is to;

• monitor and understand project progress

• so that corrective actions can be taken

• when project’s performance deviates from the project plan.

Majority of Project Resources and cost is spent to effectively execute and implement the project activities.

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When Project Monitoring and Control is not done well….

• Lots of time is spent in meetings trying to discover project status rather than reporting on it.

• Data needed for management decisions is unavailable when needed.

• Actions that should have been taken early on are not identifies until it is too late.

2004-2005 by Carnegie Mellon University Introduction tpo CMMI V 1.1

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When Project Monitoring and Control is not done well….

• Why Should we care? Because• If you do not know what is going on, corrective

actions cannot be taken early when it is least expensive.

• Lack of management insight and oversight makes project results highly unpredictable, even later in the project.

• If your confidence in the status you give to your customer is low, they probably perceive it.

2004-2005 by Carnegie Mellon University Introduction tpo CMMI V 1.1

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Project Monitoring and Control Goals

• Monitor Project against the Plan• Actual performance and progress of the project are

monitored against the project plan.

• Manage Corrective action to Closure• Corrective actions are managed to closure when the

project’s performance or results deviate significantly from the plan..

2004-2005 by Carnegie Mellon University Introduction tpo CMMI V 1.1

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Project Monitoring and Control against the Project Plan

2004-2005 by Carnegie Mellon University Introduction tpo CMMI V 1.1

Establish the Budget

and Schedule

Identify Project Risks

Plan Stakeholder Involvement

Establish theProject Plan

Project Plan

Plan for Project

Resources

Plan for Data Management

Plan for Needed

knowledgeAnd skills

Analyze Issues

Corrective Actions

ManageCorrective

Actions

Project Plan

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Project Monitoring and Control Goals

• Examples used for Project Monitoring and Control include but is not limited to;

• Number of open and closed corrective actions• Project milestone dates• Number and types of reviews performed• Review schedule

2004-2005 by Carnegie Mellon University Introduction tpo CMMI V 1.1

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Project Management Processes

» PM processes are divided into five phases or process groups

InitiatingProcesses

InitiatingProcesses

ClosingProcesses

ClosingProcesses

ControllingProcesses

ControllingProcesses Executing

Processes

ExecutingProcesses

PlanningProcesses

PlanningProcesses

Professional Responsibility

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Project Closure

• Consists of documenting project results to formalize acceptance of the product of the project by the project sponsor or the customer

• Includes;– Lessons learned– Historical archives– Customer or End User Sign Off– Team appraisals etc…..

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Project Closure• Project Closure may result from;

– Project Completion as agreed by the sponsor. • All project activities and work is complete.

– Mutual agreement to close out the project.• lack of funds, change in policy etc.

– Either party does not want to proceed further• Breach of Contract, legal proceedings, law suits

etc.– Use up whatever is available or left before change

of office or administration– Change in government policies or priorities

• ERRA Projects• UN Funded and administered projects

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Why we need Project Closure?• The purpose of Project Closure is to ensure;

• project is formally accepted or terminated• Contractual obligations are met• Project records are completed, saved and archived• Essential documentation is retained• Resources (3M-Man, machine, material) are released• Finance books are complete • Performance appraisals are complete• Human Resources are let go on positive note

• Project Close out plan and it’s activities are part of the WBS tasks and resources should be committed to ensure successful closure.

If you don’t start thinking of closeout from the beginning then you will not be able to close out at the end.

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Project Closure Activities

• Project plan updates complete• Documentation Archived• Legal Contract Closure• Administrative Closure for Resources• Team appraisal with development suggestions• Positive team closure• Preventive/Corrective actions• Lessons learned• Sponsor and end user sign off document

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Project Manager Closure Responsibilities

• Completion of project documentation• Completeness of tasks• All terms of agreement

• Releasing technical environment• Transfer assets• Transfer warranty, operation and maintenance support

• Secure intellectual capital• Include methods and processes developed• Products developed during the project

• Prepare project evaluation report• Document and communicate lessons learned to management• Performance reviews submitted to the functional managers