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2014 © Avenew Indonesia Module #04 Project Executing & Control Process

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Project  Execution  vs  Project  Control  

2014 © Avenew Indonesia Module #04 Project Executing & Control Process

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•  Ensures controlled application of project processes

•  Not just reacting to “emergencies”

2014 © Avenew Indonesia Module #04 Project Executing & Control Process

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The  process  of  coordinating  the  people  and  other  

resources  to  carry  out  the  plan.  

The  focus  of  this  phase  is:  

•  Project  plan  execution  •  Quality  assurance  •  Team  development  •  Information  distribution  

2014 © Avenew Indonesia Module #04 Project Executing & Control Process

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Ø The  process  of  ensuring  that  the  project  objectives  are  met  by   monitoring   and   measuring   progress   and   taking  corrective  action  when  needed.  

Ø Focus  on  measure  project  performance  against  the  plan  to  identify  variances/deviations  and  take  corrective  action  as  necessary.  

Ø It  includes  §  Overall  change  control  §  Scope  change  control  §  Schedule  control  §  Cost  control  §  Quality  control  §  Performance  reporting  

2014 © Avenew Indonesia Module #04 Project Executing & Control Process

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Baseline  =   the  original,   approved  plan   (for   a  project,  work  package  or  activity)  o  Facilitate   scope   management,   progress   reviews   and  earned  value  analysis  

o  Enable  comparisons  of  what  was  originally  in  scope  vs.  what  is  being  considered  

o  Enable   comparisons   of   “where   I   am   now”   vs.  “where  I  should  be  now”  

o  Allow  for  “what-­‐if”  analysis  

2014 © Avenew Indonesia Module #04 Project Executing & Control Process

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Ø Are  established  after  a  formal  walk–through  and  approval  of  the  project  plan  (with  customer  if  appropriate)  

Ø Can   only   be   changed   through   a   formal   change   control  process  

Scope  

Time  

Cost  

2014 © Avenew Indonesia Module #04 Project Executing & Control Process

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•  It   is   the   Project   Manager’s   responsibility   to   take  the  lead  on  controlling  project  scope.  •  Project  Sponsor  must  “walk  the  talk”  with  respect  to  importance  of  scope  creep.  • Detailed   requirements   deRinition/analysis   and  documentation   to   identify   and   rank   project  requirements  •  e.g.,  Joint  Application  Design  (JAD)  

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