EXECUTING PROCESS GROUP

4.4 Direct and Manage Project Work

 process of leading and performing the work

 implementing approved changes
 Perform activities to accomplish project objectives;
 Create project deliverables to meet the planned project work;
 Provide, train, and manage the team members assigned to the project;
 Obtain, manage, and use resources including materials, tools, equipment, and facilities;
 Implement the planned methods and standards;
 Establish and manage project communication channels, both external and internal to the project
team; Generate work performance data, such as cost, schedule, technical and quality progress, and
status to facilitate forecasting;
 Issue change requests and implement approved changes into the project’s scope, plans, and
environment;
 Manage risks and implement risk response activities; Manage sellers and suppliers; Manage
stakeholders and their engagement;
 Collect and document lessons learned and implement approved process improvement activities
 Direct and Manage Project Work also requires review of the impact of all project changes and the
implementation of approved changes:
• corrective action—An intentional activity that realigns the performance of the project work
with the project management plan;
• Preventive action—An intentional activity that ensures the future performance of the project
work is aligned with the project management plan; and/or
• defect repair—An intentional activity to modify a nonconforming product or product
component.

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8.2 Perform Quality Assurance—

• The process of auditing the quality requirements and the results from quality control measurements
to ensure that appropriate quality standards and operational definitions are used.
• it facilitates the improvement of quality processes.
• implements a set of planned and systematic acts and processes defined within the project’s quality
management plan.
• meets the specified requirements and expectations.
• preventing defects through the planning processes or by inspecting out defects during the work-in-
progress stage of implementation.
• Perform Quality Assurance is an execution process that uses data created during Plan Quality
Management (Section 8.1) and Control Quality (Section 8.3) processes.
• the prevention and inspection aspects of quality assurance
• Quality assurance work will fall under the conformance work category in the cost of quality
framework.
• provides an umbrella for continuous process improvement

9.2 Acquire Project team—

 The process of confirming human resource availability and obtaining the team necessary to
complete project activities.
 consists of outlining and guiding the team selection and responsibility assignment to obtain a
successful team.
 effectively negotiate and influence others who are in a position to provide the required human
resources for the project.
 Otherwise, affect project schedules, budgets, customer satisfaction, quality, and risks. Insufficient
human resources or capabilities decrease the probability of success and, in a worst case scenario,
could result in project cancellation
 assign alternative resources, perhaps with lower competencies, provided there is no violation of
legal, regulatory, mandatory, or other specific criteria.
 reflect the impact of any unavailability of required human resources in the project schedule, project
budget, project risks, project quality, training plans, and the other project management plans.

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
 9.3 develop Project team—
 The process of improving competencies, team member interaction, and overall team environment
to enhance project performance.
 it results in improved teamwork, enhanced people skills and competencies, motivated employees,
reduced staff turnover rates, and improved overall project performance.
 Project managers should acquire skills to identify, build, maintain, motivate, lead, and inspire project
teams to achieve high team performance and to meet the project’s objectives.
 create an environment that facilitates teamwork.
 motivate their team by providing challenges and opportunities, by providing timely feedback and
support as needed, and by recognizing and rewarding good performance.
 open and effective communication, creating team building opportunities, developing trust among
team members, managing conflicts in a constructive manner, and encouraging collaborative
problem solving and decision making.
 Consider cultural diversity and geographical distances when working globally
 Team members often have diverse industry experience, know multiple languages, and sometimes
operate in the “team language” that may be a different language or norm than their native one.
 capitalize on cultural differences, focus on developing and sustaining the project team throughout
the project life cycle, and promote working together interdependently in a climate of mutual trust.
 It requires clear, timely, effective, and efficient communication between team members throughout
the life of the project.
 Improving knowledge and skills of team members to increase their ability to complete project
deliverables, while lowering costs, reducing schedules, and improving quality;
 Improving feelings of trust and agreement among team members to raise morale, lower conflict,
and increase team work; and

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 Creating a dynamic, cohesive, and collaborative team culture to (1) improve individual and team
productivity, team spirit, and cooperation and (2) allow cross training and mentoring between team
members to share knowledge and expertise.

9.4 Manage Project team—

10 The process of tracking team member performance, providing feedback, resolving issues, and
managing changes to optimize project performance.
11 it influences team behavior, manages conflict, resolves issues, and appraises team member
performance.
12 As a result of managing the project team, change requests are submitted, the human resource
management plan is updated, issues are resolved, input is provided for performance appraisals, and
lessons learned are added to the organization’s database.
13 Team management involves a combination of skills with special emphasis on communication,
conflict management, negotiation, and leadership.
14 Project managers should provide challenging assignments to team members and provide
recognition for high performance.

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10.2 Manage communications—

• The process of creating, collecting, distributing, storing, retrieving and the ultimate disposition of
project information in accordance with the communications management plan
• ensure that the information being communicated to project stakeholders has been appropriately
generated, as well as received and understood.
• provides opportunities for stakeholders to make requests for further information, clarification, and
discussion.
• Techniques and considerations for effective communications management are…
o Sender-receiver models. Incorporating feedback loops to provide opportunities for interaction/
participation and remove barriers to communication
o choice of media - when to communicate in writing versus orally, when to prepare an informal
memo versus a formal report, and when to communicate face to face versus by e-mail.
o Writing style. Appropriate use of active versus passive voice, sentence structure, and word
choice.
o Meeting management techniques. Preparing an agenda and dealing with conflicts.
o Presentation techniques. Awareness of the impact of body language and design of visual aids.
o Facilitation techniques. Building consensus and overcoming obstacles.
o Listening techniques. Listening actively (acknowledging, clarifying, and confirming understanding)
and removal of barriers that adversely affect comprehension.

•
• 12.2 conduct Procurements—
• The process of obtaining seller responses, selecting a seller, and awarding a contract.
• it provides alignment of internal and external stakeholder expectations through established
agreements.
• During the Conduct Procurements process, the team will receive bids or proposals and will apply
previously defined selection criteria to select one or more sellers who are qualified to perform the
work and acceptable as a seller.
• A short list of qualified sellers can be established based on a preliminary proposal. A more detailed
evaluation can then be conducted based on a more specific and comprehensive requirements
document requested from the sellers on the short list.
• Weighing system may also be used

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13.3 Manage Stakeholder Engagement—

 The process of communicating and working with stakeholders to meet their needs/expectations,
address issues as they occur, and foster appropriate stakeholder engagement in project activities
throughout the project life cycle.
 it allows the project manager to increase support and minimize resistance from stakeholders,
significantly increasing the chances to achieve project success.
 Managing stakeholder expectations through negotiation and communication
 Addressing potential concerns that have not yet become issues and anticipating future problems
that may be raised by stakeholders. Such concerns need to be identified and discussed as soon as
possible to assess associated project risks; and
 Clarifying and resolving issues that have been identified
 By anticipating people’s reactions to the project, proactive actions can be taken to win support or
minimize negative impacts.
 The ability of stakeholders to influence the project is typically highest during the initial stages and
gets progressively lower as the project progresses.
 The project manager is responsible for engaging and managing the various stakeholders in a project
and may call upon the project sponsor to assist as needed.
 Active management of stakeholder involvement decreases the risk of the project failing to meet its
goals and objectives.

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