Advanced Project Management Project Execution and Control

1. Advanced Project Management Project Execution and Control Ghazala Amin

2. PM Framework and Integration Project Life Cycle Team Development Managing Project Human Resources Process Groups Project Initiation Planning Executing/Control Closeout WBS Project Monitoring Project Closeout Project Organizing Control Meetings Project Scheduling Activities Change and Risk Management Contract and Customer Relationship Management

3. Project Management Processes • PM processes are divided into five phases or process groups Initiating Processes Planning Processes Controlling Processes Executing Processes Closing Processes Professional Responsibility

4. 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.

5. 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.

6. 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

7. 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

8. 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

9. Project Monitoring and Control against the Project Plan Analyze Issues Identify Project Risks Plan for Project Resources Establish the Budget and Schedule Plan for Data Management Corrective Actions Project Plan Plan Stakeholder Involvement Establish the Project Plan Plan for Needed knowledge And skills Manage Corrective Actions 2004-2005 by Carnegie Mellon University Introduction tpo CMMI V 1.1 Project Plan

10. 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

12. Project Management Processes • PM processes are divided into five phases or process groups Initiating Processes Planning Processes Controlling Processes Executing Processes Closing Processes Professional Responsibility

13. 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…..

14. 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

15. 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.

16. 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

17. 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