Process group - Execution

Now that you have initiated the project, and planned meticulously you reach the execution phase.

This is the phase, if the project manager has done a good job, he/she will spend very less time. However during execution phase the project manager starts executing all plans. The project manager ensure the continuous improvement methodology is kicked in. Sees if the quality assurance has kicked in. If the quality assurance has not been  implemented the said project will not work as per standards.

Project during this phase gets busy in acquiring and releasing the resources. Which resource needs to be assigned what work. Which work is finished. He needs to track all those details.

During this phase he needs to keep team motivated. Team building activities, awards at the same time needs to mentor those who are not performing well. Project manager needs to see if stakeholder vision is being met.

Incase there is any change which is requested a normal change request process is initiated.   

Process Group - Planning as per PMBok5

When we think about planning. What comes to our mind.

Planning is the way to look the roadmap and meticulously document what it takes to deliver.  So when I say "What it takes to deliver" it means it needs to understand all knowledge areas (Integration, scope, hr, procurement etc..) What understanding what it takes to deliver the project manager has also to think  What roles and responsibility will it require.

So for example in scenario IT: A project needs to build to ensure hrms works perfectly well in the organization.  The feasibility study was done and it was decided to implement a commercial off the shelf product. Now the project manager needs to decide who are the business stake holders, who would be responsible for delivery who would be responsible for qa and who would be resposible for user acceptance test and who would be responsible for go live. To ensure all this he needs to have a chart with timeline and ensuring all responsible persons are available at correct time. Remember the project has yet not started its just the preparation phase.

Planning is also about understanding risk. As everything is on paper, any project will evolve once it starts getting delivered. Thats the time when you would have changes or iterations. A project manager needs to plan well in advance for the same. 

Process group - Initiation as per PMBOK in PMP

Lets first see what are the process groups

There are five process flows

a) Initiation
b) Planning
c) Execution
d) Monitoring and Control
e) Closing

Initiation:
When does a project get initiated ?

Let me give a few scenario
a) In an IT industry does the project get initiated when it comes on the table of  manager with all specs and he and his team has to develop the project.
b) In Construction company, does the point of initiation comes when the labour is asked to construct the building post the approval of blue print.

To both of the above scenario's the answer is "No" The project initiation starts a lot before. The first step to start the project is to select the project manager. The project manager has first to understand "What does business require holistically". When I say holistically, I mean to say he should be able to get the big picture. The project may be done in two ways. One do what is asked for and another is to address the issue which strategically management is trying to solve post completion of the project.

This would require the project manager to understand company's strategic objective. Based on strategic objectives, if the doing a project is feasible or not feasible. If its feasible develop measurable goals. Project manager is not going to deliver the project all on his own. So he needs to identify stake-holders.

Once the stake holders are identified the project manager needs to take care of company reputation.

Scenario:The company has a reputation of delivering a vernier calliper with 0.00001% defect. Company has got a big order to be delivered in two weeks. However as per standard process it takes four weeks to complete the order. Management has come with an alternative plant to achieve the goal. However they have identified that it may risk the accuracy of the product. Should the project manager give a go ahead.

The answer is certainly no. This will cause a lot of issues if this known risks comes into affect and company will spend more on damage control. And surely the project manager will be accused of delivering a bad product.

Next post read about Planning

Project management information system (PMIS) and Organizational assets

While we all complete each project, do you think the regulation can be done without IT tools.

PMIS is one of the it tool which is part of environmental factors. It should be able to automate, schedule configure management system and have shared file storage system.

Organizational assets

Lesson Learned: This is important as it gives real information on areas of improvement and thereby making project delivery easier.

Historical information: Historical information is the place which the project manager revisits when there is any doubt or clarification required. So for example, org wants to build an IT recuritment tool for company A. The new project manager will get all information

• Activities
• Lesson Learned
• WBS
• Bench Mark
• Reports
• Risks and response plans
• Estimates
• Resources used
• Project management plans
• Correpondence.

Now it becomes very simple to tweek and reuse it rather than reinventing the wheel everytime.

Corporate knowledge base: Corporate knowledge base is the place where we would have all templates, forms

Types of organization structure in PMP

How do you define the type of organization. Should it be an organization which has given more powers to functional heads or it has given more strength to project managers. What are the advantages and disadvantages.

Functional Organization

In a functional organization more powers rest on functional managers. So for example, lets say an IT company has won a big contract to implement talent management processes. The company looks forward for the hr functional head to take over this project and assign the resources.  Hence once the project starts team assigned complete their normal work as well as the client work. Post completion of the project the team returns back to their normal HR work. Here the project manager has no control over delivery of the project. Incase of any communication, decision the powers rest with functional manager.

So while company was delivering the talent management project, all required software procurement a information procurement management lead by procurement functional head. So its the responsibility of HR functional head to communicate it to the procurement head.

Projectized Organization
In the projectized organization the powers rest with project managers. The are sole owners and responsible for delivery. All people are assigned to the project and report to project manager. Once the project is over resources have no where to go. Resources don't have a department. They are just hired for that project.

Matrix Organization

Lets extend the example which we had seen in functional organization: Now functional organizational realizing its too much work on functional head, he includes the project manager in his team. however the powers are still with functional manager. Thus now the project manager may be a project co-ordinator or a project expeditor. This kind of arrangement is called a Weak Matrix

However if the functional head thinks that he can loan all the resources to the project management team and make them accountable for delivery of the project. Thus creating a strong matrix

Project expediter vs Project coordiantor

Lets take an example: There is a person in the team, named Mr. M. Everyone in your project thinks he is the project manager. He is involved in leadership meetings and communicates everyone what's going on. In case of any of the team issues he tries to get it solved using senior leadership intervention.  Is he a real project manager.

As per PMBOK I think he is a project expediter. He doesn't own the powers to make any decision. He cannot enforce any of the decisions taken.

Lets take another example: There is a person in the team, Mr. Y. Everyone in your project thinks he is a go to man for any project related issues. He talks to senior leadership meetings. He can take decisions about team leaves. He can enforce decisions but will have no say in things like stakeholder management. Is he project manager Answer is no.

So is the real project manager

The project manager is person who has the ability to take decision and play active role in all the processes involved in project management. He is the person who should get involved in all 5 process area

• Initiating
• Planning
• Executing
• Monitoring and Controlling
• Closing

At this juncture its imperative to say what are the knowledge areas of project management.

a) Integration Management

b) Scope Management

c) Time Management

d) Cost Management

e) Quality Management

f) Human Resource management

g) Communication Management

h) Risk Management

i) Procurement Management

j) Stake holder Management

Organization Project Management office

There are three types of PMO

Directive PMO
Manages and controls all projects within the organization. PMO control is high

Controlling PMO
Defines project governance through project management frameworks, templates, forms project management activities and communications. PMO control is moderate

Supportive PMO
Acts as a consultative role. Advices best practices. The PMO control is low.