3.5 Executing Process Group “The
Executing Process Group consist of those processes performed to complete the
work defined in the project management plan to satisfy the project
specifications”
OK, this is where the rubber meets the road and solid planning will reap dividends. From an outward appearance, this phase would appear to be the project but it cannot be overstated that solid project definition during the initiating phase and complete planning are what make an execution phase with fewer complications. When we watch sports teams during games, this is their execution phase, but many hours were spent preparing for the event.
4.3 Direct and Manage Project Execution “The
process of performing the work defined in the project management plan to
achieve the project’s objectives” (Project Management Institute, 2008, p 71).
Artifacts:
CNM
Construction is a fictional company that mirrors many of the attributes of C.
C. Myers, Inc., a construction company in Southern California who was
spot-lighted during an in class video detailing the repair of the MacArthur
Maze bridge in San Francisco. This bridge collapsed in 2007 when a gasoline
tanker truck crashed and burned on the bridge.
Denver
International Airport (DIA) Airport Case Study:
In 1985, city officials envisioned the Denver International Airport as a
landmark replacement for the ageing Stapleton International Airport, Stapleton
International Airport was the fifth busiest airport in the United States. The
city visualized a grand plan that reflected its personality. It would be the
first major construction of a United States airport this size since the
Dallas-Fort Worth airport completed in 1974, and would be the largest airport
in the United States.
8.2 Perform Quality Assurance “The
process of auditing the quality requirements and the results from quality
control measurements to ensure appropriate quality standards and operational
definitions are used” (Project Management Institute, 2008, p 189).
Artifacts:
CNM Construction is a fictional company that mirrors many of the attributes of C. C. Myers, Inc., a construction company in Southern California who was spot-lighted during an in class video detailing the repair of the MacArthur Maze bridge in San Francisco. This bridge collapsed in 2007 when a gasoline tanker truck crashed and burned on the bridge. The quality management system begins on page 12 of this document.
This paper focuses on quality leadership, the organizational
cultures role in quality, and the metrics utilized to sustain quality. These
elements should be incorporated in the plan quality phase of the project.
This paper is an excellent resource for the 'perform quality assurance' of a project. It has many of the quality basics and provides additional information through hyperlinks. Information regarding ASQ, (American Society for Quality), can be found at The American Society for Quality website.
9.2 Acquire Project Team “The
process of confirming human resource availability and obtaining the team
necessary to complete project assignments” (Project Management Institute, 2008,
p 215).
The Reluctant Workers reviews team dynamics and how the culture of the organization can impact its development.
Page two of this paper
begins a dialog to these requirements.
The Cultural Implications of International Projects is a
lessons learned for acquiring project teams. When the project spans across
many countries each site will have unique needs.
9.3 Develop Project Team “The
process of improving the competencies, team interaction, and the overall team
environment to enhance project performance” (Project Management Institute,
2008, p 215).
One person can do many things. Multiply that across the numbers in a team and the results can be incredible. Having a team that works and interacts well with each other is a key element to success.
Artifacts:
The Reluctant Workers essay demonstrates knowledge of team development The Reluctant Workers is from Harold Kerzer's Project Management Case Studies (Kerzner, 2009), presents an example of a non-motivated workforce and complacency.
This artifact describes the forming, storming, norming,
performing, and adjourning phases of multinational team building. Many places
within the United States consist of multiple ethnicities and recognizing the
dynamics presented by this paper will help the project manager’s team building
during the execution phase.
The Cultural Implications of International Projects is a
lessons learned for team development. When the project spans across
many countries each site will have unique needs.
9.4 Manage Project Team “The process of tracking team member performance, providing feedback, resolving
issues, and managing changes to optimize project performance” (Project
Management Institute, 2008, p 215).
The Reluctant Workers essay demonstrates knowledge of team development The Reluctant Workers is from Harold Kerzer's Project Management Case Studies (Kerzner, 2009), presents an example of a non-motivated workforce and complacency.
This artifact describes the forming, storming, norming, performing, and adjourning phases of multinational team management. Many places within the United States consist of multiple ethnicities and recognizing the dynamics presented by this paper will help the project manager’s team building during the execution phase.
The Cultural Implications of International Projects is a lessons learned for managing teams. When the project spans across many countries each site will have unique needs.
10.3 Distribute Information “The
process of making relevant information available to project stakeholders as
planned” (Project Management Institute, 2008, p 243).
Artifacts:
CNM Bridge Communications Register.xls
The CNM Construction Bridge Project stakeholders are
identified with inputs from the project charter, procurement documents,
enterprise environmental factors, and organizational process resources, and
input from other stakeholders, (experts and co-workers, et cetera). It is vital
to include all stakeholders involved or impacted by the project. Within the CNM
Bridge Communications Register is a 10.1.2 ID Stakeholders-Chnls tab that
identifies stakeholders for this project. Information is distributed in accordance with the communications register.
Denver International Airport, (DIA) paper identifies
stakeholders and their role in the project. Needs of the various stakeholders
are reviewed and an analysis as to how they integrate into the project is
defined. This paper identifies many pitfalls associated with improper communications and reporting.
The Gulfstream Re-Engine Project describes meetings, reports, and communication venues beginning on page five.
10.4 Manage Stakeholder Expectations “The
process of communicating and working with stakeholders to meet their needs and
addressing issues as they occur” (Project Management Institute, 2008, p 243).
Artifacts:
CNM Bridge Communications Register.xls
The CNM Construction Bridge Project stakeholders are identified with inputs from the project charter, procurement documents, enterprise environmental factors, and organizational process resources, and input from other stakeholders, (experts and co-workers, et cetera). It is vital to include all stakeholders involved or impacted by the project. Within the CNM Bridge Communications Register is a 10.1.2 ID Stakeholders-Chnls tab that identifies stakeholders for this project. Information is distributed in accordance with the communications register providing for proper stakeholder management.
Denver International Airport, (DIA) paper identifies stakeholders and their role in the project. Needs of the various stakeholders are reviewed and an analysis as to how they integrate into the project is defined. This paper identifies many pitfalls associated with improper stakeholder management.
The Gulfstream Re-Engine Project stakeholder analysis begins on page four. The next section Communications Planning begins the process of managing the stakeholders.
12.2 Conduct Procurements “The
process of obtaining seller responses, selecting a seller, and awarding a
contract” (Project Management Institute, 2008, p 313).