When it comes to the execution phase of your project there are several ways of succeeding in terms of developing and completing deliverables. The third phase of the project life cycle is one of the most crucial of the project phases, since it’s the phase where you will construct your deliverables and present them to your customer. This is usually the longest phase of the project life cycle and typically the most demanding.
It is also where project management differs most from other similar areas, such as event planning. Unlike that field, which involves too much uncertainty, the execution phase of project management consists of following a set of preordained steps that will assist your team in the completion of all deliverables. The key thought to keep in mind here is that you will be on track towards a successful completion, as long as your team works effectively and adheres to the project plan. If that sounds daunting, fear not, here are few suggestions on the best practices for the execution phase of project management.
The Executing Process Group
The goal of the Executing Process Group is to evaluate processes, analyses, plans and procedures in order to complete the project in accordance with project specifications as outlined in the master project plan. One of the most important areas to pay attention to here is the quality of all deliverables. Both the project manager and the project team will manage the contractors and all necessary resources to ensure that the project is completed in line with the agreed upon specifications. This involves the consistent monitoring of potential risks, schedules, project status, quality assurance and potential requirements associated with the project.
Quality Assurance & Procurements
Le processus de gestion de l'assurance qualité implique l'audit et le contrôle de toutes les exigences liées au projet. L'objectif est de s'assurer que toutes les normes sont respectées pendant l'exécution du projet. Parmi les événements les plus courants au cours de ce processus, citons la gestion des risques, l'évaluation des activités pour s'assurer qu'elles sont conformes à l'objectif global du projet, et la vérification à la fois des vendeurs et de ceux qui fournissent les outils nécessaires à la réalisation du projet.
This Procurement process involves narrowing down a specific seller, settling on a contract, and signing an agreement. To do so, one needs to assess whether they want to make or buy, consider the criteria involved in source selection, understand the criteria of their seller, and finalize a statement of work.
Gestion des parties prenantes
Cette partie de la phase d'exécution consiste à gérer les attentes de vos parties prenantes, en incluant leurs besoins, les problèmes qu'elles peuvent avoir et en répondant à toutes les questions afin de garantir leur compréhension fondamentale du processus. Les principaux composants de ce processus sont les demandes de changement et le journal des problèmes. Lorsque vous gérez des parties prenantes, il est bon de savoir et de comprendre ce que vos parties prenantes ont besoin de savoir sur votre projet. Sinon, vous perdez votre temps - et le leur.
Crucial Areas
As demonstrated above, the project management execution phase is comprised of several smaller processes. Each of these processes plays its own role in completing the project in accordance with the desired outcome. However, it is important to understand that your overall plans for the project may change depending on a series of variables associated with change requests and issue logs. This speaks to the overall dynamism of the process, as an issue in one particular area can trigger issues in another, and so on.
