The Project Management Life Cycle Part 3

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The Project Management Life Cycle Part 3132 4Project execution 4.1 INTRODUCTIONAfter you have carefully planned your project, you will be ready to start the projectexecution phase. The execution phase is typically the longest phase of the project. It isthe phase within which the deliverables are physically built and presented to thecustomer for acceptance. To ensure that the customer’s requirements are met, theproject manager monitors and controls the production of each deliverable by executinga suite of management processes. After the deliverables have been physicallyconstructed and accepted by the customer, a phase review is carried out to determinewhether the project is complete and ready for closure. Figure 4.1 shows the activitiesundertaken during the project execution phase. To successfully deliver the project on time, within budget and to specification youneed to fully implement each of the activities listed in this section. Even though themanagement processes listed may seem obvious, it is extremely important that youimplement each process in its entirety and that you communicate the process clearly toyour project team. A large percentage of projects worldwide have failed because of alack of formalization of these simple, yet critical project management processes. Project execution l 133 Build deliverables Perform phase review Monitor and control Perform time Perform risk management management Perform cost Perform issue management management Perform Perform quality procurement management management Perform Perform change acceptance management management Perform communications managementFigure 4.1 Project execution activities 4.2 BUILD DELIVERABLESThe most time-consuming activity in the project is the creation of the physical projectdeliverables. Whether you are building a new bridge, creating new computer software orimplementing a new customer service offering, your project will consume the majority ofits available resource building the actual deliverables for acceptance by the customer.134 l The project management life cycle The steps undertaken to build each deliverable will vary depending on the type ofproject you are undertaking, and cannot therefore be described here in any real detail.For instance engineering and telecommunications projects will focus on using equip-ment, resources and materials to construct each project deliverable, whereas computerprojects may require the development and implementation of software code routines toproduce each project deliverable. The activities required to build each deliverable willbe clearly specified within the terms of reference and project plan accordingly. There are a variety of methods used to construct deliverables. For instance, deliver-ables may be constructed in a ‘waterfall’ fashion, where each activity is undertaken insequence until the final deliverable has been completed. An alternative method is theiterative approach, whereby iterations of each deliverable are constructed until the finaldeliverable meets the requirements of the customer. Regardless of the method used toconstruct each deliverable, careful monitoring and control processes should beemployed to ensure that the quality of the final deliverable meets the acceptance crite-ria set by the customer. 4.3 MONITOR AND CONTROLWhile the project team are physically constructing each deliverable, the projectmanager undertakes a series of management processes to monitor and control theactivities being undertaken. An overview of each management process follows. 4.4 PERFORM TIME MANAGEMENTTime management processThe time management process is the method by which time spent by staff undertakingproject tasks is recorded against the project. Recording the actual time spent by staff ona project has various purposes. It is used to:• calculate the total time spent undertaking each task as well as the total staff cost of undertaking each task in the project;• enable the project ma ...