Executing process
Group 3
Decemeber 27/2023
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Executing process
The Executing Process Group consists of those processes performed to complete the
work defined in the project management plan to satisfy the project requirements.
The Executing Process Group consists of those processes performed to
complete the work defined in the project management plan to satisfy the
project requirements.
Involves coordinating resources, managing stakeholder engagement, and
integrating and performing the activities of the project in accordance with
the project management plan.
The key benefit of this Process Group is that the work needed to meet the
project requirements and objectives is performed according to plan.
A large portion of the project budget, resources, and time is expended in
performing the Executing Process Group processes.
The processes in the Executing Process Group may generate change
requests.
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6.1 DIRECT AND MANAGE PROJECT WORK
Is the process of leading and performing the work defined in the project management
plan and implementing approved changes to achieve the project’s objectives.
The key benefit of this process is that it provides overall management of
the project work and deliverables, thus improving the probability of project
success.
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6.2 MANAGE PROJECT KNOWLEDG
• Manage Project Knowledge is the process of using existing knowledge and creating
new knowledge to achieve the project’s objectives and contribute to organizational
learning.
• The key benefits of this process are that prior organizational knowledge is
leveraged to produce or improve the project outcomes, and knowledge
created by the project is available to support organizational operations
and future projects or phases.
• This process is performed throughout the project.
• Knowledge is commonly split into “explicit” (knowledge that can be readily
codified using words, pictures, and numbers) and “tacit” (knowledge that
is personal and difficult to express, such as beliefs, insights, experience,
and “know-how”). Knowledge management is concerned with managing
both tacit and explicit knowledge for two purposes: reusing existing
knowledge and creating new knowledge.
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6.3 MANAGE QUALITY
• Manage Quality is the process of translating the quality management plan into
executable quality activities that incorporate the organization’s quality policies into
the project. This process is performed throughout the project
• Manage Quality is sometimes called quality assurance, although Manage
Quality has a broader definition than quality assurance as it is used in non-
project work.
• In project management, the focus of quality assurance is on the processes
used in the project.
• It involves following and meeting standards to assure stakeholders that the
final product will meet their needs, expectations, and requirements.
• Manage Quality includes all the quality assurance activities and is also
concerned with the product design aspects and process improvements.
Manage Quality work will fall under the conformance work category in the
cost of quality framework.
• The key benefits of this process are that it increases the probability of 8
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6.4 ACQUIRE RESOURCES
• Acquire Resources is the process of obtaining team members,
facilities, equipment, materials, supplies, and other resources
necessary to complete project work.
• The resources needed for a project can be internal or
external to the project-performing organization.
• Internal resources are acquired (assigned) from
functional or resource managers.
• External resources are acquired through the
procurement processes.
• The key benefit of this process is that it outlines and guides the
selection of resources and assigns them to their respective 10
It is important that the following factors are considered during the process of
acquiring the project resources:
The project manager or project team should effectively negotiate and influence others who are in a
position to provide the required team and physical resources for the project.
Failure to acquire the necessary resources for the project may affect project schedules, budgets, customer
satisfaction, quality, and risks.
Insufficient resources or capabilities decrease the probability of success and, in a worst-case scenario, could
result in project cancellation.
If the team resources are not available due to constraints such as economic factors or assignment to other
projects, the project manager or project team may be required to assign alternative resources, perhaps
with different competencies or costs. Alternative resources are allowed provided there is no violation of
legal, regulatory, mandatory, or other specific criteria
These factors should be considered and accounted for in the planning stages of the project.
The project manager or project management team will be required to document the impact of the
unavailability of required resources in the project schedule, project budget, project risks, project quality,
training plans, and other project management plans.
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6.5 DEVELOP TEAM
• Is the process of improving competencies, team member interaction, and
the overall team environment to enhance project performance.
• The key benefit of this process is that it results in improved
teamwork, enhanced interpersonal skills and competencies,
motivated employees, reduced attrition, and improved overall
project performance.
• Project managers require the skills to identify, build, maintain, motivate, lead,
and inspire project teams to achieve high team performance and meet the
project’s objectives.
• Teamwork is a critical factor for project success.
• Developing effective project teams is one of the project manager’s primary
responsibilities.
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High-Performing Teams
Use open and effective communication.
Create team-building opportunities.
Develop trust among team members.
Manage conflicts in a constructive manner.
Encourage collaborative problem solving.
Encourage collaborative decision making
Project managers operate in a global environment and work on projects characterized
by cultural diversity.
Team members often have diverse industry experience, communicate in multiple
languages, and sometimes work with a “team language” or cultural norm that may be
different from their native one.
The project management team should capitalize on cultural differences, focus on
developing and sustaining the project team throughout the project life cycle, and
promote working together interdependently in a climate of mutual trust. 14
Stages of Develop Team
Forming. This phase is where the team members meet and learn about the
project and their formal roles and responsibilities. Team members tend to be
independent and not as open in this phase.
Storming. During this phase, the team begins to address the project work,
technical decisions, and the project management approach. If team members
are not collaborative or open to differing ideas and perspectives, the
environment can become counterproductive.
Norming. In this phase, team members begin to work together and adjust
their work habits and behaviours to support the team. The team members
learn to trust each other.
Performing. Teams that reach the performing stage function as a well-
organized unit. They are interdependent and work through issues smoothly
and effectively.
Adjourning. In this phase, the team completes the work and moves on from
the project. This typically occurs when staff is released from the project as 15
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6.6 MANAGE TEAM
• Manage Team is the process of tracking team member performance,
providing feedback, resolving issues, and managing team changes to
optimize project performance.
• The key benefit of this process is that it influences team behavior,
manages conflict, and resolves issues
• Project managers require the skills to identify, build, maintain,
motivate, lead, and inspire project teams to achieve high team
performance and meet the project’s objectives.
• Teamwork is a critical factor for project success.
• Developing effective project teams is one of the project manager’s
primary responsibilities.
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6.7 MANAGE COMMUNICATIONS Manage
• Communications is the process of ensuring timely and appropriate
collection, creation, distribution, storage, retrieval, management,
monitoring, and the ultimate disposition of project information.
• The Manage Communications process identifies all aspects of
effective communication, including choice of appropriate
technologies, methods, and techniques. In addition, it should
allow for flexibility in the communications activities, allowing
adjustments in the methods and techniques to accommodate
the changing needs of stakeholders and the project.
• The key benefit of this process is that it enables an efficient and
effective information flow between the project team and the
stakeholders.
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6.8 IMPLEMENT RISK RESPONSES
• Implement Risk Responses is the process of implementing
agreed-upon risk response plans.
• The key benefit of this process is that it ensures that agreed-
upon risk responses are executed as planned in order to address
overall project risk exposure, minimize individual project threats,
and maximize individual project opportunities
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6.9 CONDUCT PROCUREMENTS
• Conduct Procurements is the process of obtaining seller responses,
selecting a seller, and awarding a contract.
• The key benefit of this process is that it selects a qualified seller and
implements the legal agreement for delivery.
• The end results of the process are the established
agreements, including formal contracts.
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6.10 MANAGE STAKEHOLDER ENGAGEMENT
• Manage Stakeholder Engagement is the process of
communicating and working with stakeholders to meet their
needs and expectations, address issues, and foster
appropriate stakeholder involvement.
• The key benefit of this process is that it allows the project
manager to increase support and minimize resistance from
stakeholders.
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Closing Process Group
• The Closing Process Group consists of the process(es) performed to formally
complete or close a project, phase, or contract.
• This Process Group verifies that the defined processes are completed within all
Process Groups to close the project or phase, as appropriate, and formally
establishes that the project or project phase is complete.
• Close Project or Phase is the process of finalizing all activities for the project,
phase, or contract. The key benefits of this process are the project or phase
information is archived, the planned work is completed, and organizational
team resources are released to pursue new endeavors. This process is
performed once or at predefined points in the project.
• This Process Group may also address the early closure of the project, for
example, aborted projects or canceled projects.
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