Direct and Manage Project Inputs

June 14, 2010
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Introduction
Direct and manage the project execution process is what takes a project in plan
form to reality and thus this process has to do whatever it takes to carry out
that transformation. This process uses as inputs the master project management
plan, and approved change requests. Project management plan is the road map for
project execution while the approved changes mark out the changes in that road
map. The other two inputs that of the enterprise environment factors and the
organizational process assets have a moderating effect of the road map as well
as the actions taken to execute the project to success.
Inputs that determine the execution processes
The project management planintegrates the subsidiary plans and consolidates them to create an overall plan
for managing all aspects of the project. Schedule, cost and performance
baselines are also included in the plan. The project management plan covers all
the phases of a project where the project has multiple phases in its life
cycle. The plan outlines how required work will be executed to achieve the
project outcomes.
Processes used in the project management may be tailored by the project
management team and the details related to those are included in the overall
pan. These customizations may be the actual processes used, level of
implemented of the selected processes, the selected processes their
dependencies, tools & techniques and inputs/outputs etc. are documented.
Configuration management execution details are recorded. The integration of the
performance baselines needs to be maintained and the plan includes necessary
actions related to that. Managing communications that ensure the required
reports on the performance of the project reach the appropriate people is also
part of this plan. How the key open and pending management issues will be
discussed and at what time intervals, etc. are specified in the plan. The plan
includes the main baselines; the schedule, cost and the performance baselines.
Several subsidiary plans that manage vital parts of the project management are
either directly included or added to the plan as appendices. Of these, scope
management and the requirements management plans help manage the scope of the
project. Schedule and cost management plans help with managing two of the most
vital aspects of a project. Quality of the outcome is managed through the
quality management plan and the process improvement plans. Risk management,
procurement management and the communication management plans support three of
the most important support activities for the success of a project. The HR
management plan is the essential component of the overall project management
plan. It lets you manage the human resources for the project. These include the
phase of getting the team together, building up the team, managing the morale
and high performance focus of the team and then finally the release of the team
from the project. Changes that are essential part of the project lifetime is
managed through an integrated change control plan to keep things under
control.
Approved change requestsare another part of important inputs of the direct and manage the project
execution process. As a project progresses through the execution phase, a lot
of changes comes up. These changes will feed back into the project execution
and change that process. To make sure the modifications do not cause
uncontrolled changes, the changes have to be approved by the relevant
authorities. The change status is maintained to keep track of what is approved
and what modified actions are to be undertaken by the project team. Approved
changes will have to be documented. These changes can modify the project scope.
Other items that can change because of these approved requests include
schedule, cost, policies, project management plans and procedures.
Implementation of preventive and corrective actions also is driven by such
approved requests.
What actions are to be undertaken for project execution are moderated/
influenced by the enterprise environmental factors and the organizational
process assets. These take into consideration a larger context in which the
enterprise exists and the knowledge accumulated collectively by the
organization. Theenvironmental factorsthat can influence the direct and manage project execution include the culture
prevalent in the company and the structure of the organization too. What s available as infrastructure also will have direct effect on the way the
process is executed. Stakeholder risk tolerance is a major factor that
influences actions. Personnel policies have a direct impact on the activities
by way of the hiring/firing policies, performance reviews, training programs,
etc. Project management information system that is something like one or more
of scheduling tool, configuration management tool or an information collection
and distribution system; is a great help in the project execution process.
Standardized guidelines and work processes are some of the organizational process assetsthat can influence the way things are done. Process management database that
have data on the processes in use in the organization can influence what
processes to be used. Issue management and defect management systems and data
bases can have a similar influence. Project data on all aspects including the
cost, schedule, risk profiles and so on are another source of data that has an
impact on decisions take. Communications protocols, infrastructure and so one
also be important influencing factors in this regard.

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One Response to Direct and Manage Project Inputs

  1. project and portfolio management on April 21, 2013 at 11:46 pm

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