Direct and Manage Project Outputs

July 8, 2010

The project execution is characterized by the deliverables of course. As it is
being executed it is the work performance data that is an indicator of how the
project is progressing. Depending on how the progress is there may be a need
for preventive and corrective actions. You may simply get away by some defect
repair work too. These requirements will come up because of change requests,
particularly the ones that are approved. These approved change requests will
lead to changes in the project management plan as well as other project
documents. These items as a group constitute the outputs of this direct and
manage the project execution planning process.
Outputs of the planning process
Approved deliverables are the products, services or results that must come out
of a project or a specific phase of a project. A documented list of such a set
of deliverables is the reference against which a project is measured. Work
information or the measurement data of how the various parts of the project are
going is a very useful set of data. These results such as deliverables status,
schedule progress and costs incurred are a direct consequence of the
performance f the project. These are collected at regular intervals and act as
the health status of the project at these monitoring points. All the planning
usually is done under ideal conditions and tempered by the known threats to the
ideal conditions. In any practical situation, it is impossible to see all the
conditions that may affect the workings of a project over significant period of
time. Changes then are a part of the project execution life. These changes will
necessitate changes in the scope, schedule, costs and practically all areas of
a project.
The real challenge lies in the management of these changes. What is really
relevant, what would be the effects on the project and how best to incorporate
the changes into the project management plan are very crucial and important
issues. The first step in that process is to keep track of the changes and the
ones that have been approved. The changes, through the integrated change
management process, get integrated into the project management plans. This plan
has to be an evolving document to be able to respond to real life situations.
The changes may also result in the need for preventive and corrective actions.
One may even be able to get away with just some defect repair actions needed to
the deliverable, policies, procedures and so on.
The changes, thus, can affect every part of the project management plan
including the subsidiary plans. The parts of the project management plan that ll need updates will include updates to requirements, schedule and cost
management plans. Quality management plans could be affected too as could the
risk management plans. Thus the project baseline may need changes to it. Human
resources plans, procurement plans and the communications plans that support
all other activities may need changes in them. Depending on the nature of the
project or the nature of the organization there may be other areas that are
affected and need to be taken into account.
Several other projects related documents may need updates. Regular updates
based on the changes that have been approved is the only way one can keep
control on a project as otherwise project runaway is easily possible. Some of
the documents that need update to include the requirements’ documents, project
logs, risk register and the stakeholder register. Actual updates may affect
other documents too and type of the project and the type of the performing
organization can make other updates necessary. Changes in the requirements’
document can lead to changes in the scope statement, WBS and the WBS
dictionary, etc. The project logs that include issues and assumptions will need
careful updates when necessary. Risk and stakeholder registers may need updates
at times too.

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