Executing Process Group in Project Management

Even as an experienced project manager, managing a project from start to end of the project life cycle can be a daunting task especially when you are handling complex or mega projects.

You will have to manage lots of people, patterns, processes, and resources. Some of these processes belong to the executing process group.

To provide clarity and organization, processes in project management have been categorized into 5 groups based on their order of sequence by the Project Management Book of Knowledge (PMBOK).

These are the initiation, planning, execution, monitoring and control, and closing process groups or phases.

The processes that form these project management process groups cover the entire details required to manage a project from start to completion.

The executing process group happens to be the longest and most complicated phase of the project management life cycle and it is essential you get it right to successfully manage projects.

What is Executing Process Group?

The execution phase is the third phase of a project.

Projects start from initiation where the high-level goals and objectives of the project are fleshed out, and the project is formally authorized via the signing of the project charter by the project sponsor.

Haven determined the value expected to be created, the project moves into detailed planning where a plan is hatched and developed on how to execute, monitor and control, and close the project.

This is where the project management plan is developed.

This plan is detailed and is further elaborated during the course of the project through progressive elaboration techniques like rolling wave planning.

When the plan of how the entire project is to be managed is completed and formally accepted, the project moves to the execution phase.

The execution phase is where the actual work as detailed in the project management plan is started and completed.

In the execution phase, people and resources are coordinated by the project manager in performing and integrating the activities detailed in the project management plan in order to manage stakeholders’ expectations.

This is where the budget is spent and the actual project deliverables are created or produced within given project constraints.

The project management plan has a work breakdown structure (WBS) where requirements are decomposed into smaller components called work packages.

Each of these work packages consists of tasks that can be done in a short time by a small group of people. Each of these tasks is done by the project team according to the project schedule.

The executing process group contains the processes that occur in this phase of the project.

While the work is being done, the project is monitored for variance and controlled appropriately according to the organization’s systems and the project management plan to prevent the project from going out of scope.

So it is expected that planning and baseline updates may occur. There may be changes to resource allocation, activity duration, and cost updates as the project is being executed.

Implementation of these changes and updates is a part of the activities during the project execution phase.

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Purpose of the Executing Process Group

The purpose of the executing process group is to perform and produce the project deliverables detailed in the planning phase.

These deliverables are to be produced according to the project development methodology’s detailed specifications, performance management baselines, and project constraints such as the project scope, schedule, cost, and quality.

The focus is on leading the team and managing the project and project team. The project management plan and project documents serve as reference points for managing the work.

As a project manager, you have to manage people, processes, communication, and stakeholder during the project execution.

Processes in the Executing Process Group

At a high level, these are the processes that belong to the executing process group:

1. Direct and manage project work: This is a process in the project integration management knowledge area. In this process, the project manager and the team carry out the activities detailed in the project management plan in order to meet the project goals and objectives. The project manager is to integrate all work, and manage and lead people so as to produce the project deliverables. The major outputs from this process include the project deliverables, work performance data, and change requests.
2. Manage project knowledge: This involves taking advantage of the organization’s knowledge repository. Also, a great deal of knowledge is garnered while working on the project. It is important that this knowledge is shared and exchanged among the team and stakeholders.
3. Manage quality: In this process, the focus is on following the quality standards, processes, and metrics. This process is performed as the project work is executed. The effort is to ensure that the project work, processes, and deliverables conform to the project quality management plan.
4. Acquire resources: This process involves following the project resource management plan to secure the human and physical resources required to complete project activities and deliverables.
5. Develop project team: This is a process that goes on throughout the project. It should lead to enhanced individual knowledge and skills, improved teamwork, and decreased turnover. The project manager works to lead, empower, and motivate the team to get improved performance using soft skills such as empathy, mentoring, leadership, and effective communication.
6. Manage project team: This process is centered around managing the performance of the team. It involves tracking the performance of the individual team members, tracking the performance of the team as a cohesive unit, providing feedback based on this information, and making changes so as to optimize the performance of the team members and the team.
7. Manage communications: Throughout the project life cycle, stakeholders need constantly updated information about the project. This process ensures communication is flowing in accordance with the project communication management plan.
8. Implement risk responses: When executing the project, risk triggers indicate to the risk owner that a risk event is imminent. When planning a project, most risks should be identified and responses planned down in case they happen to occur. This is the process of implementing these responses according to the project risk management plan.
9. Conduct procurements: This process involves getting the bid documents created during planning, procurement statement of work (SOW) or terms of reference (TOR), and other procurement documents to prospective vendors or sellers. It also entails receiving and evaluating responses, selecting a seller, and negotiating a contract.
10. Manage stakeholder engagement: This involves meeting stakeholders’ needs, resolving their issues, and keeping them interested in the project. Stakeholders should be engaged at appropriate project stages to ensure they remain committed to the project’s success and getting their expectations met.

Activities in the Executing Process Group

• Communicate expectations with the project team and stakeholders.
• Complete work deliverables.
• Implement the most up-to-date version project management plan.
• Collect, document, and share lessons learned.
• Manage project communications.
• Gather work performance data.
• Perform quality audits.
• Implement approved changes.
• Produce and distribute project performance reports.
• Evaluate team and individual performances.
• Hold meetings, training, and team-building activities.
• Use team charter for guidance on team interactions and communication.
• Focus on preventing problems by being proactive.
• Liaise with resource managers for resource availability and allocation.
• Recommend changes as the project goes on to prevent the project from going out of scope.
• Increase process effectiveness.
• Update the project management plans and project documents.
• Reward and recognize the team and individuals.
• Obtain sellers’ responses to bid documents.
• Review proposals, bids, and quotes.
• Negotiate contract terms with prospective sellers.
• Expend and manage project funds.
• Carry out contingency plans in response to risk triggers.
• Solve problems. This is however a reactive process. As a project manager, the emphasis should be on preventing problems ideally.

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Conclusion

While project initiation and planning are the backbone and flesh of a project, the execution phase is where the actual project work is done.

The processes in the executing process group are the processes that put the project planning into action while ensuring the project objectives and deliverables are met in accordance with the project scope.

The focus of this process group is firmly on implementation and delivery.

The project must be delivered to the specifications and requirements of the project management plan, and as a project manager, you have to manage and control the project scope in order to meet stakeholders’ expectations.