see attachment
Unit V PowerPoint Presentation
Instructions
The executing process group is one of the most important parts of the project since the project’s activities are completed during this process. The executing process group can be complex, depending on the project, so project managers rely on tools and technology to assist them with the key functions of the execution process (i.e., communication, scheduling, resource management, and quality management).
As the project manager for the annual adoption event at Lucky Me Animal Rescue, you have been asked to prepare a PowerPoint presentation to facilitate the rescue leadership’s understanding of tools and technology that can be used during this project in the areas mentioned above.
Note: Assume you have access to any available tool or technology. Your goal in this presentation is to help the rescue understand why the tools you recommend will help the project function more efficiently and lead to success.
Your PowerPoint presentation should include at least three tools for each of the following functions performed during the execution phase:
· manage communications,
· manage the schedule,
· manage project resources, and
· manage quality.
Your PowerPoint presentation
must be a minimum of eight slides in length, not counting the title and reference slides. You must utilize the speaker notes function in PowerPoint to elaborate on your slide content. Each content slide must have a minimum of 75 words in the speaker notes area; however, ensure that you are not repeating actual slide content.
Alternatively, you may add audio narration to each slide with the same word count requirement listed above. Should you choose this option, you will need to submit a transcript of your presentation audio in as an appendix after your PowerPoints (PPT) presentations reference list when you upload your assignment in Blackboard. Appendices, other supporting materials etc. are added after your reference list. Appendices are labelled, for example, Appendix A, Appendix B, Appendix C, etc. Each appendix starts on a page of its own. Appendices and other supporting materials should not be submitted separately in the Blackboard.
You must use at least three sources that are peer-reviewed or academic in nature, one of which may be the textbook. Adhere to APA Style when creating citations and references for all sources used.
MGT 6302, Project Management Strategy and Tactics 1
Upon completion of this unit, students should be able to:
3. Summarize the project management process groups.
3.1 Explain the tasks completed during the executing phase of the project.
4. Explore the knowledge areas of project management.
4.1 Summarize the key tasks occurring within project resource management and project
communication management.
6. Evaluate productive project management techniques/tools.
6.1 Recommend tools and/or technologies that can facilitate project efficiency and increase project
success.
Course/Unit
Learning Outcomes
3.1
Part 1: Chapter 9, pp. 104-113
Part 1: Chapter 10
Part 2: Chapter 4
Unit V PowerPoint Presentation
4.1
Unit Lesson
Part 1: Chapter 9, pp. 104-113
Part 1: Chapter 10
Part 2: Chapter 4
Unit V PowerPoint Presentation
6.1
Unit Lesson
Part 1: Chapter 9, pp. 104-113
Part 1: Chapter 10
Part 2: Chapter 4
Unit V PowerPoint Presentation
Part 1: Chapter 9: Project Resource Management, pp. 104-113
Part 1: Chapter 10: Project Communications Management
Part 2: Chapter 4: Executing Process Group
Unit Lesson
Introduction
Welcome to Unit V. In the last unit, we focused on the planning process group of the project. Once a project is
planned, the project manager and the project team can start the project and focus on the executing process
group of the project. During the execution process, the actual project activities are completed. However, this
is not the only important part of this process; the project manager also needs to monitor and control the
project while the execution process is underway. Almost the entire project’s budget will be spent during the
execution processes, so ensuring that the project’s triple constraint (i.e., scope, time, and budget) are
UNIT V STUDY GUIDE
Executing
MGT 6302, Project Management Strategy and Tactics 2
UNIT x STUDY GUIDE
Title
monitored is essential to the overall success of the project. The main goal for the project team during the
executing process group is to complete the project’s activities in an efficient and effective manner while
monitoring the scope and meeting the schedule and budget requirements. This is often not an easy feat as
the project team will also have to address any risks that arise and address any change requests from the
project sponsors. As you can see, there is a lot of work that takes place during the executing process group,
so let’s dive deeper into this phase.
The Tasks of the Executing Process Group
The executing process group is the heart and soul of the project since the project will be developed during
this phase. There are several elements that take place at the same time during this process. These steps may
not happen in the order listed and can often be revisited during the executing process group.
The first step is to acquire the project team. If the project team was not a part of the planning process group,
the project manager will need to assemble the best team possible to meet the project’s requirements. The
project manager will have determined the necessary skills from the planning stage so the project manager is
able to build a team of skillful individuals who can meet the expectations of the project. The project manager
is responsible for clearly communicating the project’s goals, timeline, and budget with the team as to ensure
that everyone is on the same page before the project tasks can begin.
The second step is to begin completing the tasks that are listed on the project’s schedule. The project
schedule will contain all of the activities, the duration, the team members who are assigned to specific
activities, and the resources necessary to complete the activities. The schedule should be followed closely
because it was created with project’s scope in mind.
While completing the project tasks, the team members focus on the third task of monitoring the project for
quality assurance. The project manager should conduct checks at different milestones to ensure that the
project is free of any defects or issues that might keep the project from being accepted by the project
sponsors. If any quality issues are present, the project manager must take corrective action and provide
feedback to the project sponsors about what has taken place and what steps have been made to correct the
errors.
The communication with the project stakeholders is the fourth step in the executing process group. Open
communication with the stakeholders is an important part of meeting their expectations and the project’s
success. The sponsors will need to know the project’s progress and how closely aligned the team has stayed
to the scope, schedule, and budget. Any changes to the scope, schedule, or budget need to be addressed
and approved by the sponsors. Open communication also helps the project team to build trust with the
sponsors. Communication is not only important with the sponsors, but it is also critical to remain in
communication with the members of the project team.
The team may not be working together since the activities have been divided out, so the fifth step in the
executing process group is to hold progress update meetings updates with the entire team. Not only is this a
great opportunity to bring the team together, but the project manager can address any issues that might have
developed and provide the necessary information for the team to move forward.
While monitoring and controlling the project, the project manager should be aware of any risks that have
developed during the project. We will cover this in greater detail in Unit VI when we focus on the monitoring
and controlling process group. However, it is essential for the project manager to be aware of the project risks
that might develop during the executing process group. All of these steps noted above will continue until all of
the project activities have been completed and the project team has developed a final deliverable that aligns
with the project’s scope and meets the expectations of the project’s sponsors.
The Knowledge Areas of Project Management During the Executing Process Group
Throughout this course, we have focused on the different knowledge areas of project management that are
prevalent during each process group. In the executing process group, the knowledge areas are project quality
management, project resource management, and project communication management.
MGT 6302, Project Management Strategy and Tactics 3
UNIT x STUDY GUIDE
Title
Project quality management includes “the processes for incorporating the organization’s quality policy
regarding planning, managing, and controlling costs so the project can be completed within the approved
budget” (Project Management Institute [PMI], 2017, p. 553). Project quality consists of three different
processes. The first is quality management planning. During this process, the quality requirements are
identified, and the standards for the project are determined. The quality management should be discussed
with the project sponsors and shared with the project team to ensure that all team members know their
delegated roles of responsibility in terms of quality. The second process is quality assurance. In this process,
the project activities are continually audited to ensure that the quality standards are meeting the quality
management plan. The final process is quality control. This process involves monitoring the quality and
making a record of the quality activities to assess the performance of the team.
Project resource management includes the processes to identify, acquire, and manage the resources
required to successfully complete the project (PMI, 2017). The resources are essential to the project
schedule. If the resources are not available when the activity is set to begin, the project schedule will not be
followed, and the project will be delayed. During project resource management, the project manager
coordinates with the sponsors to ensure that resources are purchased and delivered when the team needs
them. The resources are what will keep the project moving forward and should be monitored closely.
Project communications management includes the processes necessary to ensure that planning is timely and
appropriate as well as to ensure that the collection, creation, distribution, storage, retrieval, management,
control, monitoring, and final disposition of all project data and information is completed (PMI, 2017).
Communication is an essential component of any project’s success. During the planning stage, the project
manager creates the communication plan that has scheduled updates for the project sponsors. These
communications allow the sponsors to keep track of the progress and provides them an opportunity to
address any concerns that they may have regarding the project. In addition, communication needs to take
place among the project team. The project team will not always be together, so scheduled meeting should
take place to ensure that the team is informed of any critical information regarding the project and their
assigned tasks. Focusing on these knowledge areas during the executing process group will help to ensure
that the project remains on track and meets the scope, budget, and schedule.
Project Management Tools
As mentioned above, the executing process group is complex and is the heart of the project. Because of this,
the project manager and the team will often rely on tools and technology to assist them with the different
processes that take place during the execution phase. One of the most important elements of the schedule is
time tracking. Time is not only one of the triple constraints, it is an area of the project that will be monitored
closely by the project sponsors. When the team stays on schedule, this creates a certain level of trust with the
project sponsors. Because of this, using a tool that tracks time in real-time will help not only the project team
to be updated on the schedule, but it will also assist the project sponsors. With real-time tools, the clock never
stops. This means that the clock will continually be moving forward from inception to completion of the project.
Project members appreciate such access to the time tracking because this allows them to know how much
time remains to complete their activities and to plan. These tools also allow the time to be stopped, if
necessary. Below are a few of the most common time tracking tools used in the executing process groups. All
of these tools are apps, which is important since the team will likely be on the move and not able to log into a
computer system. Mobile tools have become more popular for this very reason.
• Toggl is a free app that can be downloaded to smart devices and laptops. The app has reporting
functions and allows for multiple project members to view the same time system in real time.
• Harvest is a good time-tracking tool for larger teams. The system is built to handle a collaborative
workload, and it is easy to use. There is a desktop app and a mobile app to make it easy for the
project team to keep track of their time on every activity. There is a monthly fee with this app.
• Everhour is a tool used for viewing and managing team availability, along with tracking the project’s
schedule. This is an online-only time tracker and should be used for smaller projects with fewer
activity times to track. Each team member can enter their availability during the duration of the project
to make it easier to know when the members will complete their assigned activities. There is a
monthly fee for this app.
https://toggl.com/
https://www.getharvest.com/
https://everhour.com/
MGT 6302, Project Management Strategy and Tactics 4
UNIT x STUDY GUIDE
Title
Conclusion
The executing process group is the heart and soul of the entire project. During this process group, the
planning that took place is realized. More upfront and detailed planning will yield a smoother transition for the
project team into the execution process. During the executing process group, the project manager should
monitor and control the scope, schedule, and time. These areas are known as the triple constraints and will
be directly impacted by the success or failure of the project. In addition, quality standards should be identified
before the team begins completing the activities. Quality should be monitored throughout the project to ensure
the scope is met.
Communication within the team and with the sponsors is essential. Open communication allows for all parties
to be informed of the project’s progresses. Technology and tools also allow for real-time updates for the
project team and sponsors.
Reference
Project Management Institute. (2017). A guide to the project management body of knowledge (PMBOK®
guide) (6th ed.). https://online.vitalsource.com/#/books/9781628253900
Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit
them. If you have questions, contact your instructor for further guidance and information.
Visit the website YouTube, and perform a search for each of the following keyword search terms to view a
wide variety of resources that offer additional insight into this unit’s topics. Note the channels or authors
whose videos you find most helpful, and consider bookmarking or subscribing to them for continued
professional development. It is suggested when looking for online resources, you choose those that are most
recent, as they will offer the most up-to-date information.
Keyword search terms for this unit are listed below.
• Project management execution
• Project resource management
• Project management communication
https://www.youtube.com/
-
Course Learning Outcomes for Unit V
Learning Activity
Required Unit Resources
Unit Lesson
Introduction
The Tasks of the Executing Process Group
The Knowledge Areas of Project Management During the Executing Process Group
Project Management Tools
Conclusion
Reference
Learning Activities (Nongraded)
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