4

EXECUTING PROCESS GROUP

The Executing Process Group consists of those processes performed to complete the work defined in the project management plan to satisfy the project requirements. This Process Group 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. If approved, the change requests may trigger one or more planning processes that result in a modified management plan, project documents, and possibly new baselines. The Executing Process Group (Figure 4-1) includes the project management processes identified in Sections 4.1 through 4.10.

4.1 DIRECT AND MANAGE PROJECT WORK

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. This process is performed throughout the project. The inputs and outputs of this process are depicted in Figure 4-2.

The needs of the project determine which components of the project management plan and which project documents are necessary.

4.1.1 PROJECT MANAGEMENT PLAN COMPONENTS

Any component of the project management plan may be an input for this process.

4.1.2 PROJECT DOCUMENTS EXAMPLES

Examples of project documents that may be inputs for this process include but are not limited to:

• Change log,
• Lessons learned register,
• Milestone list,
• Project communications,
• Project schedule,
• Requirements traceability matrix,
• Risk register, and
• Risk report.

4.1.3 PROJECT MANAGEMENT PLAN UPDATES

Any component of the project management plan may be updated as a result of this process.

4.1.4 PROJECT DOCUMENTS UPDATES

Project documents that may be updated as a result of this process include but are not limited to:

• Activity list,
• Assumption log,
• Lessons learned register,
• Requirements documentation,
• Risk register, and
• Stakeholder register.

4.2 MANAGE PROJECT KNOWLEDGE

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 that knowledge created by the project is available to support organizational operations and future projects or phases. This process is performed throughout the project. The inputs and outputs of this process are depicted in Figure 4-3.

The needs of the project determine which components of the project management plan and which project documents are necessary.

4.2.1 PROJECT MANAGEMENT PLAN COMPONENTS

All components of the project management plan may be inputs for this process.

4.2.2 PROJECT DOCUMENTS

Examples of project documents that may be inputs for this process include but are not limited to:

• Lessons learned register,
• Project team assignments,
• Resource breakdown structure,
• Source selection criteria, and
• Stakeholder register.

4.2.3 PROJECT MANAGEMENT PLAN UPDATES

Any component of the project management plan may be updated as a result of this process.

4.3 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. The key benefit of this process is that it increases the probability of meeting the quality objectives, as well as identifying ineffective processes and causes of poor quality. This process is performed throughout the project. The inputs and outputs of this process are shown in Figure 4-4.

The needs of the project determine which components of the project management plan and which project documents are necessary.

4.3.1 PROJECT MANAGEMENT PLAN COMPONENTS

An example of a project management plan component that may be an input for this process includes but is not limited to the quality management plan.

4.3.2 PROJECT DOCUMENTS EXAMPLES

Examples of project documents that may be inputs for this process include but are not limited to:

• Lessons learned register,
• Quality control measurements,
• Quality metrics, and
• Risk report.

4.3.3 PROJECT MANAGEMENT PLAN UPDATES

Components of the project management plan that may be updated as a result of this process include but are not limited to:

• Quality management plan,
• Scope baseline,
• Schedule baseline,
• Cost baseline.

4.3.4 PROJECT DOCUMENTS UPDATES

Project documents that may be updated as a result of this process include but are not limited to:

• Issue log,
• Lessons learned register, and
• Risk register.

4.4 ACQUIRE RESOURCES

Acquire Resources is the process of obtaining team members, facilities, equipment, materials, supplies, and other resources necessary to complete project work. The key benefit of this process is that it outlines and guides the selection of resources and assigns them to their respective activities. This process is performed periodically throughout the project as needed. The inputs and outputs of this process are shown in Figure 4-5.

The needs of the project determine which components of the project management plan and which project documents are necessary.

4.4.1 PROJECT MANAGEMENT PLAN COMPONENTS

Examples of project management plan components that may be inputs for this process include but are not limited to:

• Resource management plan,
• Procurement management plan, and
• Cost baseline.

4.4.2 PROJECT DOCUMENTS EXAMPLES

Examples of project documents that may be inputs for this process include but are not limited to:

• Project schedule
• Resource calendars,
• Resource requirements, and
• Stakeholder register.

4.4.3 PROJECT MANAGEMENT PLAN UPDATES

Components of the project management plan that may be updated as a result of this process include but are not limited to:

• Resource management plan, and
• Cost baseline.

4.4.4 PROJECT DOCUMENTS UPDATES

Project documents that may be updated as a result of this process include but are not limited to:

• Lessons learned register,
• Project schedule,
• Resource breakdown structure,
• Resource calendars,
• Resource requirements,
• Risk register, and
• Stakeholder register.

4.5 DEVELOP TEAM

Develop Team is the process of improving competencies, team member interaction, and 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. This process is performed throughout the project. The inputs and outputs of this process are shown in Figure 4-6.

The needs of the project determine which components of the project management plan and which project documents are necessary.

4.5.1 PROJECT MANAGEMENT PLAN COMPONENTS

An example of a project management plan component that may be an input for this process includes but is not limited to the resource management plan.

4.5.2 PROJECT DOCUMENTS EXAMPLES

Examples of project documents that may be inputs for this process include but are not limited to:

• Lessons learned register,
• Project schedule,
• Project team assignments,
• Resource calendars, and
• Team charter.

4.5.3 PROJECT MANAGEMENT PLAN UPDATES

A component of the project management plan that may be updated as a result of this process includes but is not limited to the resource management plan.

4.5.4 PROJECT DOCUMENTS UPDATES

A project document that may be updated as a result of this process includes but is not limited to:

• Lessons learned register,
• Project schedule,
• Project team assignments,
• Resource calendars, and
• Team charter.

4.6 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. This process is performed throughout the project. The inputs and outputs of this process are shown in Figure 4-7.

The needs of the project determine which components of the project management plan and which project documents are necessary.

4.6.1 PROJECT MANAGEMENT PLAN COMPONENTS

An example of a project management plan component that may be an input for this process includes but is not limited to the resource management plan.

4.6.2 PROJECT DOCUMENTS EXAMPLES

Examples of project documents that may be inputs for this process include but are not limited to:

• Issue log,
• Lessons learned register,
• Project team assignments, and
• Team charter.

4.6.3 PROJECT MANAGEMENT PLAN UPDATES

Components of the project management plan that may be updated as a result of this process include but are not limited to:

• Resource management plan,
• Schedule baseline, and
• Cost baseline.

4.6.4 PROJECT DOCUMENTS UPDATES

Project documents that may be updated as a result of this process include but are not limited to:

• Issue log,
• Lessons learned register, and
• Project team assignments.

4.7 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 key benefit of this process is that it enables an efficient and effective information flow between the project team and the stakeholders. This process is performed throughout the project. The inputs and outputs of this process are depicted in Figure 4-8.

The needs of the project determine which components of the project management plan and which project documents are necessary.

4.7.1 PROJECT MANAGEMENT PLAN COMPONENTS

Examples of project management plan components that may be inputs for this process include but are not limited to:

• Resource management plan,
• Communications management plan, and
• Stakeholder engagement plan.

4.7.2 PROJECT DOCUMENTS EXAMPLE

Examples of project documents that may be inputs for this process include but are not limited to:

• Change log,
• Issue log,
• Lessons learned register,
• Quality report,
• Risk report, and
• Stakeholder register.

4.7.3 PROJECT MANAGEMENT PLAN UPDATES

Examples of the project management plan components that may be updated as a result of this process include but are not limited to:

• Communications management plan, and
• Stakeholder engagement plan.

4.7.4 PROJECT DOCUMENTS UPDATES

Project documents that may be updated as a result of this process include but are not limited to:

• Issue log,
• Lessons learned register,
• Project schedule,
• Risk register, and
• Stakeholder register.

4.8 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, as well as to minimize individual project threats and maximize individual project opportunities. This process is performed throughout the project. The inputs and outputs of this process are depicted in Figure 4-9.

The needs of the project determine which components of the project management plan and which project documents are necessary.

4.8.1 PROJECT MANAGEMENT PLAN COMPONENTS

An example of a project management plan component that may be an input for this process includes but is not limited to the risk management plan.

4.8.2 PROJECT DOCUMENTS EXAMPLES

Examples of project documents that may be inputs for this process include but are not limited to:

• Lessons learned register,
• Risk register, and
• Risk report.

4.8.3 PROJECT DOCUMENTS UPDATES

Project documents that may be updated as a result of this process include but are not limited to:

• Issue log,
• Lessons learned register,
• Project team assignments,
• Risk register, and
• Risk report.

4.9 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. This process is performed periodically throughout the project as needed. The inputs and outputs of this process are depicted in Figure 4-10.

The needs of the project determine which components of the project management plan and which project documents are necessary.

4.9.1 PROJECT MANAGEMENT PLAN COMPONENTS

Examples of project management plan components that may be inputs for this process include but are not limited to:

• Scope management plan,
• Requirements management plan,
• Communications management plan,
• Risk management plan,
• Procurement management plan,
• Configuration management plan, and
• Cost baseline.

4.9.2 PROJECT DOCUMENTS EXAMPLES

Examples of project documents that may be inputs for this process include but are not limited to:

• Lessons learned register,
• Project schedule,
• Requirements documentation,
• Risk register, and
• Stakeholder register.

4.9.3 PROJECT MANAGEMENT PLAN UPDATES

Components of the project management plan that may be updated as a result of this process include but are not limited to:

• Requirements management plan,
• Quality management plan,
• Communications management plan,
• Risk management plan,
• Procurement management plan,
• Scope baseline,
• Schedule baseline, and
• Cost baseline.

4.9.4 PROJECT DOCUMENTS UPDATES

Project documents that may be updated as a result of this process include but are not limited to:

• Lessons learned register,
• Requirements documentation,
• Requirements traceability matrix,
• Resource calendars,
• Risk register, and
• Stakeholder register.

4.10 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. This process is performed throughout the project. The inputs and outputs of this process are depicted in Figure 4-11.

The needs of the project determine which components of the project management plan and which project documents are necessary.

4.10.1 PROJECT MANAGEMENT PLAN COMPONENTS

Examples of project management plan components that may be inputs for this process include but are not limited to:

• Communications management plan,
• Risk management plan,
• Stakeholder engagement plan, and
• Change management plan.

4.10.2 PROJECT DOCUMENTS EXAMPLES

Examples of project documents that may be inputs for this process include but are not limited to:

• Change log,
• Issue log,
• Lessons learned register, and
• Stakeholder register.

4.10.3 PROJECT MANAGEMENT PLAN UPDATES

Components of the project management plan that may be updated as a result of this process include but are not limited to:

• Communications management plan, and
• Stakeholder engagement plan.

4.10.4 PROJECT DOCUMENTS UPDATES

Project documents that may be updated as a result of this process include but are not limited to:

• Change log,
• Issue log,
• Lessons learned register, and
• Stakeholder register.