Project Execution, Monitoring, and Control
Project Execution, Monitoring, and Control The project life cycle uses four phases to describe how a project starts, peaks, and declines as the project is delivered to the customer. The process of putting the plan into action is the execution phase and consists of creating the project team, monitoring the project, and controlling changes. Monitoring is the process of assessing project performance. Project control is the process of controlling the deviations from the plan (Gray & Larson, 2008).
Team Development There are several models for developing a project team. Gray and Larson (2008) suggest a five-stage model. A second model described by Messmer (2004) provides a more succinct description.
Assembling the team When creating a team, managers must evaluate potential members for expertise, interpersonal skills, ability to communicate effectively, and their ability to work on the project from beginning to end. The project manager must also check with each individual’s supervisor to confirm his or her findings before requesting the individual be assigned to the team.
Developing the team After identifying team members, a meeting is set to review the draft action plan. Participants are encouraged to provide feedback so they feel more connected to the project. Procedures are established for conflict resolution, expenditure approvals, and communications. The goal is to obtain buy in for the final guidelines and expectations before distributing the new action plan.
Managing the team The team leader must be an effective coach without micromanaging. A process for evaluating progress ensures individual contribution. Conflicts in time management may affect a member’s ability to complete project requirements. In some cases, a project manager may need to select a substitute with time to complete necessary tasks. During meetings, an administrative professional should be comfortable sharing ideas just as any executive. The project
Team Development There are several models for developing a project team. Gray and Larson (2008) suggest a five-stage model. A second model described by Messmer (2004) provides a more succinct description.
Assembling the team When creating a team, managers must evaluate potential members for expertise, interpersonal skills, ability to communicate effectively, and their ability to work on the project from beginning to end. The project manager must also check with each individual’s supervisor to confirm his or her findings before requesting the individual be assigned to the team.
Developing the team After identifying team members, a meeting is set to review the draft action plan. Participants are encouraged to provide feedback so they feel more connected to the project. Procedures are established for conflict resolution, expenditure approvals, and communications. The goal is to obtain buy in for the final guidelines and expectations before distributing the new action plan.
Managing the team The team leader must be an effective coach without micromanaging. A process for evaluating progress ensures individual contribution. Conflicts in time management may affect a member’s ability to complete project requirements. In some cases, a project manager may need to select a substitute with time to complete necessary tasks. During meetings, an administrative professional should be comfortable sharing ideas just as any executive. The project