Important Processes in Project Execution

Important Processes in Project Execution
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  • 0:03 Executing Your Plan
  • 0:28 Importance
  • 1:14 Activities
  • 5:18 Lesson Summary
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Lesson Transcript
Instructor: Michael Fanning

Mike has been a Project Management Professional (PMP) for 12 years and has a master's degree in environmental, health and safety management.

In this lesson, you'll learn about the purpose of the project execution phase, why this phase is so important, and the nine distinct activities that project managers should follow to assure success of the project execution phase.

Executing Your Plan

'In the military, as in any organization, giving the order might be the easiest part. Execution is the real game,' said General Russel Honoré, who led the national response to the aftermath of Hurricane Katrina in 2005.

The same holds true for project managers. Saying doesn't make it so. Project execution is where the rubber meets the road.


Project execution is the phase in which the plan designed in the prior phases of the project life cycle is put into action. It is the third phase in the project life cycle and follows completion of the planning phase.

The chief purpose of project execution is to develop and produce the project's expected deliverables that must be delivered on time and within budget and must meet the agreed upon scope and fulfill customer quality requirements.

The importance of successfully completing the project execution phase cannot be overstated. Jacqueline Kennedy Onassis once said, 'If you bungle raising your children, I don't think whatever else you do matters very much.' Substitute project execution for raising children, and you should get the idea about its importance.


The project team develops project deliverables, but the project manager needs to implement various management processes to monitor and control these activities.

The following are the activities that should be completed:

Time management is a process for recording and controlling time spent by project team members on the project. Time is a valuable resource that needs to be managed, so each team member should record the time they worked project activities on a timesheet form. This will help the project manager control the time devoted to each activity within the project.

Cost management is the process by which costs and expenses incurred by the project are formally identified, approved, and paid. Expense forms must be completed for each set of related project expenses such as labor, equipment, and materials' costs.

Quality is defined as the extent to which the final deliverable conforms to the customer requirements. Quality management is a process by which quality is assured and controlled for the project. This is accomplished by using quality assurance and quality control techniques. Quality reviews should be performed frequently and the results recorded on a project quality review form.

Change management is the process by which changes to the project scope, deliverables, due dates, or resources must be formally requested, evaluated, and approved prior to implementation. Managing change within the project is a core aspect of the project manager's responsibility. This is achieved by understanding the business and system drivers requiring the change, identifying the costs and benefits of adopting the change, and then formulating a structured plan for implementing the change. To formally request a change to the project, a change form must be completed by a member of the project team. It is very important that the status of all active change forms be recorded within a project change register.

Risk management is the process by which risks to the project are formally identified, quantified, and managed. Project risks may be identified at any stage of the project by completing a risk form and recording the relevant risk details within the project risk register. Once discovered, project risks should always be captured on a risk form to assure the risk is eliminated or mitigated.

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