What is Project Execution?

Here at EasyPM, we enjoy being asked "What is project execution?". As you know, we like to keep things simple at EasyPM by keeping all stages of our projects manageable.

Our preferred methodology is PRINCE2 and while understanding that not everyone is a qualified PRINCE2 Practitioner, the approach used by that methodology to define project execution is indeed simple.

So here goes! Execution is the delivery phase of the project. It is the time when it all starts to happen and people start to notice that real money is being spent on developing products. We will talk about control later on to help manage that issue but when execution starts the "boat has been floated".

Execution is the delivery phase, which is in itself exciting, but it can be divided into three stages:

1. A controlled start.
2. Controlled progress.
3. A Controlled close.

A controlled start to the project ensures the project proposal and business case are developed from being an idea into full definition of what is to be delivered, how, by whom, at what cost and when. This is the baseline against which the execution phase is measured. This is important and cannot be re-stated more simply - a controlled start? Don't leave home without it!

Controlled progress is the stage where step-wise execution of the project plan continues until delivery of all products is complete and the project can be closed down. This is a straightforward statement that masks the death of a thousand projects and even promising project management careers! Still, do not worry as the key word is control and, trust me, you WILL know if your project is under control or not. More on this later. In addition, we should note that during execution the level of project risk reduces until none remains. However, for the business, the risk of not achieving the expected benefits from the project has still to be dealt with.

A controlled close of a project confirms the delivery of the agreed products at the right quality to the business. It also marks the break-up of the project organisation structure and the team. At this point staff usually leave the project and return to their normal day jobs. Sometimes, the completion of the project execution phase creates a new business as usual scenario which is often served by allowing some, or all, of the project team to pick up the new roles developed out of the project.

Hopefully, you found this article to be a useful summary on project execution. Any questions? See me after class or drop me a line!

How to Use Project Planning for Best Effect

So how do you use project planning activity for best effect?

Here at EasyPM we have some simple thoughts to keep you on the right track and get more from your project planning activity.

First of all you need to create the plan. This is a skill in itself and often as a project manager, you will find yourself writing plans for activities you don't fully understand.

But before I talk about that, the key thing to remember is that you can use the plan as your key to execution. It is is your ticket to make it all happen. Just remember to get the ticket validated by the executives and project stakeholders. If you have the power to proceed on your own say-so then that is ok but most times on projects your "customers" are senior people in the organisation for whom you are running the project and you need them to agree that the plan is good and will deliver the required benefits.

So here are a few useful thoughts on how to use the project planning phase to your best advantage.

1. While building the plan, use it to educate yourself and understand what the project will deliver and how the promised business benefits will be delivered. The point here is that you will get to talk to experts and ask their advice on how activities should be structured, what they will deliver, who will do the work and the importance of the stages and dependent activities. Write it up and go back to them later to confirm your schedule of activities and resources.

2. Share the final plan with the team. Walk them through the whole thing and also their part. Make sure that the initial schedules are realistic and have some contingency for problems which will arise.

3. Use the plan to identify the cost of the project. Capture appropriate costs such as:

• Capital costs. For example computer hardware, buildings ... think of physical stuff.
• Revenue expenses. For example planned travel expenses.
• Run-rate costs. For example planned resource salary costs per day/week/month.
• On-going costs after completion. For example system maintenance

And so on. Depending on the project costing can be complex or simple. Either way, as project manager you must understand the cost variables and how costs will be accumulated through the project lifecycle.

4. Take time in the planning phase to think about risks, assumptions, issues and dependencies that will deflect the successful progress of the project as it proceeds under your strong project management skills. Make sure that you have these risks and issues captured somewhere, keep them under review and also add new ones to your list as they arise.

5. Use the plan to demonstrate to the project executives that the final product has been understood, broken down, resourced and scheduled and get them to sign off on your plan.

6. Review the plan regularly and update it with progress. The plan will change in some way through the project and there will be major issues to be resolved - guaranteed for most. Just don't assume that you have written it once, shared it and it all will happen as if by magic. It won't. Tasks will slip, people will let you down on delivery, some costs will soar for various reasons. Keep these changes in your sight. If you do, the plan will become your roadmap to successful completion.

The planning phase, as you can see, is more than just writing down the schedule of activities. There are great opportunities to achieve buy-in from the team and the project sponsors. Fundamentally, you (the project manager) can get to grips with the challenge you are facing, what it entails, who is doing it, how much it costs and issues that will prevent your success. With all of this in place, your armour is intact. Let battle commence!

What is Project Planning?

A simple question for you - What is project planning?

Before I answer that, remember this. Here at EasyPM we like to keep things simple. Our dearly held view is that there is enough complexity in the world without us adding to it with jargon and buzzwords. I will do my best to keep this one simple and informative.

However, at this point I must confide in you that it is a skill that needs to be learned. Some people are naturally good at it, others not so good, but it can still be learned. Ok so far? Here we go.

Project planning is a process. It does the following things:

1. project planning identifies clearly what will be produced (the products), the resources needed and when they will be delivered.
2. project planning confirms that the project has been thought through before it commences and offers assurance that there is some control of the resources.
3. project planning forms the basis of communication with customers and management to confirm the end products are understood.

The project planning process starts and runs in parallel with the project initiation process. It is necessary as part of project initiation to define a high-level project plan. However, and ideally, the detailed planning process should be taken as an activity separate and following on from the project initiation process.

The output from the planning process is called the project plan and this is usually written down and distributed in an easy to read format for discussion. Discussing the project plan is a key part of the communication process with customers and management.

There are many ways to write a project plan but a Gannt chart (like the little graphic in this post) is a well known and easily understood format. Very simply, a Gannt Chart is a list of activities with start dates, end dates and the name of the person responsible for completing the activity. Here at EasyPM, we like Gannt charts and use them without hesitation. Why not take a look at the article where we walk through the Gannt chart and talk about tools for creating one?

So now we summarise. Project planning is a process whose output provides enough detail to management and customers to describe the following about the project:

• What it is that the customer needs done.
• How it will be delivered, using what resources (including money) and by whom.
• When it will be done.

Any questions, stay back after class!

How to Use Project Initiation the EasyPM way!

To keep it simple - the purpose of project initiation is to draw up and agree a contract for the project. It is that easy!

The way to do this is to capture all of the known information about the project in a single document and get those who will benefit from, or are have the most invested in, its success to agree that document.

The document I suggest using is known as Project Initiation Document. Initially, all that you would be required to do is to work through the sections in this document and complete the information required.

Filling in a Project Initiation Document, or PID as it is sometimes known, will answer key questions such as what the project will deliver, how it will be done and at what cost, scope and constraints, risks, quality and controls.

By the time that you have completed the project initiation document, you will have achieved a good understanding of what it will take to deliver the project successfully. More importantly the areas that need to be managed and controlled more carefully to prevent completion of the project will also be clear.

If you would like a sample of the Project Initiation document that I use, it is stored in my EasyPM Google group. Take a look at it and you will get a good idea of the key information areas that must be understood as part of Project Initiation.

In summary, to initiate a project requires the following easy steps:

1. Gather all the known project information
2. Document it and communicate with project stakeholders
3. Agree what the project will deliver, when and at what cost

After shaking hands on all of that, you will be well set up to go off and create a detailed plan!

What is a Project Initiation Document?

A good document for managing the start of a project is called the Project Initiation Document - shortened to PID for those in the know :)

What is this project initiation document then? Very simply it is a definition of what has to be done, how it will be managed and how you will know when you have completed the project.

It is used to ensure that the project sponsor's requirements have all been captured and delivery is agreed BEFORE launching the project. Once the project is running it is a great reference document against which progress can be measured and overall status communicated.

For example, the Project Initiation Document can be started before the project has even been signed off. When you as the "project manager to be" have been asked to asssess the feasibility of solving world hunger and maybe have it done in the next two months, you can:

• open up a project initiation file and
• as you define the key deliverables, you can capture them in the PID and also
• lay out the schedule in report format that is easy for your project sponsors to read.

Once the project is understood, everything that helps to define it should be in the PID. This is important as the PID becomes the equivalent of the referee later in the project when you are arguing about - sorry discussing - what has still to be achieved.

If you want a look at the type of things that should be in a PID document, drop me an email and I will send you a template. Alternatively, you cna download a PID template from my Easy Project Management Google Groups site.