Learning Unit 4 - The Execution Phase

2. OBJECTIVES
Describe the execution phase
Describe the procurement process
Discuss the delivery of a definative cost estimate
Describe human resource management with reference to supervising
teams effectively
Describe problem solving and conflict resolution
Explain how to use motivational theory in project management
Describe the concept and application of quality management in project
management
Discuss and apply project control
Describe and show how to communicate with stakeholders
Describe the management of scope creep

3. Describing
execution
phase
Managing Procurement
scope creep process
Communicating
with Cost estimation
stakeholders
Quality
Project teams
management
Problem solving
Motivation and conflict
resolution

4. PROCUREMENT PROCESS
Draw up bill of Enter into budget
Obtain quotes
quantities sheet
Choose
Generate
Obtain signatures appropriate
purchase order
supplier
Fax purchase Phone supplier Receive
order to confirm materials
Check against
Sign delivery note invoice and PO

5. HUMAN RESOURCE MANAGEMENT
A TEAM IS:-
“Two or more people working together”
Project managers MUST:-
 Coach, lead, motivate, reprimand, train, control and
optimise a diverse group of people

6. PURPOSE OF A TEAM
Work can be performed more efficiently by a team than by individuals
BALANCING THE NEEDS OF THE ORGANISATION
WITH THE NEEDS OF THE TEAM AND THE
NEEDS OF THE INDIVIDUAL TEAM MEMBERS
IS VERY HARD

7. FORMING A TEAM
 Various factors influence group dynamics, problems
can be avoided by acknowledging these factors:-
 Race
 Gender
 Culture
 Levels of training
 Competence
 Personality traits
 Past grudges
 Logistics

8. STAGES OF TEAM DEVELOPMENT
FORMING STORMING NORMING PERFORMING
ADJOURNING

9. CHARACTERISTICS OF SUCCESSFUL TEAMS
 No place for on-going feuds
 Members respect each other
 A willingness to lead
 A willingness to be lead

10. LEADERSHIP QUALITIES
Identify 10 qualities you think leaders should possess

11. LEADERSHIP INSTINCT
Show 4 x videos

12. PROBLEM SOLVING & CONFLICT RESOLUTION
Solution should constructive rather than destructive
Can lead to new ideas and improved ways of doing things
CONFRONTATION
COMPROMISE
SMOOTHING
FORCING
WITHDRAWAL

13. GROUP EXERCISE
Provide a suitable scenario of the different conflict resolution techniques. One
paragraph case study per technique:-
Technique Scenario
Confrontation
Compromise
Smoothing
Withdrawal
Forcing

14. MOTIVATIONAL THEORY
HERTZBERG’S MOTIVATION-HYGIENE THEORY
Hygiene factors and motivation factors
Hygiene factors do not motivate an employee e.g. salary, working
conditions
Motivation factors motivate employees e.g. growth, interesting work
MOTIVATION IS NOT THE OPPOSITE OF BEING DEMOTIVATED
Page 133 of manual

15. REWARD SYSTEMS
Hertberg’s theory - salary alone not sufficient to ensure a
motivated workforce
Read case study page 134
Number of different way to reward employees:-
List possible methods

16. CULTURE AS A DRIVER OF CHANGE
• Culture – customs or the accepted way
of doing things
• Repeat patterns that we are accustomed
to
• Positive and negative behaviour can
reoccur
• Can instil a new way of accepted
practice
READ CASE STUDY PAGE 135

17. QUALITY MANAGEMENT
Quality M/ment lecture slides and videos

18. PROJECT CONTROL
- WASTE OF TIME PLANNNING IF YOU
FAIL TO EXERCISE CONTROL OVER
IMPLEMENTATION
- TEAM MUST UNDERSTAND AND
SUPPORT PLAN

19. BASELINE
See graphic 4C page 138
- Is the approved project plan
- MSProject – Tools, tracking, Save
baseline
- To show baseline on Gantt chart, select
gantt chart wizard and on formatting bar
select baseline format

20. ACTUAL & VARIANCE
- Projects rarely (if ever) happen exactly as planned
- Scheduling changes made, tasks are delayed and some
activities take less or more time than planned
VARIANCE
- DIFFERENCE BETWEEN BASELINE AND ACTUAL
- PM has to account for all variances (particularly if they
negatively impact project plan)
- Be upfront and honest – don’t try to hide issues – they have a
habit of coming back and biting you!!!!

21. COMMUNICATING WITH STAKEHOLDERS
STATUS REPORTS
3 COMMUNICATION PROTOCOLS BETWEEN PM AND
PROJECT STAKEHOLDERS:-
STATUS REPORTS
- Snapshot of the project at a specific point in time. “Where
are we now?”
- Usually use an MSProject Gantt Chart as format for this
report
- Activate TRACKING toolbar to mark task progress
percentages – see graphic 4E page 140

22. COMMUNICATING WITH STAKEHOLDERS
STATUS REPORTS
3 COMMUNICATION PROTOCOLS BETWEEN PM AND
PROJECT STAKEHOLDERS:-
PROGRESS REPORTS
- Indicate what has been done in a certain timeframe
- Answers the question “What have we achieved
between…… and now”
- See template 4F page 141

23. FORECASTS
- Number of tools available to perform forecassts
- We will use MSProject
- Forecasts are predictions of future states of the
project
- Shows things such as slipped milestones
- Can also use MSProject to predict future
cashflows

24. SCOPE CREEP
- Clients ask for lots of small extras during course of project
- Clients usually want as much as possible whilst paying as little as possible!
- Sometimes it is appropriate to provide a “few” free extras – particularly if there is
a possibility of more work from the client
- HOWEVER a close eye must be kept on this because it IS costing the project
money
- Handling scope creep is VERY difficult. This is about the PM’s soft management
skills.
- At the very least all changes, their cost and time implications should be recorded
so that documentary evidence can be provided
- Ideally get client to sign off any changes where extra is to be charged

25. INDIVIDUAL EXERCISE
1. What do you think the characteristics of a successful team are?
2. Draw a diagram to illustrate the stages of team development
3. Why is it important to solve conflict between team members?
4. List the advantages of being an accredited ISO provider
5. Name & explain two (2) different techniques of project control
ONE PARAGRAPH PER QUESTION. HAND IN AT THE END OF THE SESSION