• Unit 5: Executing Projects

    Project execution is where the work of the project is done. When the scope of work is clearly defined, the resources needed are gathered, and the project team is assembled, the tasks needed to complete the project can begin. It's important to note that while the project phases may seem to follow in a linear manner, project planning, execution, monitoring, and controlling actually may overlap at various times throughout the project. It is common for a project manager to be working on the procurement plan or quality plan after project execution begins. During project execution, the project manager carefully works to meet stakeholder expectations while keeping the project team functioning at full capacity. Here, it is important to understand the dynamics that make up a high-functioning team. This may include resolving conflicts and providing leadership. Additionally, the project manager may be finalizing the risk, procurement, and quality plans for the project.

    Completing this unit should take you approximately 9 hours.

    • Upon successful completion of this unit, you will be able to:

      • characterize effective project management teams in an organization;
      • examine team management techniques and practices in a project context;
      • apply appropriate change control processes to manage the project's triple constraint;
      • demonstrate good interpersonal skills needed for the successful management of stakeholders, sponsors, team members, vendors, suppliers, and others interested in the project;
      • determine appropriate corrective actions to take when project risk is realized;
      • identify appropriate techniques for quality analysis given a scenario; and
      • compare the impact of risk on the project's scope, schedule, or budget.

    • 5.1: Change Management

      • Starting a Project Book
        As you read this chapter, pay attention to the discussion of documenting changes.
      • Understanding and Meeting Client Expectations Book

        This chapter discusses why you should understand client expectations so that, as a project manager, you can meet those expectations. It also presents techniques for assuring that the client's expectations stay grounded in the scope and includes a discussion about project changes.

    • 5.2: Managing Stakeholders

    • 5.3: Team Development

      • Five Models for Understanding Team Dynamics Book

        This chapter introduces five different models of team dynamics, including the popular Tuckerman Team Model, which describes the stages a team typically experiences while working together. The DISC personality model can help identify differences in the individuals that work within the teams, while the GRIP Model suggests that four interrelated components make up a team. The Thomas-Kilmann Conflict Mode Model can help manage team conflict, and the Lencioni Model discusses the five dysfunctions of a team.

    • 5.4 Team Management

      • Troubleshooting Miscommunication Book

        This chapter focuses on dealing with the consequences of miscommunication. Topics include dealing with conflict, rebuilding damaged relationships, recovering lost productivity, and identifying missed opportunities.

      • What Is Leadership? Book

        This chapter section discusses leadership and how it is different from management. Pay attention to the characteristics that define leadership and management.

      • Interpersonal Skills Page

        This chapter addresses how to build interpersonal skills. Focus on the section on building teams.

      • Multicultural Teams Book

        As more and more project teams face global configurations, this chapter discusses techniques for working with multicultural teams.

      • Building Successful Teams Book

        This chapter focuses on techniques for building successful teams. Setting goals, providing feedback, and holding accountability are three of the techniques discussed.

      • Conflict Resolution Strategies Book

        This chapter discusses the basics of conflict and how to resolve most conflict when it occurs.

    • 5.5: Risk Monitoring

      • Manage Risk Page

        This article examines the risk management process. Focus on the sections that discuss risk prevention and contingency planning.

    • 5.6: Risk Reporting

      • Risk Monitoring and Control Page

        This article defines several terms related to risk monitoring and controlling. Consider how a risk register, change requests, and performance reports help the project manager stay on top of project risks.

    • 5.7: Procurement Monitoring

      • Contract Management Book

        When procuring goods or services for a project, contracts are important. They assure that there is a common understanding of the requirements to be delivered as well as how and how much the vendor will be paid. Contracts are legally binding agreements between the buyer and seller.

      • Contract Administration Process Page

        This article defines several key concepts involved in contract management.

      • Select Seller Process Page

        This article describes the process of evaluating vendor proposals and selecting the best proposal for the project.

    • 5.8: Quality Control

    • Unit 5 Study Resources

      This review video is an excellent way to review what you've learned so far and is presented by one of the professors who created the course.

    • Unit 5 Assessment

      • Unit 5 Assessment Quiz
        Receive a grade

        Take this assessment to see how well you understood this unit.

        • This assessment does not count towards your grade. It is just for practice!
        • You will see the correct answers when you submit your answers. Use this to help you study for the final exam!
        • You can take this assessment as many times as you want, whenever you want.