Chapter 8: Project Execution

Overview

THE COMPTIA PROJECT+ EXAM TOPICS COVERED IN THIS CHAPTER INCLUDE:

• 2.5: Identify methods for resolving disagreements among team members when evaluating the suitability of deliverables at each point in their evolution.

• 3.1: Identify the tasks that should be accomplished on a weekly basis in the course of tracking an 'up and running' project.

• 3.6: Given a scenario in which a vendor requests a 2-week delay in delivering its product, explain the appropriate action.

• 3.7: Given a scenario in which there is a disagreement between a vendor and your project team, identify methods for resolving the problem.

• 3.8: Identify issues to consider when trying to rebuild active project support from a wavering executive (e.g., the need to identify the source of doubts , interpersonal communications skills that might be employed, the need to act without creating negative impact, the need to identify and utilize various allies and influences, etc.). Given a scenario involving a wavering executive, choose an appropriate course of action.

• 3.11: Demonstrate the ability to track the financial performance of a project, given the financial management baseline and data on the actual performance of the project.

• 3.22: Identify effective strategies for providing timely performance feedback to team members.

• 3.23: Demonstrate an understanding of how to effectively manage disgruntled team members so that team performance is not adversely affected.

• 3.24: Demonstrate an understanding of how to recognize individual team member performance issues and to identify effective strategies for corrective action.

• 3.25: Given an initial high-level scope, budget, and resource allocation, demonstrate understanding of the need to investigate the aspects of the project that could be modified to improve outcomes (i.e., find out what is negotiable, prepare to negotiate).

• 3.26: Given a project scenario, demonstrate the ability to resolve a resource availability (staffing) issue requiring escalation to the project sponsor and senior-level stakeholders.

• 3.27: Given a project scenario during the implementation phases, demonstrate the understanding of the need to organize and effectively run meetings.

• 3.28: Given a project team meeting scenario in which a decision must be made with imperfect information, demonstrate the knowledge of problem-solving techniques to help the team through a decision making process.

• 3.29: Given a project team meeting scenario, demonstrate the awareness of the need to provide direction and clarify work instructions to team members.

• 3.30: Given a project team meeting scenario under a situation whereby the project is behind plan, demonstrate the awareness of the need to identify, clarify, develop, and implement key strategies.

• 3.31: Given a project scenario in which intra-team communication is inadequate, demonstrate the ability to improve communication to an appropriate level.

• 3.39: Recognize potential organizational and political barriers inhibiting an effective working relationship between the organization and the client/business organization.

• 3.40: Demonstrate an understanding of methods to develop and maintain an effective working relationship during projects between the organization and the client/business organization.

Now is where the real work begins-project execution. You are in charge of managing the project to a successful completion.

Successful project execution involves development of your project team, performing according to the project plan, information distribution, and contract administration.

You will have relationships with a number of individuals and groups during the life of the project. All of your people-management skills will come into play as you negotiate with the sponsor, team members, vendors , functional managers, clients , users, and other internal organizations such as finance or legal.

If you talk to veteran project managers about what makes them successful, many will list the project team. Understanding how to build this temporary group into a team, making sure appropriate training is provided, and implementing a meaningful rewards and recognition plan are all challenges you face in developing a cohesive team.

Other stakeholder relationships are also critical to the success of a project. Building a good working relationship between IT and the client organization can be a challenge. You also need to continually monitor your relationship with the project sponsor. To verify that the project work is performed according to plan, you are collecting data, reviewing performance against the baselines that were set in planning, and documenting and reporting progress.

Contract administration is an important component of managing vendors. The project manager reviews vendor progress, resolves disputes between the project team and vendors, works with the vendor on the impact of delayed deliverables, and approves invoices for payment.

We will start by looking at the various aspects of developing and managing a project team.