Chapter 4: Project Executing

OVERVIEW

Project executing is the third of the four stages in the project lifecycle, as highlighted in Table 4-1. This is the time when most of the actual hands on project work is accomplished and most of the money is spent as plans are implemented. In many types of projects, this stage is divided into more detailed stages. For example, on many information systems projects the executing stage may include development, coding, test, and deployment. Construction projects may include procurement, construction, and start-up as parts of project execution.

Table 4-1: Project Leader Responsibilities: Executing

Category of Project Leadership Task	Project Leadership Stage
	Initiating	Planning	Executing	Closing
Project Priorities	Align project with parent organization	Understand and respond to the customer	Authorize work	Audit project
Project Details	Perform risk analysis	Oversee detailed plan development	Monitor progress and control changes	Terminate project
Project Integration	Justify and select project	Integrate project plans	Coordinate work across multiple projects	Capture and share lessons learned
Human Resources	Select key project participants	Select remainder of project participants	Supervise work performance	Reassign workers
Human Relations	Determine team operating methods	Develop communications plan	Lead teams	Reward and recognize participants
Project Promotion	Develop top management support	Motivate all participants	Maintain morale	Celebrate project completion
Project Commitment	Commit to project	Secure key stakeholder approval	Secure customer acceptance	Oversee administrative closure

Regardless of the substages that may be included in a particular type of project, all projects share certain types of project leadership tasks during project execution. These include:

• Authorize work

• Monitor progress and control changes

• Coordinate work across multiple projects

• Supervise work performance

• Lead teams

• Maintain morale

• Secure customer acceptance.