Project Execution Services - Getting to and through Acceptance!
The project execution phase is typically the longest phase of the project in terms of
duration (the longest can be the planning phase in major projects). It is the phase within
which the deliverables are physically constructed and presented to the customer
for acceptance. To ensure that the customer ’s requirements are met, the project
manager monitors and controls the activities, resources and expenditure required to build
each deliverable. A number of management processes are undertaken to ensure that the
project proceeds as planned.
Execution Basics - a representation of "basic execution" and by no way...complete!
Build the deliverables - it all about delivering the "deliverables" within the time and money!
This phase involves physically constructing each deliverable for acceptance by the
customer. The activities undertaken to construct each deliverable will vary depending on
the type of project being undertaken. Activities may be undertaken in a ‘waterfall’ fashion,
where each activity is completed in sequence until the final deliverable is produced, or an
‘iterative’ fashion, where iterations of each deliverable are constructed until the deliverable
meets the requirements of the customer. Regardless of the method used to construct each
deliverable, careful monitoring and control processes should be employed to ensure that
the quality of the final deliverable meets the acceptance criteria set by the customer.
Monitor and control - trend and adjust, control is the corrective action taken when needed!
While the project team are physically producing each deliverable, the project manager
implements a series of management processes to monitor and control the activities being
undertaken by the project team. An overview of each management process follows.
Time Management - it is all about time...once you have lost it, you have lost it forever!
Time management is the process of recording and controlling time spent by staff on the
project. As time is a scarce resource within projects, each team member should record
time spent undertaking project activities. This will enable the project manager to control
the amount of time spent undertaking each activity within the project. A timesheet register
is also completed, providing a summary of the time spent on the project in total so that
the project plan can always be kept fully up to date.
Cost management - cost follows time...you should optimize time and cost in that order.
Cost management is the process by which costs/expenses incurred on the project are
formally identified, approved and paid. Expenses for each set of related project expenses
such as labour, equipment and materials costs. Expense forms are approved by the
project manager and recorded within an expense register for auditing purposes.
Quality management - this varies in importance, but cannot be ignored on any project!
Quality is defined as the extent to which the final deliverable conforms to the customer
requirements. Quality management is the process by which quality is assured and
controlled for the project, using quality assurance and quality control techniques. Quality
reviews are undertaken frequently and the results recorded.
Change management - real change leadership is a basic competence required!
Change management is the process by which changes to the project scope, deliverables,
schedules or resources are formally requested, evaluated and approved prior to
implementation. A core aspect of the project manager ’s role is to manage change within
the project. This is achieved by understanding the business and system drivers requiring
the change, identifying the costs and benefits of adopting the change, and formulating a
structured plan for implementing the change. To formally request a change to the project,
a change form is completed. The status of all active change forms should be recorded
within a change register.
Risk management - managing risks and opportunities is critical - it is a two-edged sword!
Risk management is the process by which risks to the project are formally identified,
quantified and managed. A project risk may be identified at any stage of the project by
completing a risk form and recording the relevant risk details within the risk register.
Issue management - surface issues early and put them to bed...not under the rug!
Issue management is the method by which issues currently affecting the ability of the
project to produce the required deliverable are formally managed. After an issue has been
raised and details logged in the issue register, each issue is evaluated by the project
manager and a set of actions undertaken to resolve the issue identified.
Procurement management - managing fully integrated procurement schedules is key!
Procurement management is the process of sourcing products from an external supplier.
Purchase orders are used to purchase products from suppliers, and a procurement
register is maintained to track each purchase request through to its completion.
Acceptance management - the goal is ACCEPTANCE in line with expectations!
Acceptance management is the process of gaining customer acceptance for deliverables
produced by the project. Acceptance enables project team to staff to complete the
turnover for a deliverable, once complete. Acceptance identifies the acceptance criteria,
review methods and results of the acceptance procedures and processes undertaken.
Communications management - remember there are "three levels of communications"
Communications management is the process by which formal communications messages
are identified, created, reviewed and communicated within a project. The most common
method of communicating the status of the project is via a project status report. Each
communications message released is captured in a communications register.
Perform a phase review - the Stage Gate Review going into the Acceptance Phase
At the end of the construction/execution/implementation phase, a review is performed.
This checkpoint is to ensure that the project has achieved its objectives as planned.
To visit our various process groups in projects, please visit our Processes page.
Project execution is the term that PEG uses to describe all that you do both within the
operations of your organization and externally with your partners to affect performance on
your projects from planning and Notice to Proceed through Construction to Acceptance and
Full Ramped Up Operations. Our consulting and training resources work with your
operations personnel to improve project execution, acceptance, and ramp up. We build
operational excellence for owners and/or contractors alike in the areas of the construction
industry, consulting and training for field labor productivity, project management
improvement, and effective relationships with your project peers.
With an impressive stable of project services including project execution services, PEG has
the "know how" to help your organization improve the bottom line. General contractors,
specialty contractors, and owners utilize PEG’s services to improve project performance.
PEG's experienced and knowledgeable consultants will help you identify and prioritize your
greatest opportunities and will help build action plans to ensure you achieve the desired
outcomes. We are Your Performance Multiplier!
duration (the longest can be the planning phase in major projects). It is the phase within
which the deliverables are physically constructed and presented to the customer
for acceptance. To ensure that the customer ’s requirements are met, the project
manager monitors and controls the activities, resources and expenditure required to build
each deliverable. A number of management processes are undertaken to ensure that the
project proceeds as planned.
Execution Basics - a representation of "basic execution" and by no way...complete!
Build the deliverables - it all about delivering the "deliverables" within the time and money!
This phase involves physically constructing each deliverable for acceptance by the
customer. The activities undertaken to construct each deliverable will vary depending on
the type of project being undertaken. Activities may be undertaken in a ‘waterfall’ fashion,
where each activity is completed in sequence until the final deliverable is produced, or an
‘iterative’ fashion, where iterations of each deliverable are constructed until the deliverable
meets the requirements of the customer. Regardless of the method used to construct each
deliverable, careful monitoring and control processes should be employed to ensure that
the quality of the final deliverable meets the acceptance criteria set by the customer.
Monitor and control - trend and adjust, control is the corrective action taken when needed!
While the project team are physically producing each deliverable, the project manager
implements a series of management processes to monitor and control the activities being
undertaken by the project team. An overview of each management process follows.
Time Management - it is all about time...once you have lost it, you have lost it forever!
Time management is the process of recording and controlling time spent by staff on the
project. As time is a scarce resource within projects, each team member should record
time spent undertaking project activities. This will enable the project manager to control
the amount of time spent undertaking each activity within the project. A timesheet register
is also completed, providing a summary of the time spent on the project in total so that
the project plan can always be kept fully up to date.
Cost management - cost follows time...you should optimize time and cost in that order.
Cost management is the process by which costs/expenses incurred on the project are
formally identified, approved and paid. Expenses for each set of related project expenses
such as labour, equipment and materials costs. Expense forms are approved by the
project manager and recorded within an expense register for auditing purposes.
Quality management - this varies in importance, but cannot be ignored on any project!
Quality is defined as the extent to which the final deliverable conforms to the customer
requirements. Quality management is the process by which quality is assured and
controlled for the project, using quality assurance and quality control techniques. Quality
reviews are undertaken frequently and the results recorded.
Change management - real change leadership is a basic competence required!
Change management is the process by which changes to the project scope, deliverables,
schedules or resources are formally requested, evaluated and approved prior to
implementation. A core aspect of the project manager ’s role is to manage change within
the project. This is achieved by understanding the business and system drivers requiring
the change, identifying the costs and benefits of adopting the change, and formulating a
structured plan for implementing the change. To formally request a change to the project,
a change form is completed. The status of all active change forms should be recorded
within a change register.
Risk management - managing risks and opportunities is critical - it is a two-edged sword!
Risk management is the process by which risks to the project are formally identified,
quantified and managed. A project risk may be identified at any stage of the project by
completing a risk form and recording the relevant risk details within the risk register.
Issue management - surface issues early and put them to bed...not under the rug!
Issue management is the method by which issues currently affecting the ability of the
project to produce the required deliverable are formally managed. After an issue has been
raised and details logged in the issue register, each issue is evaluated by the project
manager and a set of actions undertaken to resolve the issue identified.
Procurement management - managing fully integrated procurement schedules is key!
Procurement management is the process of sourcing products from an external supplier.
Purchase orders are used to purchase products from suppliers, and a procurement
register is maintained to track each purchase request through to its completion.
Acceptance management - the goal is ACCEPTANCE in line with expectations!
Acceptance management is the process of gaining customer acceptance for deliverables
produced by the project. Acceptance enables project team to staff to complete the
turnover for a deliverable, once complete. Acceptance identifies the acceptance criteria,
review methods and results of the acceptance procedures and processes undertaken.
Communications management - remember there are "three levels of communications"
Communications management is the process by which formal communications messages
are identified, created, reviewed and communicated within a project. The most common
method of communicating the status of the project is via a project status report. Each
communications message released is captured in a communications register.
Perform a phase review - the Stage Gate Review going into the Acceptance Phase
At the end of the construction/execution/implementation phase, a review is performed.
This checkpoint is to ensure that the project has achieved its objectives as planned.
To visit our various process groups in projects, please visit our Processes page.
Project execution is the term that PEG uses to describe all that you do both within the
operations of your organization and externally with your partners to affect performance on
your projects from planning and Notice to Proceed through Construction to Acceptance and
Full Ramped Up Operations. Our consulting and training resources work with your
operations personnel to improve project execution, acceptance, and ramp up. We build
operational excellence for owners and/or contractors alike in the areas of the construction
industry, consulting and training for field labor productivity, project management
improvement, and effective relationships with your project peers.
With an impressive stable of project services including project execution services, PEG has
the "know how" to help your organization improve the bottom line. General contractors,
specialty contractors, and owners utilize PEG’s services to improve project performance.
PEG's experienced and knowledgeable consultants will help you identify and prioritize your
greatest opportunities and will help build action plans to ensure you achieve the desired
outcomes. We are Your Performance Multiplier!
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10260 Westheimer Rd.
Houston, TX 77042
info@projectexecutive.com
713-255-8350
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It contains succinct
- project nuggets,
- lessons learned,
- latest news and
- project events.
We respect your privacy
Privacy Policy
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