The development of a new application to improve customer interaction, the creation of a new product to put on the market and expansion into a new market; all these situations are projects. A project is a temporary activity (has a beginning and an end) in which at the end set up requirements need to have been achieved. Therefore, project management incorporates the utilization of skills, techniques, knowledge and tools so as to meet these project requirements. Conventionally, there are five phases of project management: initiation, planning, execution, monitoring and controlling and lastly closing. Even all stages have their significant importance the execution phase is imperative to the success of any project. Nonetheless, there are certain skills, knowledge, and tasks required to ensure proper execution.
Execution refers to the activities used to complete work as showcased in the project plan during the planning phase. This stage mainly involves the integration and coordination of members of staff and resources to carry out the project requirements (Stackpole, 2013). More often than not execution goes hand in hand with the monitoring and controlling phase. This is because as actions are performed it is prudent to monitor their results and consequently control the effects. The primary output of execution is the completion of deliverables as set out in the project plan thus the responsibility lies on the project team tasked with the project. Needless to say, there are knowledge, skills as well as tasks needed for managing a proper execution of a project.
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It should be noted that the execution stage relies heavily on the plans made during the planning phase. With that said, there are several tasks involved in the execution stage regardless of the type of project. The first task is to obtain and manage the project resources this not only includes internal deliverables but outsourced ones as well that are needed as per the project plan. The main task, however, should be the execution of the task set out in the project plan by the project time within the stipulated time and budget. Moreover, implementation of the quality management plan is another duty; the quality management plan dictates the level of quality that the project should achieve. Thereby, this particular task ensures that during execution certain levels of eminence should be realized (Burke, 2013). For instance, expansion of a fast food store in a new area would require that extreme cleanliness is observed.
Risk is a subtle factor during project management. Thereby during the planning phase, risk management is taking quite seriously to lessen effects of negative risk. Thus another task in execution is the implementation of the risk management plan so as to ensure the right steps are taken so as to avoid detrimental risks. During the period between planning and execution, there are bound to be some changes thereby it is the task of a project team to implement those approved changes with regards to the change management plan (Iyer & Banajee, 2016). Lastly, another task during execution is the optimization of team performance through leadership as well as motivation.
Undoubtedly, there are quite a number of tasks that need to be completed within the execution stage. Thus a project team needs to possess certain skills and knowledge to effectively carry out the objectives within the project plan. According to Burke (2013) knowledge is mainly gained through studying whereas skills are earned through continuous engagement in project activities. To begin, a project manager should possess skills and knowledge in monitoring techniques and tools. This implies that individuals should be able to use tools and techniques to effectively observe the effects of the execution processes. Additionally, a project management team should be knowledgeable of the statement of work (SOW) which is a document that states the timelines, activities, and deliverables of the project (Mir & Pinnington, 2014).
Furthermore, knowledge of the interaction between elements of a work breakdown structure (WBS) is a vital tool in managing execution. Just like the name suggests the WBS is a decomposition of the project's activities into smaller parts. Thereby, a good project manager should be knowledgeable of the project's WBS during execution. Adding on, a project manager should possess project-budgeting skills and be able to use various budgeting tools. It is important that a project is as resourceful as possible since most resources are used during the execution phase it is imperative for management to be skillful in budgeting.
Moreover, there are several quality standard tools that a project manager should be conversant with in order to effectively execute the project plan. These include the check sheet and control charts which are versatile tools in the assessment of quality. Thereby, knowledge of standard tools is an important asset in managing the execution phase. Lastly, project managers should have knowledge on the continuous improvement processes (CIP). Stackpole (2013) discusses CIP as methods that enable the identification of opportunities to minimize work and waste in the course of a project. Through the proper understanding of CIP execution can be made more effective by management.
In conclusion, execution is a crucial stage in the project management process. This is because it is the phase where tangible work on the project begins. As such the execution stage is a make or break for any given project. Hence it is important that a project manager or management set out feasible tasks throughout the execution. What is more, there are certain skills and knowledge that are essential in realizing that the activities within the execution phase are achieved efficiently. The bottom line is that there are five traditional steps of project management, however, execution is the lifeline to a successful project.
References
Burke, R. (2013). Project management: planning and control techniques . New Jersey: Wiley.
Iyer, K. C., & Banerjee, P. S. (2016). Measuring and benchmarking managerial efficiency of project execution schedule performance. International Journal of Project Management , 34 (2), 219-236.
Mir, F. A., & Pinnington, A. H. (2014). Exploring the value of project management: linking project management performance and project success. International Journal of Project Management , 32 (2), 202-217.
Stackpole, C. (2013). A project manager's book of forms: A companion to the PMBOK guide . Hoboken, N.J: Wiley.
