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Reflective Summary On Project Execution And Control

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This is the phase in the project management that is used for developing the services pr product that was commissioned under delivery of the project. This phase is the biggest one in the lifecycle of the project management, where maximum resources of the project are applied. It will use all the templates, processes, schedules and plans that were anticipated and prepared in the previous phases. Project execution and control phase is different from other phases under lifecycle of the project management. It occurs repeatedly and concurrently all the tasks and processes that are among project acceptance and phase of the kick-off and this will continue in the whole phase duration.

The main purpose of this phase is that it formally acknowledges the Project Execution and Control starting and transition facilitation from the Planning of the project. Numerous new colleagues will be acquainted with the venture now, and must be completely situated and arranged to start work. In particular, current venture status is looked into and every single earlier deliverable is rethought, giving all new colleagues a typical reference point. The objective of the commence meeting is to check that all gatherings included have steady levels of comprehension and acknowledgment of the work done as such far, to approve desires relating to the expectations to be created.

It enables for controlling and monitoring the status of the project, but for that there are various management processes which need to get executed. These management processes support for managing the problems, risks, change, quality, cost and time. They support for managing communications, acceptance of client and procurement. This is the biggest life cycle of the phase of the project and it mainly consumes most of the resource and energy.

Directing and Managing Project Work – This is the procedures for performing and leading the defined work in the plan of the project management and executing the approved modifications for achieving the aims of the project. The key advantages for the procedures that give overall project work management. It contains various activities such as activities for accomplishing the aims of the project, build the deliverables of the project so that it meet with the planned work of the project, execute the planned standards and method, manage and establish the channels of project communication both internal and external to the team of the project and risks are managed and execute the activities based on risk response. (PMI, 2012)


Change Control Tools and Techniques – There are various tools and techniques that are used for change control and they are judgment of expert, meetings and change the control tools.

Expert Judgment: In this stakeholder are asked to give expertise and asked to involve in the CCB (Change control board) meetings. These expertise and judgment applied to any of the management and technical details.

Meetings: CCB are responsible for reviewing the meetings change requests and disposition of changes, rejecting or approving the meeting.

Change Control tools: These tools are required for managing the resulting decisions and change requests.

Quality Assurance and Control – This is process used for auditing the requirements as quality and the outcomes from the measurements of the quality control for ensuring that appropriate operational definitions and quality standards are utilized. Measurements of the quality control are the outcomes for the activities of control quality. They used for evaluating and analyzing the processes quality of project against organization performance standards or specified the requirements. They also compare the procedures utilized for creating various measurements, and validate measurements that are actually for determining the correctness level.

Risk and Communication Management – The risk management contains the procedures for conducting the project risk control, planning response, analysis, identification and planning. The main objectives are for increasing the impact and likelihood of the positive events, and decrease the negative events impact and likelihood on project. Communication management are the one that contains the procedures needed for ensuring appropriate and timely monitoring, control, management, retrieval, storage, distribution, creation, collection and planning of project data. Communication effective builds bridge among diverse stakeholders who have different organization backgrounds, culture, different expertise level, different interest and perspectives which influence or impact the execution of the project. (PMI, 2013)

Progress and Performance management – This needs each venture and item procedure to be properly adjusted and associated with alternate procedures to encourage coordination. Moves made amid one process regularly influence that procedure and other processes that are related. For instance, an extension change regularly influences extend cost, however it may not influence the communication administration plan or risk level. These procedure communications regularly require tradeoffs between venture goals and prerequisites, and the particular execution tradeoffs will fluctuate from venture to venture and association to association. Fruitful venture administration incorporates effectively dealing with these collaborations to meet support, client, and other partner necessities.

Project closure – This states that when project gets completed, verifies that it finished all the defined procedures within all Groups of the Procedures for project closure or the phase of the project. It also established the premature project closure. This premature project closed contains various statuses such as project with critical situation, cancelled project and aborted project. In this phase, customer acceptance is obtained, review of the phase-end or conduct the review of the project, document the lesson learned from the project. Finally, close all the activities related to procurement ensuring smooth termination of all the relevant agreements. All the project related documents are archive in PIMS. (ISo, 2012)



Project Management Institute. 2012. PMI Lexicon of Project Management Terms. Available from

Project Management Institute. 2013. Organizational Project Management Maturity Model (OPM3®) – Third Edition. Newtown Square, PA: PMI

International Standards Organization, 2012, ISO 21500:2012 Guidance on Project Management, Geneva, Switzerland: ISO.


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