I have a question regarding the executing processes. Certain knowledge areas like scope, cost & schedule don't have any executing process. I read in one prep book that it is because the work is cohesively performed as part of "Direct and Manage Project Work" in Integration Management. In that case, why is it only applicable to scope, cost & schedule? Is because they are triple constraints - should be managed together? Why can't other executing processes be done as part of "Direct and Manage Project Work"....???
If you think about the other knowledge areas which do have processes in the Executing process group, each of those processes involves actual activities on the part of the PM, team or other stakeholders whereas once scope, schedule and cost baselines have been established, there is little "executing" type work involved with those and much more monitoring & control in terms of tracking, reporting and identifying and managing changes.
Thanks Kiron. Fair enough. Some of the processes between executing & monitoring processes seem a little confusing as majority of the tasks are related...like Manage Quality & Control Quality or Manage Communications & Monitor Communications. It's like you can almost do certain tasks in either of the processes....although one primarily focuses on process/standard compliance while other on results measurement to check for variances. Saving Changes...
Correct - with quality, the difference is the focus. With Manage Quality it is the process while with Control Quality it is the product/service/result produced by your team. With communications, one is actually doing the communicating according to your CMP while the other is assessing how that is going and making changes as required.
Kiron Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Mohit,
Kiron is right, the PMs role is more focused on planning and controlling work than on executing it.
All PMBoK processes describe work done by the project manager and the core team (typically about 15% of all work), the activities done by the people really building the product (remainder of 85%) are defined / planned by the project manager and represented by the 3 baselines of scope, schedule and cost.
The key task in executing for the project manager is to tell these people what do to when (which could be supported by a work authorization system) and to gather data how it is achieved (work performance data) - regarding scope (deliverables), schedule (start and end dates met) and cost spent (mostly in terms of efforts).
Work on the product itself is normally not assigned to the project manager (though some have multiple roles).
There are those PM processes from other knowledge areas which are considered part of execution, as you note. Saving Changes...
