▲    Quality assurance

▲    Information collection and distribution.

Figure 0.6 shows how these processes fit into the execution phase.

: Project Execution Phase Processes

The execution phase involves coordinating and managing project activities and the subsequent output. The focus of the Project Manager and the project team is on the day-to-day management of the overall effort. In addition to the processes and activities defined above, the subsidiary management plans are implemented and project performance is monitored and managed accordingly. Several of these facilitating processes (quality, communication, human resource, change, and procurement) are an integral part of the project execution process, while others serve as support functions for managing the project.

Control is a formal process in project management. The PMEPG defines Project Control as a project management function that involves comparing actual performance with planned performance and taking corrective action to yield the desired outcome when significant differences exists. By monitoring and measuring progress regularly, identifying variances from plan, and taking corrective action when necessary, project control ensures that project objectives are met.

Project control involves the regular review of metrics and report status to identify variances from the planned baseline. The variances are determined by comparing the actual performance metrics from the execution phase against the baseline metrics assigned during the planning phase. If significant variances are observed, adjustments to the plan are made by repeating and adjusting the appropriate project planning processes.

A significant variance from the plan does not explicitly require a change, but should be reviewed to determine whether preventive action is warranted. For example, a missed activity finish date may require adjustments to the current staffing plan, reliance on overtime, or trade-off between budget and schedule objectives. Controlling also includes taking preventive action in anticipation of possible problems.

While the control phase’s relationship to other project phases is relatively concise and clear, control is often difficult to implement as a formalized system. Project control is still important however, because a project is unlikely to be considered successful by stakeholders if it is not controlled effectively. Success in this context translates to metrics (project, cost, completion dates, etc.) and customer’s expectations (features, functionality, performance, etc.).