Executing, Monitoring and Controlling

In this phase, the “rubber meets the road.” Project team members are assembled to implement what was previous planned and approved. For the case study, execution would include developing a prototype of the training in an eLearning software tool and incorporating changes based on stakeholder feedback and user testing. Outside vendors would be vetted and managed as needed. 

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While some may see monitoring and controlling as part of the execution phase, it is something that should be done by the project manager throughout all phases of the project. It mitigates risk and aims to keep the project on track, even with unforeseen circumstances.

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In addition to utilizing the communications matrix, the result of continuous monitoring and controlling should be the development of open communication channels where a problem can be easily identified and quickly rectified. The benefit of such is the ability to address concerns with scope creep, timelines and budgets early on so there are no surprises as deadlines approach, objectives are met and budgets are reconciled.

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Documents produced in this phase included:

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• Request for Quote. This was completed when the client changed the scope of the project to include a Spanish translation of the computer-based training, which was not part of the original project charter.

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• Change request. This outlined additional costs related to the Spanish translation, its effect on the project timeline and the impact it would have on meeting project goals.

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• Agenda/minutes. This allowed for formal documentation and discussion of the client’s change request and agreed upon steps in moving forward.

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• Scope verification. This provided a tool for both the client and consulting agency to formally agree that the expected deliverables were received and acceptable. Sign-off indicated contracted terms had been met.