HKSM

Lead and perform the project’s planned work to create deliverables, implement approved changes, manage resources and suppliers, and capture real-time performance data.

Purpose & When to Use

This process runs throughout project execution. It turns the project management plan into tangible results by coordinating people, tools, and suppliers to produce deliverables, applying approved changes, and recording actual performance. Use it whenever work packages are ready to be executed or updated, when changes are approved, and when issues or risks need action during delivery.

Mini Flow (How It’s Done)

• Confirm the latest baselines, work authorizations, and constraints before starting or continuing tasks.
• Assign and coordinate work packages, clarify acceptance criteria, and align on done definitions.
• Execute the work using defined methods, standards, and procedures from the plan.
• Manage team performance, materials, tools, and vendor activities to keep work flowing.
• Identify issues and risks; apply approved responses and escalate when thresholds are crossed.
• Submit change requests when variances, defects, or improvement ideas require plan or scope updates.
• Implement only approved changes and defect fixes; update plans, baselines, and documents as needed.
• Capture work performance data such as progress, effort, costs, defects, and cycle times.
• Maintain configuration control for deliverables and documents, including versioning and traceability.
• Create completed deliverables and hand them off for verification and acceptance in downstream processes.
• Record lessons learned during execution and share knowledge with the team promptly.
• Communicate status, forecasts, and impacts to stakeholders according to the communication plan.

Quality & Acceptance Checklist

• Work followed approved methods, standards, and required compliance rules.
• Only approved changes and fixes were implemented; no unauthorized changes occurred.
• Deliverables meet documented requirements and are linked to requirements traceability.
• Necessary tests, reviews, and peer checks were completed and logged.
• Defects were recorded, triaged, and resolved or routed with change requests.
• Configuration items are identified, versioned, and baselined; changes are traceable.
• Work performance data was captured accurately and on time.
• Resource usage, vendor outputs, and constraints were monitored and adjusted as needed.
• Risks, issues, and assumptions were updated with current status and actions.
• Lessons learned were documented and shared for immediate benefit.
• Deliverables are ready for verification and acceptance by the appropriate stakeholders.

Common Mistakes & Exam Traps

• Implementing changes without formal approval; always route proposed changes through the change process first.
• Confusing process roles: this process executes work, while monitoring and controlling evaluates performance and approves changes.
• Mixing up product checks: verification and acceptance happen in downstream control and scope processes, not here.
• Assuming quality is someone else’s job; the team must follow quality procedures while executing work.
• Failing to maintain configuration control, leading to untracked versions and rework.
• Not updating logs and documents after approved changes, causing misalignment with actual work.
• Ignoring early lessons; capture and apply learning during execution, not just at closure.
• Skipping supplier coordination, which can stall critical path activities.

PMP Example Question

During execution, the team proposes a process improvement that will reduce defects but changes how work is performed. What should the project manager do next?

1. Implement the improvement immediately to prevent further defects.
2. Submit a change request and, after approval, update the plan and implement the change.
3. Add the idea to the lessons learned register and wait until project closure.
4. Ask the quality team to note it and continue with the current plan.

Correct Answer: B — Submit a change request and, after approval, update the plan and implement the change.

Explanation: Changes to how work is performed must go through the formal change process. In execution, the team implements only approved changes and updates related documents before proceeding.