Task: Manage Project
Manage Project
Disciplines: Project Management


RolesPrimary Performer: Additional Performers:
    • None

    Main Description

    Project Execution is typically the part of the lifecycle of a project when the majority of the actual work to produce the product is conducted and the majority of the Project Budget is expended. The purpose of Manage Project is to manage every aspect of the Project Plan as work is being done to make certain the project is a success.


    Manage Changes

    Although changes can be expected to occur throughout every project, any negative effect on the project outcome should be avoidable if the change control process is executed and managed effectively. The change control process outlined in the Project Plan should be followed.


    The need for change is usually discovered during Project Execution, as actual task work is being performed. It is during Execution that the Project Team may discover their original effort estimates were not accurate and will result in more or less time being required to complete their work. It is also during Execution that the Project Sponsor or Customer may realize that, despite their best efforts to thoroughly document the Project Scope, the product being produced is not exactly what they need. It is the responsibility of the Project Manager to keep a close watch on factors that could introduce potential scope creep and take proactive steps to prevent it from occurring, or to manage it as it occurs.


    Scope Changes are to be logged in the PPM Tool from the Project Summary tab.

    Manage Acceptance of Deliverables

    Acceptance begins when the Project Manager presents a completed deliverable. When logistically possible, the Project Manager must take the time to formally review the deliverable, in person, with the approver. In some cases, the approver's geographic location or work shift prohibits face-to-face communication. But where in-person communication is feasible, it is recommended that the Project Manager not simply send the deliverable via email or leave it on the approver's desk. If the Project Manager has done a very thorough job in setting expectations, the approver may indicate acceptance at the end of this face-to-face presentation. More likely, however, the approver will prefer to have designated reviewers examine the document or product and recommend a course of action.

    Manage Issues

    Managing issues involves documenting, reporting, escalating, tracking, and resolving problems that occur as a project progresses. During Project Planning (Detail Level), the Project Manager and Project Sponsor agreed upon and documented the process for managing issues.


    Issues are usually questions, suggestions, or problems raised by Project Team members, including the Project Manager and Customer. They are different from changes in that they do not usually have an immediate impact on the Project Scope or Schedule. If issues remain unresolved, however, they are likely to affect the Project Schedule or Budget, resulting in the need for change control. It is, therefore, very important to have an issue escalation and management process in place, and to execute the process before change control procedures become necessary.


    Issues and Risks are to be logged in the PPM Tool on the Project Summary tab.

    Execute Communications Plan

    The Communications Plan is carried out so that required information is made available to the appropriate individuals at the appropriate times, and new or unexpected requests receive a prompt response. Communications must continue to be bi-directional during all phases of the project. The Project Manager must provide required information to the Project Team and appropriate Stakeholders on a timely basis, and the Project Team and Stakeholders must provide required information to the Project Manager. At a minimum, monthly PPM Tool updates must be submitted for inclusion in the Project Review meetings held with the Project Sponsors.

    Manage the Project Team

    In order to successfully meet the needs of a project, it is important to have a high-performing Project Team made up of individuals who are both technically skilled and motivated to contribute to the projects outcome. One of the many responsibilities of a Project Manager is to enhance the ability of each Project Team member to contribute to the project, while also fostering individual growth and accomplishment. At the same time, each individual must be encouraged to share ideas and work with others toward a common goal. The Project Manager, then, must be a leader, communicator, negotiator, influencer, and problem solver! The level of skills and competencies to successfully fill these roles helps distinguish good Project Managers from great ones.

    Monitor Schedule

    Monitoring the schedule includes reviewing the baseline schedule on a regular basis and determining if the project is still on time. Change requests may be necessary if changes to the original scope cause changes to the schedule baseline. The Work Plan in the PPM Tool will need to be updated no less than monthly, by the 15th of the month, with the percent complete for each task.

    Monitor Costs

    The project budget should constantly be reviewed by the Project Manager and updated anytime invoices are received on project deliverables, time is spent internally or externally on the project. The Financial Summary will need to be updated at least monthly, by the 15th of the month, with the invoices paid to vendors. The Work Plan will need to be updated with the actual internal staff hours spent on the project, utilizing the PeopleSoft Time Report.

    Update Status

    The current status of the project will need to be updated at least monthly, by the 15th of the month. Within the PPM Tool:

    • Create a note from the Project Details Tab with the current status of the project.
    • Run the PeopleSoft Report.
    • Update actual hours in the workplan.
    • Update invoice amounts in the Financial Summary.
    • Update the percent complete on tasks in the workplan.