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Hello. My name is Alan Zucker.
I'm the curator of the
Project Management
Principles Program
at Henry Stewart Talks.
I have over 25 years of
experience managing projects and
project management organizations
for Fortune 100 companies.
I live outside Washington DC
and teach at the
University of Georgia,
the University of Virginia,
and other leading institutions.
In this session, we'll talk
about project execution.
0:27
So, when we talk about
project execution,
I use the mnemonic of C-RAIDS as
a way of thinking about all
of the things that
we need to do.
So, our C-RAIDS
stands for Change,
Risks, Actions, Issues,
Decisions, and Status reporting.
One of the major things that
we do when we are executing
our projects is what we refer to
as monitoring and controlling
the project work.
Monitoring and controlling is
simply just looking at what
we planned versus what
is actually occurring
on our projects.
Typically, we focus on the big
three, scope, schedule,
cost, but we can also look
at the processes that
we're following.
Also, looking at our
stakeholders and are
our expectations about
how the project's
being run or the engagement
of our stakeholders,
is that working for us?
If not, let's think about what
we need to do differently.
1:24
Next, we'll talk about change.
1:28
There's lots of different
places that change
can occur or be introduced
into our projects.
As I mentioned, scope,
schedule, cost.
Those are the big three.
Those are the things
we typically look at.
However, we can also
think about quality.
Are we achieving
the desired level
of quality on our project?
Or we can look at the processes.
Are the processes
working for us?
Have we found a more efficient
way of doing things?
Or have we found that the
things that we are doing are
inefficient or
actually making things
more cumbersome or
more difficult?
