Group 1 - The Execution Phase PDF

SEP 416 - Project Management HOME ABOUT SERVICE THE EXECUTION PHASE GROUP 1 : DELA CRUZ, DONDIEGO, GALO, JUMAWAN, LAGUMBAY, REMPERAS NEXT SLIDE SE4A  SEP 416 - Project Management HOME...

SEP 416 - Project Management HOME ABOUT SERVICE THE EXECUTION PHASE GROUP 1 : DELA CRUZ, DONDIEGO, GALO, JUMAWAN, LAGUMBAY, REMPERAS NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE INTRODUCTION The Execution Phase of the project management lifecycle is all about deliverables & outputs. The Execution Phase is usually the longest in the project management life cycle and consumes the most energy and resources. To enable you to monitor and control the project during this phase, you will need to implement a range of project management processes. These processes help you to manage time, cost, quality, change, risks, and issues. They also help you to manage procurement, customer acceptance, and communications. NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE EXECUTION PHASE INVOLVES: Resource Task Execution Communication Risk Quality Changes and Allocation and Management Assurance Corrective and Team Collaboration Measures Formation NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE RESOURCE ALLOCATION AND TEAM FORMATION NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE RESOURCE ALLOCATION the process of scheduling resources such as labor, materials or equipment to complete tasks. Organizations need resources to carry out the processes they operate normally and to execute operational and strategic projects to achieve specific goals. NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE RESOURCE ALLOCATION SKILLED WORK EQUIPMENT SUBCONTRACTORS MATERIALS NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE RESOURCE ALLOCATION Skilled Workers: ⚬ Skilled workers are critical to a project's success. ⚬ Issues like poor instructions, late materials, or lack of tools and leadership often lead to poor results, not the workers themselves. ⚬ Clear work plans and communication are essential for guiding workers effectively. NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE RESOURCE ALLOCATION Equipment: ⚬ The type and amount of equipment vary depending on the project. ⚬ For example, large earthwork projects need heavy machinery, while smaller projects need simpler tools. ⚬ Equipment planning must include downtime and maintenance to avoid delays. NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE RESOURCE ALLOCATION Materials: ⚬ Managing materials involves identifying, buying, storing, and delivering them on time. ⚬ Delays often occur due to late or incomplete material delivery, so timing is key. ⚬ Materials requiring long lead times must be factored into the schedule. NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE RESOURCE ALLOCATION Subcontractors: ⚬ General contractors often rely on subcontractors for specialized tasks. ⚬ Careful planning and coordination are needed to ensure subcontractors' work aligns. ⚬ Clear contracts, schedules, and scopes of work are vital to avoid conflicts. NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE RESOURCE ALLOCATION Factors that Influence the Resource Allocation Process Resource Availability Project Requirements Project Cost Considerations Resource Interdependencies Other Factors NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE TEAM FORMATION A team comprises individuals working together to achieve a common goal. In small projects, project managers often share team members, including specialists. For engineering and construction projects, the manager acts as a leader and facilitator, ensuring clear goals, effective communication, and conflict resolution. Coordinated teamwork is vital for meeting scope, budget, and schedule targets. NEXT SLIDE SE4A DESIGN CONSTRUCTION TEAMS TEAMS  SEP 416 - Project Management HOME ABOUT SERVICE TEAM FORMATION DESIGN TEAMS CONSTRUCTION TEAMS Design teams include experts Construction teams, formed and a sponsor's representative from multiple organizations, to ensure alignment and are structured by project approve changes. The project contracts. manager selects members and provides training if needed. NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE TASK EXECUTION NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE TASK EXECUTION The process of performing tasks to meet project objectives. It involves translating plans into actionable steps. NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE IMPORTANCE Ensures project milestones are achieved. Helps meet deadlines, budgets, and quality standards. NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE KEY COMPONENTS Task Definitions: Clear scope and deliverables. Resource Allocation: Assigning appropriate resources (human, material, and financial). Timelines: Setting realistic deadlines. Communication: Coordination between stakeholders. Monitoring: Regular tracking to ensure tasks are on track. NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE Steps in Task Execution TASK ASSIGN EXECUT TRACK QUALITY CLOSE RESPONSIBILITIES E PROGRES ASSURANC TASKS BREAKDOWN TASKS S E NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE BEST PRACTICES Set SMART Goals: Specific, Measurable, Achievable, Relevant, Time-bound. Foster Team Collaboration: Promote open communication and support. Manage Risks: Identify and mitigate risks early. Monitor Progress: Regularly check for alignment with objectives. Adapt to Changes: Be flexible and agile in response to unforeseen challenges. NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE CHALLENGES Resource Constraints: Insufficient resources lead to delays. Scope Creep: Unplanned additions to project scope. Lack of Clarity: Undefined roles and unclear expectations. Unforeseen Risks: External factors disrupting execution. NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE COMMUNICATION AND COLLABORATION NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE WHAT IS COMMUNICATION IN PROJECT MANAGEMENT? Communication in project management is the exchange of ideas and information among team members, led by the project leader. Effective communication keeps all members informed about project goals and expectations, leading to improved efficiency and quality of work. By maintaining clear and open communication, teams can collaborate better, address challenges swiftly, and work towards successful project outcomes. NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE TYPES OF COMMUNICATION 1. Meetings 2. Emails 3. Phone calls 4.Discussion Boards 5. Surveys 6. Presentations 7.Memos 8.Project Plans NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE MEETINGS Holding regular or ad-hoc meetings with project participants is an effective way to communicate updates or address complex project issues. EMAIL Email is a classic method of communication for both formal and informal project-related messages. PHONE CALLS Phone calls are ideal for urgent communication or when a quick response is needed. DISCUSSION BOARDS Creating discussion boards or group chats at the project’s outset fosters open communication and team bonding. NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE SURVEYS Surveys are used to gather opinions and reach a consensus on specific project- related issues. PRESENTATIONS Verbal presentations are helpful for educating team members on various topics or sharing important project milestones. MEMOS Memos are concise messages used to inform professionals about project- related policies or procedures. PROJECT PLANS Project plans outline the project’s process, objectives, team contact information, and other essential details. NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE HOW TO EFFECTIVELY COMMUNICATE IN PROJECT MANAGEMENT 1. Plan for the Project: Integrate communication planning in the initial phase for a solid framework. 2. Establish a Communication Method: Choose a primary method for streamlined interactions with diverse options. 3. Share Project Goals: Regularly communicate objectives to enhance collaboration and outcome quality. 4. Listen to Your Team: Value team input to build respect and foster inclusivity. 5. Keep Everyone Updated: Provide consistent updates to promote accountability and inclusion. 6. Monitor Employee Performance: Assess performance to tailor support and improve communication strategies. NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE RISK MANAGEMENT NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE RISK MANAGEMENT Risk management is a fundamental aspect of project management in the construction and engineering industries. It involves identifying, analyzing, and mitigating risks to achieve project objectives related to scope, cost, schedule, and quality. NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE OVERVIEW Risk management is integral to project success. It ensures that potential project outcome issues are identified early and addressed systematically. This process enhances decision-making, prevents budget overruns, and ensures timely delivery. NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE KEY COMPONENTS Risk Identification and Analysis This foundational step involves recognizing potential risks and evaluating their significance. Risk identification ensures no critical issue is overlooked, while analysis helps prioritize mitigation efforts. Monte Carlo Simulations Simulates thousands of project scenarios to create a range of possible outcomes for variables such as costs, timelines, or resource availability. By assigning probability distributions to key variables, this technique highlights the likelihood of deviations from the project’s plan. Expected Net Risk Analysis (ENRA) Calculates risks using probabilities and impact levels, prioritizing those that require immediate attention. NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE KEY COMPONENTS Contingency Planning Contingency planning involves preparing for uncertainties by setting aside additional resources (time, funds, or materials). This ensures the project can proceed smoothly even when unexpected issues arise. Range Estimating Assign budgets as ranges rather than fixed values to reflect potential fluctuations. This accounts for uncertainties in cost estimates. NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE TOOLS AND TECHNIQUES MONTE CARLO SIMULATIONS By modeling thousands of scenarios with varied inputs, Monte Carlo simulations use probabilistic methods to predict project outcomes. This approach provides a statistical view of costs, schedules, and performance uncertainties. Assign probability distributions (e.g., normal, triangular, or uniform) to variables like labor costs, material availability, weather, and equipment performance. NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE TOOLS AND TECHNIQUES MONTE CARLO SIMULATIONS The simulation process runs thousands of iterations, sampling random values for each variable based on their probability distributions. Output Analysis aggregates results to form a probability distribution of outcomes, displayed as cumulative probability graphs (e.g., S-curves). These graphs help decision-makers allocate contingencies based on their risk tolerance. NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE TOOLS AND TECHNIQUES EXPECTED NET RISK ANALYSIS ENRA ranks risks by evaluating their likelihood (probability) and potential impact (cost or schedule deviation), enabling focused and actionable risk mitigation. This method calculates an "expected risk value" to prioritize critical risks effectively. For Example: Multiply the probability of a risk occurring by its potential impact (e.g., a 30% probability of a ₱100,000 delay results in an expected value of ₱30,000). Use the expected risk values to prioritize risks, ensuring that high-value risks are addressed first. NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE TOOLS AND TECHNIQUES RANGE ESTIMATING Range estimating improves cost and schedule projections by accounting for variability in project parameters. Instead of fixed estimates, it provides a range (e.g., ₱200,000–₱250,000) that reflects best- case, worst-case, and most likely scenarios. NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE TOOLS AND TECHNIQUES RANGE ESTIMATING Breakdown of Tasks: Divide the project into smaller, manageable components. Assign Ranges: Identify optimistic, pessimistic, and most likely values for costs or durations of each task. Aggregate Ranges: Combine task ranges to produce an overall range for the project. This method is commonly used to pinpoint and analyze critical elements influencing the overall estimate, maintaining focus by analyzing fewer than 20 key elements. NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE QUALITY ASSURANCE NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE QUALITY ASSURANCE Quality Assurance (QA) is a process ensuring that the project deliverables meet the required standards and expectations, both during execution and as work progresses. Quality Assurance helps verify that the processes involved in the project are effectively managing quality and driving continuous improvements. Quality Assurance aims to ensure that the project is using the appropriate quality standards and operational definitions to meet customer or stakeholder expectations. NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE KEY ACTIVITIES Auditing project processes and ensuring they are consistent with the quality management plan and organizational standards. Audits help identify if there are any issues or discrepancies in how the project is being managed. Analyzing data and quality control measurements gathered during the project execution. Measurements—such as test results or performance data—are reviewed to see if the project is meeting its quality goals. NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE KEY ACTIVITIES Identifying potential areas for process improvement and recommending corrective or preventive actions. By reviewing how things are being done, the team can identify inefficiencies or weaknesses that could affect quality. Ensuring that the project is compliant with all relevant quality standards and industry best practices. This includes ensuring that the project meets legal or regulatory requirements and follows established guidelines for quality. NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE QUALITY ASSURANCE NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE QUALITY ASSURANCE: INPUTS QUALITY MANAGEMENT PLAN Describes the approach for quality management and how QA will be implemented throughout the project. PROCESS IMPROVEMENT PLAN Supports consistent improvement practices, aligning the project’s Quality Assurance efforts with broader organizational goals. QUALITY METRICS Provide specific criteria for assessing the quality of project outputs and the acceptable variations within those criteria. NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE QUALITY ASSURANCE: INPUTS QUALITY CONTROL MEASUREMENTS These measurements offer insights into the performance of the quality control processes and can indicate where improvements are needed. PROJECT DOCUMENTS Includes documentation such as project schedules, reports, and deliverables, which must be consistent with the quality management plan. NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE QUALITY ASSURANCE: TOOLS AND TECHNIQUES QUALITY MANAGEMENT AND CONTROL TOOLS NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE QUALITY MANAGEMENT AND CONTROL TOOLS AFFINITY DIAGRAMS Help in organizing ideas and concepts to identify patterns or issues in project processes. PROCESS DECISION PROGRAM CHARTS (PDPC) Used for contingency planning, helping to anticipate potential issues and derailing factors during execution. INTERRELATIONSHIP DIGRAPHS Facilitate creative problem-solving by mapping out complex relationships between various elements of the project. NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE QUALITY MANAGEMENT AND CONTROL TOOLS TREE DIAGRAMS Visually represent relationships within processes, such as Work Breakdown Structures (WBS), to help understand dependencies and breakdowns. PRIORITIZATION MATRICES Assist in decision-making by ranking issues or tasks based on defined criteria. ACTIVITY NETWORK DIAGRAMS Help map out project activities, ensuring that dependencies are understood and that resources are appropriately allocated. MATRIX DIAGRAMS Used for data analysis, often to evaluate the strength of relationships between factors influencing quality. NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE QUALITY ASSURANCE: INPUTS QUALITY AUDITS A quality audit is a structured review of the project’s processes to ensure they are compliant with defined policies, procedures, and standards. Audits may: ⚬ Identify good practices being implemented. During a quality audit, the team recognizes and documents effective methods and approaches that are being successfully applied in the project. ⚬ Highlight deficiencies or non-conformities. Audits also serve to uncover any areas where the project is not adhering to the established processes, policies, or quality standards. NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE QUALITY ASSURANCE: INPUTS QUALITY AUDITS A quality audit is a structured review of the project’s processes to ensure they are compliant with defined policies, procedures, and standards. Audits may: ⚬ Promote lessons learned by sharing best practices. One of the key outcomes of a quality audit is capturing lessons learned from both successes and failures. ⚬ Offer assistance to improve project processes and boost productivity. Auditors provide constructive feedback and suggestions for improving processes that may not be functioning optimally. NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE QUALITY ASSURANCE: INPUTS PROCESS ANALYSIS This technique is aimed at identifying inefficiencies, bottlenecks, and non-value-added activities in project processes. ⚬ ROOT CAUSE ANALYSIS (RCA) RCA helps project teams understand why issues are occurring, whether it's due to faulty processes, miscommunication, inadequate resources, or other factors. NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE QUALITY ASSURANCE: OUTPUTS CHANGE REQUESTS These are the formal proposals for modifications or improvements to the project’s processes, procedures, or product. Change requests might include corrective actions, preventive actions, or defect repairs. NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE BENEFITS PREVENTION OF DEFECTS QA focuses on identifying potential defects early, before they affect the final deliverable. PROCESS IMPROVEMENT Continuous process improvements drive higher efficiency, less waste, and better outcomes for the project. STAKEHOLDER CONFIDENCE Effective QA builds trust with stakeholders by ensuring that quality standards are met and that the project is progressing according to plan. COST REDUCTION By eliminating non-value-added activities and preventing defects, QA helps reduce the overall cost of quality. NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE CHANGES AND CORRECTIVE MEASURES NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE CHANGES AND CORRECTIVE MEASURES Every project requires some changes during construction in order to complete the project. SOURCES OF CHANGES Owner - make a change to better achieve his or her intended use of the project after construction is complete Designer - make a change in the original plans or specifications Contractor - make a change, because it is not always possible to accurately predict all the events that will arise during the construction process NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE CHANGE-ORDER - a written document used in construction projects when something needs to change from the original plan. This could be adding something new, changing the design, or fixing an issue that wasn't known before. It changes the agreement between the people involved in the project, like the client and the contractor. NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE CHALLENGES WITH CHANGE-ORDER Budget Overruns: Costs go up due to frequent or poorly managed changes Delays: Changes take time to plan, approve, and implement, which can extend project timelines. Complexity: Managing multiple changes makes the project more difficult to oversee and can lead to errors. NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE Client Requests The client might decide they want something different after seeing the progress. Unexpected Problems Issues that weren’t foreseen, like unexpected weather or problems with the site, may require changes. Why CHANGES Mistakes Sometimes mistakes in the original design or happen? construction need to be corrected. Regulatory Requirements New laws or regulations that didn’t exist when the project started may require changes to meet the legal requirements. NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE The management of changes is greatly enhanced if the changes can be predicted in advance. There are some factors that can be determined, prior to commencing construction, that are early warning signs of future changes in a project. “money-left-on-the-table” - the difference between the bid amount of the low bidder and the next higher bidder. A large difference implies that the low bid might not fully cover all project needs or risks, leading to potential cost increases as the project progresses. NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE RIPPLE-EFFECT - term commonly used to describe a change that occurs late in the project as a result of a change made earlier in the project - chain reaction that can occur when a change is made in one area of the project, leading to unexpected adjustments in other areas NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE A project manager should avoid changes during construction unless they are absolutely necessary. The key steps to handling changes effectively include: 1. Thorough Evaluation Before making any change, consider its impact: Cost: How much will the change cost? Does it need more materials or workers? Does it affect the budget? Schedule: Will it delay the project? How much more time is needed? Quality and Safety: Will the change affect quality or safety? Is it feasible without damaging the project? Resources: Do we have the resources (materials, labor) needed to make the change? NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE 2. Clear Definition Describe the change clearly. Outline the steps for carrying out the change. Explain the reason for the change and its benefits. 3. Agreement by all Parties Before making a change, get approval from everyone: Contractors need to agree to the new terms and confirm they can make the change. Clients must approve and understand how the change affects costs, schedule, and quality. Designers or engineers need to confirm the change fits the project’s overall design. NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE 4. Implementing Efficiently and Economically Carry out the change in the most effective way: Minimize disruptions: Implement the change without slowing down the project too much. Use resources wisely: Avoid wasting materials or labor. Stay within budget: Make sure the change doesn’t exceed the agreed cost unless absolutely necessary. NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE SUMMARY The Execution Phase focuses on delivering the intended product or service while managing time, cost, quality, risks, and other critical processes to ensure alignment with the project plan and specifications. It is the longest and most resource- intensive phase, involving actions such as procurement, customer acceptance, and communication to achieve successful execution. NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE SUMMARY Resource allocation ensures efficient use of labor, equipment, materials, and subcontractors to meet project goals, influenced by factors such as availability, cost, and interdependencies. Effective team formation, involving design and construction teams, relies on clear communication, aligned objectives, and skilled management to achieve project success in terms of scope, budget, and schedule. NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE SUMMARY Task execution is the process of performing defined tasks using allocated resources to meet project objectives, ensuring milestones, deadlines, and quality standards are achieved. It involves breaking down tasks, assigning responsibilities, tracking progress, and addressing challenges like resource constraints and scope creep through effective communication, monitoring, and adaptability. NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE SUMMARY Effective communication in project management involves clear exchanges of information through various methods like meetings, emails, and project plans, ensuring alignment with goals and efficient collaboration. By fostering open communication, regularly updating progress, and valuing team input, project managers can enhance trust, accountability, and overall project success. NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE SUMMARY Risk management involves identifying, analyzing, and mitigating risks to ensure project success in scope, cost, schedule, and quality. Key techniques like Monte Carlo simulations, Expected Net Risk Analysis (ENRA), and range estimating provide data-driven insights to prioritize risks, allocate resources, and plan contingencies, reducing uncertainties and enhancing decision-making. NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE SUMMARY Quality Assurance (QA) ensures project deliverables meet required standards by focusing on defect prevention, process improvement, and compliance with quality plans and industry standards. Key activities include audits, data analysis, and root cause assessments, which enhance efficiency, stakeholder confidence, and cost-effectiveness while driving continuous improvements. NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE SUMMARY Changes in construction projects, often initiated by owners, designers, or contractors, are managed through change orders, which adjust agreements to address design modifications, unexpected issues, or regulatory requirements. Effective change management requires thorough evaluation of impacts on cost, schedule, quality, and resources, clear definition and agreement by all parties, and efficient implementation to minimize disruptions and avoid budget overruns. NEXT SLIDE SE4A  SEP 416 - Project Management HOME ABOUT SERVICE THANK YOU. SE4A THE EXECUTION PHASE