Direct and Manage Project Work

Sensei Short Scroll 27 Executing Process Group

Direct and Manage Project Work

Introduction: Why This Matters

Planning sets the stage, but it is in execution that the project truly comes alive. The Direct and Manage Project Work process integrates all elements of the project management plan and ensures deliverables are produced according to agreed scope, schedule, cost, and quality standards. It is the “engine room” of project management, where planned activities become tangible outcomes.

On the PMP exam, this process is often tested through situational questions about what a project manager should do when work deviates from the plan or how to handle approved changes. In practice, it consumes the largest share of effort and requires coordination, leadership, and problem solving.

Purpose and Objectives

Primary Purpose: Lead and perform the work defined in the project management plan and implement approved changes to achieve project objectives.

Key Objectives:

  • Produce deliverables according to the plan.
  • Manage resources and task execution.
  • Ensure approved changes are implemented.
  • Collect and analyze performance data for monitoring.
  • Generate work performance data for decision making.
  • Adapt execution as necessary while maintaining control.

Overview

Direct and Manage Project Work is where the project management plan is put into action. This process uses a combination of plans, documents, and organizational assets to drive execution, generate deliverables, and produce work performance data that feeds the monitoring and controlling processes.

Inputs

  • Project management plan (scope, schedule, cost, quality, resource, risk, procurement, and stakeholder plans).
  • Project documents (change log, risk register, lessons learned register, and others as needed).
  • Approved change requests.
  • Enterprise environmental factors.
  • Organizational process assets.

Tools and Techniques

  • Expert judgment: Project managers, subject matter experts, and technical specialists.
  • Project management information system (PMIS): Software for scheduling, collaboration, and dashboards.
  • Meetings: Daily stand ups, status reviews, and steering committee sessions.

Outputs

  • Deliverables.
  • Work performance data.
  • Issue log.
  • Change requests.
  • Updates to the project management plan and project documents.

Characteristics

  • Integrative: Pulls together all subsidiary plans into coordinated action.
  • Change driven: Implements approved changes while preventing uncontrolled scope changes.
  • Data generating: Produces work performance data that feeds monitoring and controlling.
  • People intensive: Requires strong leadership, communication, and problem solving skills.

Deliverables and Work Performance Data

  • Deliverables: The tangible or intangible outputs created by project work, such as prototypes, reports, software modules, or training material.
  • Work performance data: Raw observations and measurements, such as number of defects, hours worked, or tasks completed, that feed into monitoring and controlling processes.

Practical Example

Context: A company is building a new corporate office.

Activities:

  1. Work crews pour the foundation and erect the steel frame (deliverables).
  2. The PMIS records daily progress, material usage, and costs (work performance data).
  3. An issue log is created to capture problems with subcontractor delivery delays.
  4. A change request is submitted to add additional elevator shafts after stakeholder review.

Outcome: The project manager integrates all activities, ensures quality inspections, and adapts to changes while keeping stakeholders informed.

Common Pitfalls

Unapproved work (gold plating)

  • Pitfall: The team adds features that were not requested by stakeholders.
  • Prevention: Deliver only what is defined in scope and approved through change control.

Ignoring issue management

  • Pitfall: Small problems escalate into major blockers.
  • Prevention: Use the issue log and escalate appropriately.

Weak change control

  • Pitfall: Changes are implemented informally.
  • Prevention: Only implement approved change requests.

Lack of performance data

  • Pitfall: Decisions are made without real time data.
  • Prevention: Collect and report accurate performance data consistently.

Sensei Tip : Treat Direct and Manage Project Work as your execution dojo. Focus on doing the work in the plan, capturing accurate data, and routing every change request through proper change control before anyone touches the scope.

Exam Alert : The exam loves to test the difference between deliverables and validated deliverables, and between doing the work versus controlling the work. If you see a stakeholder requesting a change during execution, the correct move is to submit a change request, not to implement it immediately.

Exam Lens

Patterns on the PMP Exam:

  • Situational questions often test the difference between performing work (executing) and monitoring work (controlling).
  • Deliverables are an output of Direct and Manage Project Work; validated deliverables are part of Control Quality.
  • If a stakeholder requests a change, the correct step is to submit a change request through integrated change control, not to implement it immediately.

Sample Question

Question: During project execution, a stakeholder requests a new feature. What should the project manager do first?

  1. Approve and implement the change.
  2. Submit the request to integrated change control.
  3. Reject the request since the project scope is already defined.
  4. Escalate to the project sponsor.

Correct Answer: B. All changes must go through integrated change control before implementation.

Quick Recap Table

Concept Description Exam Watch Point
Deliverables Tangible or intangible outputs of project work. Distinguish deliverables from validated deliverables.
Work performance data Raw observations and measurements from execution. Becomes information in monitoring and controlling processes.
Issue log Captures problems that require resolution. Updated continuously during execution.
Change requests Formal proposals for scope, schedule, or cost changes. Must go through integrated change control before implementation.

Key Takeaways

  • Direct and Manage Project Work is the core execution process where deliverables are created.
  • Only approved changes are implemented.
  • Work performance data provides the foundation for monitoring and controlling.
  • On the PMP exam, know the difference between raw data (execution) and validated deliverables (monitoring and controlling).
  • In practice, strong integration and leadership during execution drive project success.

Next Step

With Direct and Manage Project Work covered, the next Executing process is Manage Project Knowledge, which ensures lessons learned and organizational knowledge are applied to current and future projects.

Bibliography

Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (7th ed.). Project Management Institute.

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