Role and Importance of Project Execution in Plan-Execute-Monitor-Control Cycle

This article discusses the role and importance of project execution in the plan-execute-monitor-control cycle. It emphasizes the need for strategic project management and project monitoring and control. The article also highlights the importance of incorporating project scope statement and business requirements in the project execution phase.

Running head: PROJECT MANAGEMENT
Project Management: Analysis of role and importance of project execution within the context of
the plan-execute-monitor-control cycle
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1PROJECT MANAGEMENT
Analysis of role and importance of project execution
Project management lifecycle is referred to as a complete process following which path a
project can be executed within the estimated budget and time. Within the context of plan-
execute-monitor-control cycle, project execution plays crucial role. There are five sequential
phases such as project initiation, planning, execution, monitoring and control and closure phase
that are to be followed by the project manager to reach the ultimate goal and objectives.
Whatever activities are accomplished in the rest of the phases will go in vain if the execution
phase is interrupted anyhow. It is the responsibility of the project head and the analysts to adopt
and follow all needful strategies to ensure execution of an error free project. Under the
professional discipline of project management, strategic project management is becoming one of
the most popularly growing trends. The project management team needs to learn the relationship
between the project strategies and business aspects. While outlining the framework for any
project that should be dedicated towards project strategy document in terms of project planning
and project execution. The process of project execution involves system analysis based on needs
requirements, enterprise architecture, system design, hardware, software and testing,
development and deployment. Pinto, Dawood and Pinto (2014) stated that, one of the central
building blocks of strategic project management is similar to project strategy concept. With the
changing logic individual projects are required to be strategically handles starting from the
project planning to project execution phase. Once the project goal is achieved the project strategy
becomes an integrated part for project planning and execution. While it comes to project
execution several other ways are indicated to reach the success term of development and
completion development. The goal of any project execution phase is to evaluate all process,
analysis, plan and procedure of a project in accordance with the project specifications. In

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addition to this it can be said that, social practice and knowledge management in project
environment will help the project manager a much flexible work environment where a project
can be executed without any partial or operational interruption. Before and after the project
execution phase, the skills and learning of the project team members should be emphasized for
further success. According to Mir and Pinnington (2014) project monitoring and control phase
are equally important for the success of any project as helps to execute any project based on its
demand. The project must run considering the actual requirement that they wish to obtain at the
project execution phase. In the context of plan-execute-monitor-control cycle must maintain the
triple project constraints in terms of time, scope and budget. Though, in some of the strategic
project certain components are found to be imbedded in project documents like project scope
statement, business requirements. These components should be incorporated at the project
execution phase for a successful project execution. With strategic project management analysis
the components and factors should be considered to evaluate and execute an accurate project.

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References
Mir, F. A., and Pinnington, A. H. 2014. Exploring the value of project management: linking
project management performance and project success. International journal of project
management, 32(2), 202-217.
Pinto, J. K., Dawood, S., and Pinto, M. B. 2014. Project management and burnout: Implications
of the Demand–Control–Support model on project-based work. International Journal of
Project Management, 32(4), 578-589.