What is a project execution plan (PEP)?
People are often stumped when it comes to writing a Project Execution Plan (PEP) or might not even know what it is. A project execution plan defines how a project is to be executed, monitored, and controlled – establishing how the project will be managed to meet the requirements of the project. This acts as a governing document and can help project managers improve overall efficiency. It’s important for this document to be concise, clear, and informative.
Some things you might want to include in your PEP
1. Project scope and objectives
Clearly articulate the project’s primary objectives and outcomes. Following this, define what assumptions have been made about the project and what items aren’t included in the scope. Outline the specific products, services, or results that will be produced.
2. Key stakeholders
Determine who is involved in the project and what the responsibilities are
within the project team. Establish the methods of communication to ensure effective collaboration. In this stage a communication plan can be developed (if required on the project). It’s important to share stakeholder contact information to all parties – either in the PEP or via email.
3. Project governance
This section outlines how things will be done. Setting up structures, policies, and procedures to be followed throughout the project duration.
Approval processes can be defined (if required) and the metrics by which
the project success will be measured can be defined.
4. Budget
A project budget is an estimate of the total cost of the project, often
acting as a key performance indicator. This is set by the client or a relevant stakeholder. Ordinarily, a budget is set once an objective or scope is determined.
5. Quality standards
Quality standards are criteria that defines the expectation and requirements for a project’s deliverables, process, and outcomes. They help ensure the project meets the needs of stakeholders, customers or the anticipated user.
Quality measures and quality assurance processes can be outlined and implemented, and it’s important to communicate who is responsible for this. It is standard to expect higher quality output to align with a higher budget and/or an increased project duration.
6. Project programme
A programme or schedule is a series of outputs and milestones required to complete a full project. Elements can overlap in order to create the most effective sequence of events and therefore the shortest timeframe.
Consider project dependencies and assumptions in this. Gantt charts are an effective way of showing the project programme and key milestones. For more information on creating a project schedule, please see our blog post on 'How do I create a project schedule in MS Project?'
7. Procurement strategy
works necessary for the project. There may be a series of directs to manage and all works will need to be aligned with the programme to ensure they’re installed at the correct point in the project. This also includes the strategy for tender process, analysis, and contractor
appointment.
8. Change control procedures
Every project experiences change and requires change control. It’s
important to clearly outline the methods of change request, approval or
rejection. All stakeholders should be aware of the project change control process, have the documentation, and the contact details of the contact for these to be issued to.
When change is presented impact should be assessed and communicated prior to acceptance. The later change is instructed to a project, it can be assumed the cost and/or programme impact will be greater.
9. Risk register/management
Identify the potential risks that could impact the project success. Based on this, assess the probability of the risk and the impact. Create a mitigation strategy to minimise the probability or the impact of the risk.
This can be communicated to stakeholders and tracked throughout
project duration. Lessons learned from previous projects can be used to support this and anticipate likely risks.
10. Handover, testing, and commissioning
Completed as part of the handover period, testing and commissioning
should outline the planned methods of ensuring all equipment is safe and working correctly. There may be different parties to test and commission different elements of the project. It's important to clearly state who is responsible for testing which items and if certain equipment requires witness testing.
It may be helpful to outline the handover period, detailing changes in responsibilities and key contacts for post-construction operation. Include who the key points of contact are for different elements and an escalation process where required. Progress should be continuously monitored and tracked against the execution plan.
Throughout the project adjustments can be made where necessary.
However, this must be communicated to all parties. Throughout the project, conduct periodic reviews to assess the project's overall
performance.
For more details on project process for small projects please visit MiPM.
Author
Rachel Hounsell-Roberts
Rachel is a Project Manager in the second year of her apprenticeship. She supports retail fitout projects and is taking the lead on delivering quick service restaurant projects across the UK.
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