4.2.1 Inputs to Project Plan Execution

.1 Project plan. The project plan is described in Section 4.1.3.1. The subsidiary management plans (scope management plan, risk management plan, procurement management plan, configuration management plan etc.) and the performance measurement baselines are key inputs to project plan execution.

.2 Supporting detail. Supporting detail is described in Section 4.1.3.2.

.3 Organizational policies. Organizational policies are described in Section 4.1.1.3. Any and all of the organizations involved in the project may have formal and informal policies which may affect project plan execution.

.4 Preventive action. Preventive action is anything that reduces the probability of potential consequences of project risk events.

.5 Corrective action. Corrective action is anything done to bring expected future project performance in line with the project plan. Corrective action is an output of the various control processes__as an input here it completes the feedback loop needed to ensure effective project management.

4.2.2 Tools and Techniques for Project Plan Execution

.1 General management skills. General management skills such as leadership, communicating, and negotiating are essential to effective project plan execution. General management skills are described in Section 2.4.

.2 Product skills and knowledge. The project team must have access to an appropriate set of skills and knowledge about the project´s product. The necessary skills are defined as part of planning (especially in resource planning, Section 7.1) and are provided through the staff acquisition process (described in Section 9.2).

.3 Work authorization system. A work authorization system is a formal procedure for sanctioning project work to ensure that work is done at the right time and in the proper sequence. The primary mechanism is typically a written authorization to begin work on a specific activity or work package.
  The design of a work authorization system should balance the value of the control provided with the cost of that control. For example, on many smaller projects, verbal authorizations will be adequate.

.4 Status review meetings. Status review meetings are regularly scheduled meetings held to exchange information about the project. On most projects, status review meetings will be held at various frequencies and on different levels (e.g., the project management team may meet weekly by itself and monthly with the customer).

.5 Project management information system. The project management information system is described in Section 4.1.2.3.

.6 Organizational procedures. Any and all of the organizations involved in the project may have formal and informal procedures useful during project execution.

4.2.3 Outputs from Project Plan Exexution

.1 Work results. Work results are the outcomes of the activities performed to accomplish the project. Information on work results—which deliverables have been completed and which have not, to what extent quality standards are being met, what costs have been incurred or committed, etc.—is collected as part of project plan execution and fed into the performance reporting process (see Section 10.3 for a more detailed discussion of performance reporting). It should be noted that although outcomes are frequently tangible deliverables such as buildings, roads, etc., they are also often intangibles such as people trained who can effectively apply that training.

.2 Change requests .Change requests (e.g., to expand or contract project scope, to modify cost[budgets] or schedule estimates[dates,etc]) are often identified while the work of the project is being done.