Chapter2 p ProjectLifeCycleandOrganization (PMBOKGuide)

MohammadA.Rajabi h d j bi Dept.ofGeomatics Eng.,UniversityofTehran Tel:+982188334341,Cell:+989121325823 Email:marajabi@ut.ac.ir Homepage:http://www.marajabi.com

TableofContent Table of Content

Th P j t Lif C l TheProjectLifeCycle
CharacteristicsoftheProjectLifeCycle Product vs Project Life Cycle Relationships Productvs.ProjectLifeCycleRelationships ProjectPhases

Projects vs Operational Work Projectsvs.OperationalWork Stakeholders O OrganizationalInfluencesonPM i ti l I fl PM

OrganizationalCulturesandStyles Organizational Structure OrganizationalStructure OrganizationalProcessAssets
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Introduction
Projectandprojectmanagementinabroader environment Structureofaproject I Importanthighlevelconsiderations hi h l l id i
Howprojectaffectsongoingoperationalwork Stakeholdersinfluence Organizational structure Organizationalstructure

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TheProjectLifeCycle The Project Life Cycle

Collectionofsequentialoroverlappingphases Name and number of phases varies depending Nameandnumberofphasesvariesdepending on
N t Natureofproject f j t Areaofapplication Controlneedsoforganization

Project start end but in between! Project,start,end,butinbetween! LifecycleasthebasicframeworkforPM

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TheProjectLifeCycleStructure The Project Life Cycle Structure

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ProjectVariablesvs.Time Project Variables vs Time

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Productvs.ProjectLifeCycle j y Relationships
Product
Sequential(nonoverlapping)phases q ( pp g) p Retires

P j t Project
Occursinoneormorephasesofproduct Example:developinganewproduct,addingnew functions,... ,

Oneproductconsistsofmanyprojects
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ProjectPhases Project Phases

Divisionswhereextracontrolisneeded Typicallysequential Typically sequential Easeofmanagement,planning,andcontrol No.ofphasesordegreeofcontroldependon , p y, p p size,complexity,andpotentialimpactofthe project Ph Phasedeliverablesasmeansofassessment d li bl f t Eachphaseneedsdifferentorganizations/skills
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Example:SinglePhaseProject Example: Single Phase Project

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ProjectPhases(Cont d) Project Phases (Contd)

End of phase Endofphase
Naturalpointtoassesstheeffort Continue/change/terminatetheproject Reviewingthekeydeliverables/performance Detectandcorrecttheerrorscosteffectively

Phaserelationships(levelofrequiredcontrol, effectiveness,degreeofuncertainties)
Sequential Overlapping(increasesrisk) Iterative (good for risky/rapidly changing projects using all team Iterative(goodforrisky/rapidlychangingprojects,usingallteam members)

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ASequentialThreePhaseProject A Sequential Three Phase Project

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AnOverlappingTwoPhaseProject An Overlapping Two Phase Project

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Projectvs.OperationalWork Project vs Operational Work

Similarities
Performedbyindividuals y Limitedbyconstraints Planned executed monitored and controlled Planned,executed,monitoredandcontrolled Towardsorganizationalobjectivesorstrategic goals l

Operations:ongoing,repetitiveproducts,do p g g, p p , notendburchangedirections Projects: ends temporary Projects:ends,temporary

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Stakeholders
Persons/organizations
Activelyinvolvedintheproject y p j Interestsaffectpositively/negatively onthe project/deliverables/teammembers project/deliverables/team members Bothinternalandexternal Managementofconflictingstakeholdersinterests f fli i k h ld i

Identification:important&difficult p

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StakeholdersandProject Stakeholders and Project

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OrganizationalInfluencesonPM
Culturesandstyles(culturalnorms) Howtodothework?Acceptablemeans?Who facilitates?
Sharedvisions,values,norms,beliefs,and expectations Policies,methods,andprocedures Viewofauthorityrelationships Workethicandworkhours

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FunctionalOrganization Functional Organization

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WeakMatrixOrganization Weak Matrix Organization

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BalancedMatrixOrganization Balanced Matrix Organization

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StrongMatrixOrganization Strong Matrix Organization

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ProjectizedOrganization Projectized Organization

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CompositeOrganization Composite Organization

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OrganizationalInfluenceson Projects

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OrganizationalProcessAssets Organizational Process Assets

Anyprocessusedforprojectsuccess Plans, policies, procedures, and guidelines Plans,policies,procedures,andguidelines Organizationalknowledgebases(lessons learned,historicalinformation) l d hi i li f i ) Completedschedules,riskdata,earnedvalue p , , data Sh ld b Shouldbeupdatedbyteammembers d t db t b Twocategories:process&knowledgebased g p g
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ProcessesandProcedures Processes and Procedures

Standards,policies Guidelines,instructions,testcriteria Templates T l t Guidelineforcustomizationsofstandards Communicationrequirements Communication requirements Guidelineforprojectclosure Financialcontrolsprocedure Financial controls procedure Issueanddefectmanagementprocedures g p Changecontrolprocedure Riskcontrolprocedure Procedureforprioritizing,approving,andissueworkauthorizing
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CorporateKnowledgeBase Corporate Knowledge Base

Processmeasurementdatabase Project files (scope, cost, schedule, Projectfiles(scope,cost,schedule, constraints,calendar,risks,responseactions, riskimpact) risk impact) Historicalinformation, lessonlearned Issueanddefectmanagementdatabase C fi Configurationmanagementknowledgebase ti tk l d b Financialdatabases
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