[MGT-6372A/ Project Management

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[Week 2: The Project Management Life Cycle]

Module 002: The Project Management Life Cycle

In this module, we are going to discuss the different important phases in the
Project Management Life Cycle.

After completing this chapter, you will be able to:

1. To enumerate and identify the PM Life Cycle
2. To define each entities of the PM life Cycle
3. To identify the supportive tool of the PM
4. To interpret each stage to maximize the project success:

The Project Management Life Cycle

The project manager and project team have one shared goal: to carry out the work
of the project for the purpose of meeting the project’s objectives. Every project has a
beginning, a middle period during which activities move the project toward
completion, and an ending (either successful or unsuccessful). Taken together, these
phases represent the path a project takes from the beginning to its end and are
generally referred to as the project “life cycle.”

Figure 1. Project Life Cycle

Image grab from https://www.workamajig.com/blog/project-life-cycle

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Projects, by definition, have a beginning and an end. They also have defined phases
between the project kickoff and project closeout. A phase represents a grouping of
similar activities that has a very loosely defined beginning and end. Phases are also
typically sequential, where the prior phase is essentially complete before the
beginning of the next phase. Phases do not have clear-cut end dates and some
activities in an early phase of the project will continue into the later phases. This is in
contrast to project beginning and ending dates and milestone dates, which do have
clearly defined dates with the expectation that these dates will be met.

Dividing a project into phases simplifies the process and enables leadership in the
best possible direction.

The five project process groups (1983 PMI PMBoK14) are defined as:
1. Initiation
2. Planning
3. Execution
4. Control and Monitor
5. Closure

Figure 2. Project Life Cycle

Image grab from https://www.workamajig.com/blog/project-life-cycle

1. Initiation: The first stage where you figure out the 'why' of the project's
existence. You map out the project's objective, pick a manager, and clarify
your approach. The key deliverable of this stage is the project charter.
2. Planning: This is where you use your PM knowledge to develop a detailed
plan for the project's execution. You'll define the project's scope, create a
WBS, and map out a schedule. All the heavy lifting - communication plans,
risk management plans, etc. - is done in this stage. Some of the key
deliverables are the WBS, Gantt chart, and project plan.
3. Execution: This is the "do" phase of the project where you actively track
assigned tasks and ensure that the project stays on course. You'll hold
meetings, send out status reports, and ensure that the project runs
smoothly.
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[Week 2: The Project Management Life Cycle]

4. Control: The 'control' phase runs alongside the Execution phase and is
focused on monitoring the project's progress. You'll monitor milestones,
goals, and activities to keep the project on track.
5. Closure: In this fifth and final stage, you'll hand over all deliverables to
stakeholders and formally close the project. The key deliverable in this
stage is the project report.

 Project Life Cycle Stages Often Share Activities.

 Project stages don’t exist in isolation. In actual projects, there is no hard line
dividing stages. Activities, resources, and even objectives often bleed over
from stage to stage.
 It is not a concept that when the stage gets over, the next one starts with no
interaction with the earlier stage.

Figure 3. Project Stages Activities

Image grab from https://www.workamajig.com/blog/project-life-cycle

Going by the above definition, you might think that each stage is a distinct,
compartmentalized entity. That once a stage gets over, the next one starts with no
interaction with the earlier stage.
Project stages don’t exist in isolation. In actual projects, there is no hard line dividing
stages. Activities, resources, and even objectives often bleed over from stage to stage.
For instance, the ‘Control’ phase is concurrent with the ‘Execution’ phase. Some
activities from the ‘Initiation’ phase - such as defining the scope - fold well into the
‘Execution’ phase. And things that happen during execution alter the original plans.

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Supportive tool for Project Management

Any manufacturing or production process can be an example of an operation.

Figure 4. Supportive tool for Project Management

Image grab from: https://www.researchgate.net/publication/320101542

Maximizing Project success

Initiation phase:
 Keep clients involved in the decision making and consult them
regularly.
 Emphasize clarity of vision and mission before developing the project
charter.
Planning phase:
 Stick to the original brief and refrain from “over planning”. Make a list
of client concerns and address them to improve acceptance.
 Don’t dawdle during planning; make it a priority for stakeholders on
either side.
Execution phase:
 Stick to the project schedule and keep track of any deviations from the
baseline.
 Follow the project brief as closely as possible.
 Use good project management techniques (Gantt charts, task
management, collaboration, etc.) to ensure that the project stays on
course.
Closure phase:
 Analyze the project thoroughly for failures and any issues related to
scope.
 Make sure that the client is involved and is satisfied before hand-off.
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[Week 2: The Project Management Life Cycle]

Example: Project Phases on a Large (Multinational Project)

A U.S. construction company won a contract to design and build the first copper mine
in northern Argentina. There was no existing infrastructure for either the mining
industry or large construction projects in this part of South America. During the
initiation phase of the project, the project manager focused on defining and finding a
project leadership team with the knowledge, skills, and experience to manage a large
complex project in a remote area of the globe. The project team set up three offices.
One was in Chile, where large mining construction project infrastructure existed. The
other two were in Argentina. One was in Buenos Aries to establish relationships and
Argentinian expertise, and the second was in Catamarca—the largest town close to
the mine site. With offices in place, the project start-up team began developing
procedures for getting work done, acquiring the appropriate permits, and developing
relationships with Chilean and Argentine partners.

During the planning phase, the project team developed an integrated project schedule
that coordinated the activities of the design, procurement, and construction teams.
The project controls team also developed a detailed budget that enabled the project
team to track project expenditures against the expected expenses. The project design
team built on the conceptual design and developed detailed drawings for use by the
procurement team. The procurement team used the drawings to begin ordering
equipment and materials for the construction team; develop labor projections; refine
the construction schedule; and set up the construction site. Although planning is a
never-ending process on a project, the planning phase focused on developing
sufficient details to allow various parts of the project team to coordinate their work
and allow the project management team to make priority decisions.

The implementation phase represents the work done to meet the requirements of the
scope of work and fulfill the charter. During the implementation phase, the project
team accomplished the work defined in the plan and made adjustments when the
project factors changed. Equipment and materials were delivered to the work site,
labor was hired and trained, a construction site was built, and all the construction
activities, from the arrival of the first dozer to the installation of the final light switch,
were accomplished. The closeout phase included turning over the newly constructed
plant to the operations team of the client. A punch list of a few remaining construction
items was developed and those items completed. The office in Catamarca was closed,
the office in Buenos Aries archived all the project documents, and the Chilean office
was already working on The implementation phase represents the work done to meet
the requirements of the scope of work and fulfill the charter. During the
implementation phase, the project team accomplished the work defined in the plan
and made adjustments when the project factors changed. Equipment and materials
were delivered to the work site, labor was hired and trained, a construction site was
built, and all the construction activities, from the arrival of the first dozer to the

Course Module
 installation of the final light switch, were accomplished. The closeout phase included
turning over the newly constructed plant to the operations team of the client. A punch
list of a few remaining construction items was developed and those items completed.
The office in Catamarca was closed, the office in Buenos Aries archived all the project
documents, and the Chilean office was already working on

References and Supplementary Materials

Book and Journals
1. Project Management Institute. (2017). A guide to the project management body
of knowledge: (Pmbok® guide). Newtown Square, PA, USA.
2. Aaltola, Kirsi. (2017). Project Management Handbook

Online Supplementary Reading Materials

1. What Is the Project Life Cycle and How To Use It Better? (Esther Cohen)
https://www.workamajig.com/blog/project-life-cycle
Date accessed: October 2019
2. Project Management Handbook
https://www.researchgate.net/publication/320101542_PROJECT_MANAGEM
ENT_HANDBOOK
Date accessed: November 2019

Online Instructional Videos

1. https://www.youtube.com/watch?v=N3N9-RLSbvo
2. https://www.youtube.com/watch?v=3JnAUHZSh1A