TABLE OF CONTENTS

1.0 INTRODUCTION 01
Project Life Cycle
Local Plan
Objectives

2.0 PHASES OF PROJECT LIFE CYCLE 03

Initiation Phase
Planning Phase
Execution Phase
Monitor and Adapting Phase
Closing Phase

3.0 ADVANTAGES AND DISADVANTAGES 10

PROJECT LIFE CYCLE

4.0 IMPLEMENTATION OF PROJECT LIFE 12

CYCLE IN SOSIOECONOMICS SECTOR IN
URBAN PLANNING DEVELOPMENT

5.0 CONCLUSION 16
REFERENCES

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LIST OF FIGURES
Figure 2.1: Process of Project Life Cycle
Figure 2.2: Process of Monitoring and Adapting Phase
Figure 2.3: Study Management Structure
Figure 4.1: Project Life Cycle Process

LIST OF TABLES
Table 2.1: List of Committee Involved in Local Plan
Table 3.1: Advantages and Disadvantages of Project Life Cycle

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1.0 INTRODUCTION
The period from the idea to the completion of the project realization is called the life
cycle of the project. At that time, the project goes through many phases. The stages
of project development and improvement should be clearly defined in order to better
monitor and manage the project itself. Each phase is separate from the previous
one and has its own defined goals, but very often individual ones overlap depending
on the type of project. This is undoubtedly obtained on the complexity of project
realization, and the process of project management gets on its complexity. This
report will provide information about the project life cycle, including some of the
advantages and benefits of using these phases to manage work. In addition, this
study describes how to link the life stage of this project with research in
development planning including Local Plan Districts. District structure plans are
important for growth in the planning field and produce reports that require methods.

1.1 PROJECT LIFE CYCLE

The project life cycle defines the project phases from the start to the end of the
project. Using the life cycle principles of the project, it can be easier for the project
managers to decide whether to consider the feasibility study at the early stages of a
project realization. Since these phases serve as the foundation for establishing
collaborative management procedures within each phase of the life cycle, it is
essential to identify the most often used models of the project life-cycle phases and
decision-making points within each category and subcategory of the project. A
project may alternatively be described as a group of inputs and outputs required to
achieve a certain goal. A management or executive frequently describes and
assigns tasks for projects. The four-phase procedure is referred to as the project life
cycle. The traditional project life cycle is recognizable to most people. The project
life cycle offers a framework for managing any kind of project inside an enterprise.

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1.2 LOCAL PLAN
According to Subsection 12 (3), Act 172 outlines the Draft Local Plan as a written
statement that contains a map and a written statement that is supported by
implementation guidelines. It describes in detail the policies and general proposals
for development and land use as well as translating and detailed strategic policies
Structure Plan to the physical form of a more detailed and practical. The function of
the Local Plan is to provide basic guidelines to Local Authorities, Government
Agencies and Private Agencies in the development of the study area. It also
identifies priority areas of action that need to be acted upon immediately in Special
Area Plan.

1.3 OBJECTIVES
The objectives of this study are:

To identify the main issue the project will address and

01 whether it will be able to carry out a feasibility study.

To describes the project's vision, known as a project

charter or project initiation document. 02

To determine the project's high-level scope and specify

03 the good or service it will produce.

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2.0 PHASES OF PROJECT LIFE CYCLE
According to the Project Management Institute (PMI) states that there are five (5)
phases for the project life cycle. It is a good practice to divide projects into several
phases, a project life cycle is a collection of project phases; these phases vary from
one industry to another but in general they include an initiation, planning,
implementation, monitoring and close phase. A project must successfully complete
each phase before moving onto the next, this approach to project cycle provides
better management control and builds the appropriate links with the general
environment. Each phase should not be seen as independent from another phase,
but as an interdependent continuous management effort; outputs from one phase
are used as input for the next phase.

Planning phase Monitoring and adapting

phase

02 04
01 03 05

Initiation phase Implementation phase Closing phase

Figure 2.1: Process of Project Life Cycle

2.1 INITIATION PHASE

This phase is where an idea or a proposal is authorized and funded as a project. It
may include some initial planning and estimating to clarify its objective and scope.
Usually, projects are started by an organization in the form of a proposal, or they are
initiated by a donor agency for a competitive bidding process or a cooperative
agreement. In either case the organization decides to support the project proposal.

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During initiation, a diagnostic and analysis of the problem has been performed and it
delineates the strategies that the project will use to achieve its benefits; additionally,
the organization has identified that the project is aligned with the organization’s
strategies, mission and vision. The endorsement of the project concept and the
approval of the project proposal are the main decisions or outputs from this phase.
This decision is based on an organization’s programming principles and/or strategic
objectives and takes into consideration available resources, local needs, and
government/donor interest. The relation of initiation phase in Local Plan begins with
creating a work schedule while accounting for and recording all legal and planning
needs (guidelines and public input). It is necessary to collect data and provide basic
information about the RT region. This phase's primary objective is to define the
project. There are five primary components at this stage which are preparation of
project outline report, early publicity program, preparation of terms of references,
appointment with consultant and base map preparation.

2.2 PLANNING PHASE

Once the proposal is accepted and funds have been approved the project is finally
ready to start. The first step is the development of all project plans, this phase
includes two distinct components; the development of plans that are required as part
of the proposal – core planning, and the plans to manage the implementation of the
project – facilitating planning. Detailed planning in many cases help discover
oversights or wrong assumptions made during the initiation phase and the project
proposal. It is not unusual to find that a project proposal was designed without
incurring the appropriate feedback from the stakeholders’ project, or that budget
assumptions were based on old data. This is the time the project manager must go
in detail about each component of the project and formulate the plans that will help
manage the project. Outputs from this process include a formal project management
plan that authorizes the project to begin work.

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2.3 IMPLEMENTATION PHASE
Implementation includes taking all necessary actions to ensure the activities in the
project plan are completed and the outputs of the plan are produced.
Implementation occurs once the final project plans have been approved by the
organization or the donor agency. The first steps for a project manager include
assembling a team and allocating funds for necessary start-up costs, which could
involve buying cars, office supplies, and other items. Implementation includes
coordinating people and other resources required to perform the project plans and
obtain the desired outcomes of the project or phase, this phase also includes
activities such as providing project leadership, developing the project team, verifying
project scope, assuring quality, producing progress reports, procuring the necessary
resources and taking corrective action.

2.4 MONITORING AND ADAPTING PHASE

Monitoring is about measuring the progress of a project against its objectives,
looking at deviations from the plan and taking corrective steps to put the project
back on track. Monitoring runs across al project phases of the project life cycle.
Traditionally the focus is on monitoring the four project constraints of scope,
schedule, budget and quality. Project monitoring involves every stage of the
process, from planning to evaluation at the conclusion. Every project needs to be
evaluated to determine the proper amount of control required. An equilibrium that
can provide benefits without adding more work should be found; too much control is
time-consuming, and too little control is too expensive. Monitoring is the constant
check on the project to see if it is doing the right things at the right time within the
given resource restrictions. Monitoring also looks for new opportunities that may
have risen since the project started and that may improve the chances to achieve
the project goals.

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While adapting phase refers to the process by which the project manager adapts its
project management methods and determines what works best for the project. It
also refers to the changes that need to be incorporated in the original processes,
approaches, strategies and methods planned to deliver the project interventions.
Adapting is taking corrective actions. It makes use of monitoring phase inputs to
determine what needs to be adjusted or changed. When a project is first designed,
its original assumptions typically alter, and this phase assists in making the
necessary adjustments. Analyzing the necessary adjustments, their impact, and
their applicability to the project's limitations are all part of the adapting process.

Creating task and organizing

1 workflow

2 Briefing team member for the task

Communicating team and

3 stakeholder

4 Monitoring quality of work

5 Monitoring budget

Figure 2.2: Process of Monitoring and Adapting Phase

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The relation monitoring and adapting phase in Local Plan is the component of the
study management structure that will involve committees will monitor the progress of
the study, assure quality, and approve the Draft Local Plan is relevant for the
monitoring and controlling phase with the process of creating the local plan.

State Planning Committee Local Investigation and Hearing

Committee

Full of Council of Local Authorities/

Technical Coordination Committee
Local Planning Authorities

Study Team Core Team

Figure 2.3: Study Management Structure

Table 2.1: List of Committee Involved in Local Plan

Committee Role Expertise

State Planning • Prescribing any matter that needs Subject to the

Committee to be contained in a Draft Local provisions in
Plan Subsection 12 (3), Act 172 Subsection 4 (1),
• Approve the Terms of Reference Act 172
• Directing PBPT to prepare a Draft
RT for part of the PBT area either
after or during the preparation of the
Draft State Structure Plan
Subsection 12 (6), Act 172

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 Committee Role Expertise

Local Authorities or • Hold Local Investigation and Subject to the

Local Planning Hearing Committee meetings provisions in
• Managing matters related to Section 10, Local
local investigations and hearings Government Act
including invitation letters to 1976 (Act 171)
protesters and JSTP members
• To recommend the Report of the
Local investigation and Hearing
Committee before it is submitted
to the NRD
Local Investigation • Evaluate, consider and • Chairman
and Hearing recommend the reports provided Director of PLAN
Committee • Provide advice on policies and Malaysia@State
policies at the national, regional Mayor/ President
and state levels to be of PBPT
coordinated in the study • Director of the
• Ensure that the needs of the State Economic
State Government, PBT and Planning Division
Technical Departments and • Director of the
related agencies are considered State Land and
Mines Office
Study team • Coordinate the collection of • Chairman
information and data PLANMalaysia
• Review the results of the study Director @Zone
provided; Project Office/
• Prepare or discuss the Design PLANMalaysia@
Report for the preparation of the State /Deputy
Draft LP (if necessary); YDP or PBPT
• Assist LPA to prepare other Secretary
reports for the purpose of the • District office
meeting such as Publicity and • District Land
Representation Report Office;
• Head of PBT
Division
• Project Manager
Secretariat

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 Committee Role Expertise

Core Team • Coordinate and control the • Chairman Project

course of the study according to • Manager; and
the work program Other agencies
• Conduct reviews and evaluate as required
reports prepared in accordance
with the Terms of Reference;
and
• Secretariat of scheduled
meetings

Source: Manual Rancangan Tempatan 2020

2.5 CLOSING PHASE

The closing phase of the project is when the project has achieved the planned
objectives and all deliverables have been produced. There could be instances that a
project is closed before all deliverables have been completed, this could be caused
by changes in organizational strategies, unavailability of funds or security conditions
that make project work impossible. During closure the project ensures that all
administrative tasks have been completed including all contracts, staff is reassigned
to other projects and the project lessons learned is developed. All project
documentation is properly cataloged, and its access made available to the
organization and the donor. The project assessment is the final stage of the closing
phase. This might typically involve audit evaluations, donor evaluations, or internal
reviews carried out by the project or the organization.

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3.0 ADVANTAGES AND DISADVANTAGES OF PROJECT LIFE
CYCLE
Project life cycle is an important tool businesses use to organize, track, manage,
and execute their projects in a structured manner. Project management life cycle
uses planning, organizing, and resource allocation to ensure teams achieve specific
objectives within a defined timeframe and budget. Even though project life cycle has
countless benefits, it also comes with its fair share of disadvantages as well. In this
tutorial, we discuss the advantages and disadvantages of project life cycle in detail.

Table 3.1: Advantages and Disadvantages of Project Life Cycle

Advantages Disadvantages

Project life cycle helps organizations
set clear objectives for projects,
allowing project managers and
stakeholders to better define what the
team hopes to achieve, and then
itemize the steps needed to
accomplish the project goals. Project
managers can monitor project
progress and stay on schedule with
the help of well-defined objectives.
This increases the likelihood that the
project will meet or surpass user
expectations.
Another advantage of project life cycle
helps improve efficiency of team
members working on projects by
making sure that tasks are completed
on time and with as few roadblocks as
possible. Project life cycle also allows
project managers, stakeholders and
local authorities to better allocate
resources and reduce waste and
spending.
Project life cycle might be strict and
uncompromising. Establishing and
adhering to predetermined schedules,
financial plans, and objectives may
limit innovation and creativity and make
it difficult for teams to adjust to shifting
client demands or market shifts.
Businesses frequently need to be
adaptable and change with the market,
which can be difficult if you use a strict
project management structure or
approach.
There are some instances where
project management can be expensive,
especially for smaller organizations.
Project management not only costs
time but it also requires investment in
things like project management
software, training on project
management tools, and other technical
resources. This can be a barrier for
small organizations that lack the
funding to maintain a project
management infrastructure.

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 Advantages
Incorporating project life cycle helps
project managers make sure that
quality control is a focal point of the
project. Defining quality standards
ensures that all products meet
requirements and expectations of the
user or customer. This, in turn, results
in higher quality project outcomes that
meets, and hopefully exceeds,
customer expectations. Quality control
also reduces the chances of product
defects or errors, which can negatively
impact the finished product.
Effective communication fosters idea
and concern sharing, improves
cooperation and collaboration, and
guarantees that all team members are
pursuing the same objective. When
project management is done right, it
facilitates easy information, file
sharing, idea sharing, and feedback
exchange between team members and
stakeholders.
Disadvantages
The complexity of project life cycle
processes tends to increase with
project size. Project manager may feel
a little overwhelmed by the sheer
volume of work, resources, deadlines,
and team members that businesses
have to handle. Additionally, due to its
complexity, there may be
misunderstandings and uncertainty,
which could harm the results of the
project. Stakeholder management,
project management software,
collaboration tools, and efficient
communication can all be used to
lessen these difficulties and guide the
project toward a successful conclusion.
Effective project management relies on
a set of project management tools and
software, which can be a burden for
businesses with limited technology
budgets. In addition to the cost of PM
software, the organization may also
need hardware, storage, cloud storage,
and server equipment for their project
as well. Likewise, team members will
need to be proficient in using the
technology and may require additional
training to use it properly.
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4.0 IMPLEMENTATION OF PROJECT LIFE CYCLE IN
SOCIOECONOMICS SECTOR
This section will go over how the project life cycle is used in the development of
urban planning projects that have been used in the socioeconomics sector. Sections
12 to 16A of Act 172 of Town and Country Planning which govern the creation of the
Local Plan define it as a legal instrument. The process of creating a local plan has
four stages; mobilization, draft local plan creation, investigation and hearing
inspection and followed by gazetting and cancellation.

01 Initiation phase Planning phase 02

Monitoring and
03 Execution phase 04
adapting phase

05 Closing phase

Figure 4.1: Project Life Cycle Process

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4.1 INITIATION AND PLANNING PHASE
The project initiation phase is the first phase within the project management life
cycle, as it involves starting up a new project. Within the initiation phase, the issues
or opportunity is identified, a solution is defined, a project is formed, and a project
team is appointed to build and deliver the solution. The project manager or lead
consultant will submit a bid for the PLANMalaysia opened tender to create a local
plan as their first action. The primary consultant will hire other consultants as well,
specifically subconsultants made up of different experts including civil engineers,
economists, landscape architects, town planners, and architects. Feasibility studies
are conducted during this phase to justify the impacts of the socioeconomics project
to make wise decisions and get the project approved for the investment. Performing
feasibility studies on narrowly defined objectives, have possibly a counter effect on
achieving the SDGs. This is since these kinds of feasibility studies are unable to
have a holistic overview of the project to understand the magnitude of their impacts,
like the effects of the project on the network and the metabolism of the system.
Hence, the implementation of sustainability assessments is essential to provide
coherent approach to evaluate the potential impacts of a projects. The role of
consultants and their involvements in the early stage of a decision often reduce
implementation of unsustainable measures that later on will be planned and
executed (Lenferink et al. 2012). Early engagement at the outset of an
socioeconomics project is probably going to help ensure that social, economic, and
environmental factors are balanced throughout the assets’ whole existence.

4.2 EXECUTION PHASE, MONITORING AND ADAPTING PHASE

Socioeconomics planning processes manage the scope of the project to meet the
initiated objectives. They identify and map necessary resources, e.g. financial,
material, and labor, necessary throughout the project also outline the sequences of
activities over the portfolio of the project by declaring the tasks and duties.

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This activity is also implemented in the local plan, i.e., each sub-consultant has their
own sectoral according to the requirements of the local plan study once the main
consultant has nominated a subconsultant. As a result, each sub-consultant is
required to write crucial reports, such as the Research Approach Report, Analysis
Report, Development Strategy, and Draft Local Plan that have been stated with
socioeconomics sector and to submit them to the principal consultant within the
deadlines that the principal consultant has established. In addition, one of the
activities in this phase is communication with the team and stakeholders. These
discussion is very cursory, especially for development according to current and
future socioeconomics where future socioeconomics are very complicated to
determine and the future success of the project lies under great uncertainty.
Inclusion of actors, decision makers and consultants to integrate their expertise into
the project development potentially help to solve some of these misapprehensions.
Monitoring long-term performance of socioeconomics is a potential way to
investigate details that are critical to evaluate socioeconomics performance for
future. The input obtained can The input obtained can be used to confirm future
socioeconomic performance based on previous data and identify influential
variables. The projection method is the most dominant method to determine the
future. The results obtained can be used in determining the number of housing units,
commercial, industrial and so on, besides being able to avoid cases of asset
reduction for current and future residents.

4.3 CLOSING PHASE

The closing phase, which starts after your team has finished working on a project is
the last step. Implement this phase, which examines team and project performance,
in the Local Plan project as well. The draft report of the local plan prepared will be
approved or canceled in the fourth stage of local plan preparation, which is known
as gazetting and cancellation.

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In addition, this phase of the lifecycle is typically excluded from the sustainability
assessments of an socioeconomics project, which often need to be performed
during the planning and design phases of the project. The exclusion of this phase
has been the common practice and it has been argued due to the long technical
lifetimes of socioeconomics that increased uncertainties of the assessments. Lastly,
one of the tasks in this phase is to account for the used and unused budget. The
local plan also incorporates this activity; for instance, the principal consultant will re-
evaluate whether the money utilized for the local plan research was within or over
budget.

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5.0 CONCLUSION
Sustainable innovative solutions are often directed toward a niche with a purpose to
solve problems which are triggered by incentives (environmental, economic, or
societal geared), law enforcements, and entrepreneurial activities (Kemp et al.
2001). In that respect, the success rate of any innovations is time dependent and
tightly linked to the existing technological systems, available infrastructures, and
societal willingness, to the extent that they define if a transition would happen in the
current system and if so to what degree (Kemp et al. 2001; Lopolito et al. 2013).
When ensuring the quality of project outputs and projected phase design
performance, it is crucial to begin with a clear and precise definition of what is
projected out as a result. In other words, the project team should have a very
detailed project idea, with project vision, objectives, scope and outcomes. In this
way, any uncertainty that could jeopardize the project can be identified at each stage
of the project. After that, it is necessary to hire an assessment team at an early
stage before there are potential factors that challenge the success.

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