Railway engineering economy and project management

Stages of the Project Life‐

Cycle 

9/27/2021

1
 Railway engineering economy and project management

Each project has a starting point and progresses toward a predetermined

conclusion; during this time, work effort in the project grows, reaches a
peak, and then declines—the pattern shown in the lower curve in
Figure 3.1 (the upper curve shows cumulative work effort).

Figure 3.1 Level of effort

during the project life cycle.

2
 Railway engineering economy and project management

• Effort can be measured in various ways, such as the amount

of money being spent on the project and materials being
used, number of people working on it, and so on.
• Besides the level of work effort changing, the nature and
emphasis of the effort change, too, and so do the people
involved.
• For example, customers and planners are active early in the
project; then designers and builders take charge; then, at
the end, users and operators take over.
3
 Railway engineering economy and project management

• Much of what is done in a project can be considered non-

repetitive or non-routine.
• Work schedules, budgets, and tasks must be uniquely
tailored to fit the work.
• Unforeseen obstacles can cause missed deadlines, cost
overruns, and poor project performance.
• Managers must try to anticipate the problems, plan for
them, and adjust activities and shift resources to mitigate
or overcome them.
4
 Railway engineering economy and project management

Figure 3.2 Four-phase model and stages of the systems development cycle.
The project life cycle is Phases A, B, and C. 5
 Railway engineering economy and project management

The project life cycle is part of a larger life cycle called the
systems development cycle that virtually all humanmade systems
follow. The SDC has four phases of this cycle (Figure 3.2):
1.Phase A: Conception phase
2.Phase B: Definition phase
3.Phase C: Execution phase
4.Phase D: Operation phase

6
 Railway engineering economy and project management

Phase A: conception
• Every project is an attempt to solve a problem or fill a need, so a
first step in system development is recognizing that the problem
or need exists. After that, the individuals facing the problem—
the customers, users, stakeholders—seek out someone who can
help.
• The steps they take—soliciting contractors who can do the work,
evaluating their proposals, and reaching an agreement—are all
part of the so-called procurement management process.
7
 Railway engineering economy and project management

• The conception phase nominally comprises two stages.

• The first, project initiation, establishes that a “need” or
problem exists and that it is worthwhile to investigate.
• The second, project feasibility, is a detailed investigation of
the need or problem, a formulation of possible alternative
solutions, and the selection of one.
• The phase ends with an agreement that a chosen
contractor will provide a specified solution to the customer.

8
 Railway engineering economy and project management

Beyond perceiving the need, project initiation requires proving that

the need is significant and can be fulfilled at practical cost. It is easy
to identify problems and muse about solutions, but most ideas are
ephemeral and not worth much.
To cull the few good ideas, the customer organization undertakes a
brief initial investigation.

9
 Railway engineering economy and project management

The investigation focuses on the elements of the problem,

including:
•The environment

•The needs, symptoms, problem definition, and

objectives

•Preliminary solutions and estimated costs

•Affected individuals and organizations.

10
 Railway engineering economy and project management

There are endless ideas about needs and

potential solutions, but resources are scarce
and organizations can commit only to those
comparative few that provide the most
benefits and have the best chances of success.

11
 Railway engineering economy and project management

To approve the concept for further study, the customer

must be convinced that the idea:
Fits a need that is real and funding is available to support it.

Has sufficient priority in relation to other ideas.

Has particular value in terms of, for example, applying new technology,
enhancing reputation, increasing market share, or raising profits.

Is consistent with the organization’s goals and resources.

12
 Railway engineering economy and project management

Project feasibility
• Feasibility is the process of studying a need, problem, or
solution in sufficient detail to determine if an idea is
economically viable and worth pursuing.
• The initial investigation is a form of feasibility study (pre-
feasibility) but is usually rather cursory and hence insufficient
to commit to a project.
• A feasibility study is a more protracted, rigorous study that
considers alternative solutions (system concepts) and the
benefits and costs of each.
13
Railway engineering economy and project management

If the feasibility study indicates

that the concept is viable, one
of two things happens
(Figure 3.3).
Theme A: if the concept is
something the customer can
handle itself, it is passed along
to an internal group for
development and execution;
Theme B: if the concept cannot
be executed internally, it is
given to outside contractors
(SDOs). 14
 Railway engineering economy and project management

Phase B: definition
• This definition results in a preliminary design for the
system.
• As the process continues, the major subsystems,
components, and support systems of the proposed system
are determined, as are the resources, costs, and schedules
necessary to build the system.
• Meanwhile, project management assembles a
comprehensive project plan that defines the work activities,
schedules, budgets, and resources to design, build, and
15
implement the system.
 Railway engineering economy and project management

Phase C: execution
• The execution phase often includes the stages of
“design,” “production/build,” and
“implementation,” referring to the progression
through which a system moves from being an idea
to a finished, operational end-item.

16
 Railway engineering economy and project management

Phase D: operation
• In the operation phase, the customer or user takes over to
operate the system and maintain it.
• For systems such as products and equipment that people use
or rely upon daily, Phase D may last for years or decades, and
the phase includes not only operation and maintenance of
the system but improvement and enhancement to keep the
system viable and useful.

17
 Railway engineering economy and project management

PMBOK-
Project Management Processes
项目管理过程

18
 Initiating Processes (1) 启动过程
Railway engineering economy and project management

• Recognizing the need for the project

确认项目的需求
• Determining the project goals and objectives
确定项目的目标
• Defining stakeholder expectations
定义项目相关人员的期望值
• Describing the general project scope 说明基本的项目范围
• Selecting the initial members of the project team 选择基本的项目组成员

19
 Initiation Processes (2) 启动过程（ 2 ）
Railway engineering economy and project management

• Documents: 文件
-- Project Charter 项目任务书

What should be included in

Project Charter?
项目任务书应该包含那些内容？

20
 Project Charter 项目任务书
Railway engineering economy and project management

• Project Manager named 明确项目经理

• Purpose of the project 项目的目标
• Identification of product or service to be delivered
确认需要交付的产品或服务
• Signed by management, sponsor, and customer 由投
资者和用户签署

When a project is performed under contract, the

Signed contract will generally serve as the project
Charter for the seller 当一个项目属于合同执行时，签定的合同将作为卖方的
项目任务书 21
 Planning Processes (1) 计划过程（ 1 ）
Railway engineering economy and project management

• Refining the scope by balancing among quality, time and resource.

在质量，时间和资源中取得平衡，从而进一步明确范围
• Activity list and sequencing 活动清单和次序
• Schedule 进度表
• Budget 预算
• Documenting risk 风险分析
• Management Plan
管理计划（成本、时间、范围、风险管理计划等）
• Get Project Plan approved by the appropriate stakeholders 得到相应
的主管核准的项目计划

22
Planning Processes 计划过程 Railway engineering economy and project management

Core Processes 核心过程

Activity
ActivitySequence
Sequence 时间管理
范围管理 活动顺序
活动顺序
Schedule
ScheduleDevelop
Develop
Scope 进度表编制
ScopePlanning
Planning范围
范围 Activity
进度表编制
计划
计划 Activitydefinition
definition活动
活动
定义
定义
Activity
Activityduration
duration
estimate 活动时间估计 Cost
CostBudget
Budget
estimate 活动时间估计 成本预算
成本预算
Scope
ScopeDefinition
Definition范围
范围
定义 Resource
ResourcePlanning
Planning Project
ProjectPlan
Plan
定义 资源计划 Develop 项目
资源计划 Develop 项目
计划编制
计划编制
Cost
CostEstimate
Estimate
成本估算
成本估算

成本管理

23
 Planning Processes 计划过程
Railway engineering economy and project management

(Facilitating Processes 辅助过程 )

Quality
QualityPlanning
Planning Communication
Communication Risk
RiskIdentification
Identification风
风 Risk
RiskQualification
Qualification风
风 Risk
RiskResponse
Response
质量计划 Planning 险管理 险量化 Development
Development风险应对
质量计划 Planning沟通计划
沟通计划 险管理 险量化 风险应对

风险管理

Organization
OrganizationPlanning
Planning Staff
StaffAcquisition
Acquisition人
人 Procurement
Procurement Solicitation
SolicitationPlanning
Planning
组织计划
组织计划 员获取
员获取 Planning
Planning采购计划
采购计划 询价计划
询价计划

采购计划管理

24
 Planning Processes (2) 计划过程
Railway engineering economy and project management

Planning processes 计划过程

-- Scope statement (scope Planning) 范围陈述
-- WBS (S. Definition) 工作分解结构
-- Activity List (Activity Definition) 工作步骤
-- Project network diagram (Act. Seq.) 项目网络图
-- Project Schedule (Schedule Development) 项目进度表
-- Cost baseline (cost budgeting) 成本基线
-- Scope Management Plan (S. P.) 范围管理计划
-- Resource requirement (R. planning) 资源需求
-- Cost estimates (C. Estimating) 成本估算
-- Cost management plan (C. Estimating) 成本管理计划
-- Project schedule management plan (Sch. Deve.) 项目进度管理
-- Project Plan (Project Plan Development) 项目计划
25
 Executing Processes (1) 执行过程（ 1 ）
Railway engineering economy and project management

• Securing the necessary resources to carry out the plan 保证执行计划所需的资

源
• Leading the team 领导团队
• Meeting with team members 和团队成员开会
• Monitoring progress, measuring performance, and communicating with stakehold
ers 控制进度，项目的绩效和项目干系人的沟通
• Identifying and solving problems 识别并解决问题
• Resolving conflicts 化解冲突

26
 Executing Processes
Railway engineering economy and project management

实施过程
Project
ProjectPlan
PlanExecution
Execution
项目计划实施
项目计划实施

Facilitating Processes 辅助过程

Quality
QualityAssurance
Assurance
Information
InformationDistribution
Distribution Team
TeamDevelopment
Development
质量保证
质量保证
信息发布
信息发布 团队开发
团队开发
Scope
ScopeVerification
Verification
范围确认
范围确认
Solicitation
Solicitation Source
SourceSelection
Selection
询价
询价 供应商选择
供应商选择 Contract
ContractAdministration
Administration
采购部分 合同管理
合同管理
27
Executing Processes (2) 实施过程（ 2 ）
Railway engineering economy and project management

Executing Processes 实施过程

1. Work result (in performance report) 工作结果
（在执行情况报告中）
2. Change request 变更申请

28
 Controlling Processes (1) 控制过程
Railway engineering economy and project management

• Identifying deviation from the plan 偏离计划的识别

• Taking corrective actions to align actual progress with the plan 采取矫正措施以使实
际进展与计划保持一致
• Receiving and evaluating project change requests from stakeholders
接受和评价来自项目干系人的项目变更需求
• Reschedule project activities as necessary
必要时重新安排项目活动
• Adapting resource levels as necessary
必要时调整资源水平
• Changing the project scope, as approved by the appropriate authority 得到授权者
批准后，改变项目范围
• Adjusting project goals and obtaining stakeholder acceptance 调整项目目标并获得
项目干系人的许可

29
 Controlling Processes 控制过程 Railway engineering economy and project management

执行情况报告 总体改变控制
Performance
Performance Overall
Overall
Reporting
Reporting Change
Change Control
Control

Facilitating Processes 辅助过程

范围改变控制 进度控制 成本控制
Scope
ScopeChange
Change Schedule
Schedule Cost
Cost
Control
Control Control
Control control
control

Quality
Quality Risk
RiskResponse
Response
Control
Control Control
Control
质量控制 风险应对控制
30
 Controlling Processes (2) 控制过程（ 2 ）
Railway engineering economy and project management

Documents: 文件
• Performance report 执行情况报告
• Lessons learned 经验教训

31
 Closing Processes 收尾过程
Railway engineering economy and project management

• Acknowledging achievements and results 承认功绩和成果

• Obtaining final stakeholder acceptance 得到最终项目干系人（客户）的认可
• Closing completed contracts 合同终结
• Finalizing documentation of project lessons learned
项目经验教训的最终定稿
• Reviewing the project process/outcome with stakeholders including team members. 和包含项目
组成员在内的项目干系人一起评估项目过程 / 成果
• Writing the final project report 撰写项目总结报告
• Shutting down the project office and disbanding the team
关闭项目办公室，解散项目组

32
Closing Processes 收尾过程
Railway engineering economy and project management

Contract
Contract Close-out
Close-out Administrative
AdministrativeClosure
Closure
合同终止
合同终止 管理收尾
管理收尾

33
 Overlap of Processes Groups in a Phase 过程群的交叠
Railway engineering economy and project management

活动（资
Executing Processes
源投入）
实施过程
水平
Planning Processes
Level
计划过程
Of
Activity Controlling Processes
Closing Processes
Initiating Processes 控制过程 收尾过程
启动过程

Phase Start 阶段启动 Phase Finish 阶段结束 34

Project Management Knowledge Areas 项目管理知识领域
Railway engineering economy and project management

Project Integration Project Scope Project Time

Management Management Management
项目集成管理 项目范围管理 项目时间管理

Project Cost Project Quality Project Human

Management Management Resource Management
项目成本管理 项目质量管理 项目人力资源管理

Project Communication Project Risk Project Procurement

Management Management Management
项目沟通管理 项目风险管理 项目采购管理

35
PM Knowledge Areas and PM Processes 项目管理知识领域和项目管理过程
Railway engineering economy and project management

Integration 集成 Scope Time Cost

5.1 Initiation
Initiating
5.2 6.1 Activity Definition 7.1 Resource Planning
Planning 4.1 Project Plan
Scope Planning 6.2 Activity Sequencing 7.2 Cost Estimating
Development 项目计 5.3 6.3 Act. Duration Estimated 7.3 Cost Budgeting
划开发 Scope Definition 6.4 Schedule Develop

4.2 Project Plan Execution 项目计 5.4

Executing 划实施 Scope Verification

4.3 Overall Change Control 总体变 5.5 Scope Change Control 6.5 Schedule Control 7.4 Cost Control
Controlling 更控制
(10.3 Performance Rpt) 执行情况
报告
(12.6Contract Close-out) 合同终
Closing 止
(10.4 Administr. Closure) 管理收
尾

36