LECTURE 05

VU

PROJECT LIFECYCLES

By
Dr. Ali Sajid
"The workplace should primarily
be an incubator for the Human
Spirit."
"Compassion is not weakness, &
concern for the unfortunate .it is
not socialism."
 Project Life Cycle
Defined Sequence of events - constitute a project

 Divide Project into Phases

 “For
better control”.
 With appropriate links to on going
operations..
 Many organizations identify specific set of Life
Cycle for use on Projects.
 Project Life Cycles

 During past few years, - at least partial agreement about Life

Cycle Phases of a Product.
 Research & Development
 Market introduction
 Growth
 Maturity
 Deterioration
 Death
 Project Life Cycle
 Serves to define Beginning & end of a
project.
 Life Cycle divided into a number of phases.
 Each phase marked by completion of
deliverables.
 Deliverable-tangible, verifiable work
Products such as a:
 feasibility study, a detail design, or a working
prototype.
 What technical work needs to be delivered?
 When deliverables are generated?
 How each deliverable is verified, validated,
reviewed and confirmed?
 Who is involved in the phases?
 How to control and approve those phases?
 Life Cycle Phases
 Theoretical definitions of Life Cycle Phases of a
system applied to a project:
 Conceptual
 Planning
 Testing
 Implementation
 Closure
 Phases of Project Life Cycle

 First Phase, “-Identification of a need,

problem/opportunity”.

 Second Phase: “Development of a

Proposed Solution to Need/Problem”.

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 Third Phase: “Performing the Project”.
 Resources Utilized

 Results in Accomplishment of Project objective

Final Phase : “Terminating the Project”.

 Close-out Activities

 Evaluate Performance

 Invite Customer Feedback

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 Generic Cost & Staffing Life Cycle

C o st and Interm ed ia te Ph ase s

Staffin g (o ne or m o re )
L evel
Initia l F in al
P ha se P ha se

S ta rt F in ish
Tim e
 Concept 5%
 Development 20%
 Implement 60%
 Close Out 15%
 Product Life Cycle defines Phases that
connect Beginning & an end.
 Deliverables Reviewed for:
 completeness
 Accuracy
 Approval before work starts on next phase.
 Fast tracking - schedule compression
technique. Overlapping phases, done in
sequence.
 Ideal PLC -No way to define.
 No Single best way to define Life Cycle.
 Appropriate Life Cycle by Project
Management team.
 Preferred Life Cycle common practices
within industry.
 Could be general or very detailed.
 Common Characteristics of PLC
 General in sequential & defined by Technical
information transfer.
 Cost & Staffing level.
 Sub Project may have distinct PLC.
 Level of Uncertainness & Risk High in start.
 Ability of SH & Cost in Start
 Diagrams
Typical Project Cost & Staffing Level Across
Project Life Cycle
Stakeholders’ Influence Over Time
 Project Life Cycle – Example Phases

Concept &
Proposal

Development

Implementation

Verification

Termination

Initial Phase Intermediate Phases Final Phase

 Characteristics of Project Phases

 Deliverable: Measurable,
Verifiable Work product.

 Project Phases. Completion & Approval of

Deliverables.

 Sub phases. (SP)

 Characteristics of Project Phases
 Phases Concluded with a review
-Work accomplished
-Deliverables to determine acceptance.

 Management Review to start New Phases without closing

Current Phases.
 Requirements for Module
 Information gathered/analyzed
 Before designed & constructed.
 Phase closure without decision for next.
 Formal phases completion - not authorized for next.
 Each phase formally initiated to produce a phase-dependent
output.
 Phase-end Review (PR) may authorize close & to initiate next.
 Both in one review.
 Phase-end Reviews called “Phase Exits, Phase Gates, or Kill
Points”.
Typical Sequence of Phases in a Project
Life Cycle
 Importance of Phase Reviews

Requirements Review
Proposal
General Design Review
Preparation
Requirements
Detailed Design Review
Analysis

General Design Unit Test

Detailed Design

Code and Debug

Product Vs Project Life Cycles
 Project Management Office (PMO)
So, Project Management Office Focuses :
 Coordinated Planning.
 Prioritization & execution of Project &
Sub/Project.
 Tied-Parent Organization or Clients Over all
business objectives.
 Can have “Delegated Authority to Act as Integral
Sub Handler” for decision making during
“Project Initiating Stage”.
 Involved - Selection, Management &
Redeployment of Shared Projects per dedicated.
Key Features of a Project Management
Office

 Mentoring Platform for Project Manager.

 Identification of Project Management Methodology & Best
practices/ standards.
 Clearinghouse Project Policies, Procedures, Templates,& shared
documents.
 “Configuration Management” for all Project Management Office
Projects.
 “Repository & “Management for Risks for Projects”.
 “Office for “Operations & Management of Project Tools”.
 Coordinate- “Communication Management” Across Projects.
 Monitoring of “ Project Timelines & Budget”.
 Coordination of Project Quality Standards between Project
Manager & Any Internal/External Quality standards organization.
 May Terminate Project .
 Role of Project Management Office.
Differences between a Project Manager & Project
Management Office
 Project Manager: Responsible for delivering specific project
objectives within project constraints.
- Project Management Office - Organizational structure Specific
mandates -vast perspective.
 Project Manager focuses on Project Objectives.
- Project Management Office manages major programs, scope changes
& consider as potential opportunities to better achieve business
objectives.
 Project Manager continues Assigned Project Resources to Meet Project
Objectives.
- Project Management Office - Optimizes use of “Shared
Organizational Resources” Across all Projects.
 Project Manager manages Scope, Schedule, Cost, & Quality of
products.
- Project Management Office manages overall risk, opportunity, &
interdependencies among Projects.
 Project Manager Reports on Project progress/Project specific
information.
 Project Management Office provides consolidated
reporting/Enterprise View of project.
 Organizational Cultures & Styles

 Organizations develop unique & describable cultures

reflected:

 Shared values, norms, beliefs & expectations

 Policies & Procedures
 View of authority relationships
 Work ethic & work hours.
 Project Phases Examples!!!

Influence of Organizational Culture on

Organizations

 High risk project

 Participative project Manager
 Authoritative style of project manager