CHAPTER 2

PROJECT
LIFE CYCLE
Project Life Cycle Diagram
 Characteristic of project life cycle

 Production
 Monitor /  Contract
 Purpose  Scoping control Closeout
Objective  Select Team Quality  Project close
 Scope Members management down
 Draft schedule  Planning  Time  Team Feed
Budget  Baseline management back
 Estimate schedule Cost Recommendatio
 Feasibility  Baseline budget Management n for further
study  Risk action
Management
PHASES OF PROJECT LIFE
 Phase 1 ; Initiation / Startup

The initiating processes determine the nature and

scope of the project.
If this stage is not performed well, it is unlikely that
the project will be successful in meeting the business’
needs.
The key project controls needed here are an
understanding of the business environment and
making sure that all necessary controls are
incorporated into the project.
Any deficiencies should be reported and a
recommendation should be made to fix them.
 Initiation / Startup (cont’d)

The initiating stage should include a plan that

encompasses the following areas:
1. analyzing the business needs/requirements in
measurable goals
2. reviewing of the current operations
3. financial analysis of the costs and benefits including
a budget
4. stakeholder analysis, including users, and support
personnel for the project
5. project charter including costs, tasks, deliverables,
and schedule
 PROJECT INITIATION DOCUMENT
The Project Initiation Documentation bundles
the information which was acquired through
the Starting up a Project and Initiating a
Project processes in a PRINCE2 controlled project
environment.

Which means that the methodology not so much seeks

a master document describing all of the project at
hand, but more the collection of documents until
Authorizing a Project up to then created.
 PROJECT INITIATION DOCUMENT
OFTEN CONTAINS THE FOLLOWING
STEP OF PROJECT PLAN
 PROJECT FEASIBILITY DOCUMENT

The Project Feasibility Document is the tool Project

Stakeholders use to seek funding for feasibility
studies after a Client Brief has been approved by the
Capital Expenditure Review Committee
 is the responsibility of the Faculty Operating Officer
(FOO)/Support Services Head of Division (SSHoD).
PROJECT CONCEPT DOCUMENT
PROJECT CONCEPT DOCUMENT
PROJECT CHARTER
IMPORTANCE OF THE PROJECT CHARTER
 ELEMENTS OF THE PROJECT CHARTER

Purpose: To be assembled from Problem and Goal

Statements
Value: To be assembled from the Business Case
Scope: To be assembled from the high level business
flow
Team: To be decided as per the roles before beginning
the project.
Schedule: To be prepared as per the time frame
provided at the beginning of the project
CTQ Measures: To be assembled from the
information collected during the problem and goal
definition
ACCESSIBILITY AND MODIFICATION
 Defining Scope

Defining scope is to clearly describe the boundaries

of a project the contractual agreements between the
client and the services provider.
 WORK BREAKDOWN STRUCTURE

A work breakdown structure element may be a

product, data, service, or any combination
WBS also provides the necessary framework for
detailed cost estimating and control along with
providing guidance for schedule development and
control.
 ROLE ASSIGNMENT AND SCHEDULING

Role assignment is assigning each member with

their role in construction.
They consist of roles that bring together various
interests and skills, and provide better clarity
between the responsibilities of each role.
Scheduling is determination of timing of events in
the project.
 Schedule can also be defined as detailed plan of the
project work tasks with respect to time.
 FUND ALLOCATIONS

The process of dividing a budget to subcategories.

The Fund Council,is the decision-making body of the
Fund, takes decisions on resource allocation on
behalf of all Fund Donors.
 RISK MANAGEMENT

Risk management is the continuing process to identify,

analyze, evaluate, and treat loss exposures and monitor
risk control and financial resources to mitigate the
adverse effects of loss.
Loss may result from the following:

 financial risks such as cost of claims and liability

judgments
 operational risks such as labor strikes
 perimeter risks including weather or political change
 strategic risks including management changes or loss of
reputation
 PROCUREMENT PLANNING

Procurement planning is the process of deciding

what to buy, when and from what source. During the
procurement planning process the procurement
method is assigned and the expectations for
fulfillment of procurement requirements
determined.
Procurement Planning is important because:

It helps to decide what to buy, when and from what

sources.
It allows planners to determine if expectations are
realistic; particularly the expectations of the
requesting entities, which usually expect their
requirements met on short notice and over a shorter
period than the application of the corresponding
procurement method allows.
 Implementation activities and basic processes

Execution of project plan

Handle changes
Project control
 EXECUTION OF PROJECT PLAN 

A Project Execution Plan is much more than a chart

showing timescales.
It is a document describing how, when and by whom
a specific target or set of targets is to be achieved.
These targets will include the project’s products,
timescales, costs, quality and benefits. It will do this
by showing the major products, activities and
resources required for the project.
 Handle changes 

A project will undergo changes during some point in

the software development life cycle (SDLC). The key
is controlling the changes to manage the impact to
the project plan, budget, and implementation
schedule.
 Change Proposal
Change Proposal
is written
is written

Rework Proposal
Rework Rework Proposal

Change Proposal
Change Proposal Rejected
is reviewed Stop
is reviewed

Accepted

Change proposal is
Change
designedproposal
and is
designed and
documented, and an
documented, and an
implementation
implementation
schedule is created
schedule is created

Rework Proposal
Rework Proposal
Change Proposal
Change Proposal
is reviewed Rejected
is reviewed Stop

Accepted

Change Proposal
Change Proposal
is implemented
is implemented
 PROJECT CONTROL 

Defined as management action, either preplanned to

achieve the desired result or taken as a corrective
measure prompted by the monitoring process.
mainly concerned with the metrics of the project,
such as quantities, time, cost, and other resources.
The purporse for the project close-out section is to
detail formal acceptance and an orderly process of
ending the project and handing it off to customers.
After project completion, the customer normally
takes over the responsibility for the site.
The site will be hosted somewhere, and operated by a
support team.
The customer can decide to manage the site
themselves, or choose to hand this over to a partner.
Make sure the customer receives the source code and
related project resources, if this is part of the
agreement.
 Roles and Responsibilities

Activity Responsible

Plan and carry out project close-down activities  Project manager

Hand over source code to customer if applicable Project manager

Plan, prepare and initiate Web site handover to Project manager

support responsible 

Ensure receivement resources and takeover of Customer

Web site 

Carry out Web site launch activities Customer

Facilitate technical aspects of handover of Web Developer

site to support
 PROJECT CLOSE DOWN ACTIVITIES
 This is the final stage in the project, and is often the one that
is skipped on or sometimes missed altogether, with project
managers and teams keen to move onto their next challenge.
 In this stage the responsibility of the project manager to
ensure that the project is closed down properly. 
 The project manager should ensure that the client is happy
with the deliverables and that the project is signed-off.
 All outstanding risks and issues should be addressed – either
they are covered off and closed down or plans in place to
address them after the project has closed.
the
 Produce a final report that can be used to communicate
project’s performance to management and other
stakeholders.
 Why Project Closure Is Important??

The project closure process is the last of the process

groups, and is considered important for the project's
success.
All projects have a definite start and a specific end.
A project closure process indicates the formal closing
of a project,
Commencement of the project closure process prevents
the occurrence of additional expenditures by the project.
A closing costs calculation is available to accurately
determine the buyer's closing costs.
The project closure process is repeated for all phases, if
a project is completed in phases