PROJECT LIFE

CYCLE AND
OBJECTIVES
 PROJECT MANAGEMENT LIFE-CYCLE

 1. Initiation
 2. Planning
 3. Executing
 4. Closure
 INITIATION OF A PROJECT
 1. Create an idea
 2. Identify the project vision and objectives

 3. Define the complete scope of the project

 4. List all of the critical project deliverables

 5. State the customers and project stakeholders

 6. List the key roles and their responsibilities

 7. Create an organizational structure for the project

 8. Document the overall implementation plan

 9. List any risks, issues and assumptions

 10. Appoint the project team

 11. Set up the project office

 12. Perform a phase review

 PLANNING OF A PROJECT

 1. Create a Project Plan

 2. Create a Resource Plan

 3. Create a Financial Plan

 4. Create a Quality Plan

 5. Create a Communication Plan

 6. Create a Risk Plan

 7. Contact the Supplies

DIFFERENT TYPES OF PROJECTS AND ITS
LIFE CYCLE (CONSTRUCTION PROJECT)
Different types of projects and its life cycle
(pharmaceuticals project)
 DIFFERENT TYPES OF PROJECTS AND ITS
LIFE CYCLE (PHARMACEUTICALS
PROJECT)
Pharmaceuticals project
 Discovery and Screening—includes basic and applied research
to identify candidates for preclinical testing.
 Preclinical Development—includes laboratory and animal
testing to determine safety and efficacy as well as preparation
and filing of an Investigational New
Drug (IND) application.
 Registration(s) Workup—includes Clinical Phase I, II, and III
tests as well as preparation and filing of a New Drug
Application (NDA).
 Postsubmission Activity—includes additional work as required
to support Food and Drug Administration review of the NDA.
DIFFERENT TYPES OF PROJECTS AND ITS LIFE CYCLE
(SOFTWARE PROJECT)
DIFFERENT TYPES OF PROJECTS AND ITS
LIFE CYCLE (SOFTWARE PROJECT)

Proof-of-concept cycle—capture business requirements, define goals

for proof-of-concept, produce conceptual system design, design and
construct the proof-of-concept, produce acceptance test plans, conduct
risk analysis and make recommendations.
 First build cycle—derive system requirements, define goals for first
build, produce logical system design, design and construct the first
build, produce system test plans, evaluate the first build and make
recommendations.
 Second build cycle—derive subsystem requirements, define goals for
second build, produce physical design, construct the second build,
produce system test plans, evaluate the second build and make
recommendations.
 Final cycle—complete unit requirements, final design, construct final
build, perform unit, subsystem, system, and acceptance tests.
 GOALS OF THE PROJECT

Goal is the desired result of an activity, which may be

achieved within the limits of a certain time interval.
 Needs
Objective necessity
Wishes
Ideas

Aims (results)

What? How?

Aims (actions)

What? Who? With whom? When? With what?

How much is it?

Project execution

Fig. 1.5. Determination of project goals

 GOLD RULE OF PROJECT
MANAGEMENT

Goals must have a clear meaning. The

results obtained in achieving a goal must be
measurable, and the established constraints and
requirements, must be feasible, that is, goals must be
within the field of acceptable solutions of the project
 DETERMINING A GOAL
Determining the goal is regarded as a creative process,
can be divided into a number of certain procedures:
 determining the goal indicators,

 determining possible goals of the project,

 describing the goals of the project

Determining the goal indicators can be carried out on the

basis of:
•requirements of the project,
•the goals of the enterprise in which the project is being
executed,
•the study of the enterprise environment
 For determining the project goals, both
individual and group methods are used. Since a search
for the goal is a creative process, there are no strictly
regulated approaches.
Determining feasible project goals must be
clearly stated and described. The description of the
project goals must, in essence, become a documented
agreement of the main sides about the project goals.
In addition, the following elements must be stated in a clear and
unambiguously interpreted way:
 The result of the project, which is described as a desired state of
the system depending on the type and kind of the project;
 Completion deadlines, which are described as a time interval
within which it is preferable to bring the project to a completion.
As a rule, it is so far a statement of intention, but, in a number of
cases it can be binding.
 Costs, in the first description these may be budget limits, but in a
number of cases, a fixed upper limit of the costs.
 The way of the project goal changing.

 The hierarchy of interdependent goals. In the description of the

project goals, it may be pointed out as an addition which hierarchy
must be accepted if one of the project goals can no longer be
achieved.
 Decomposition of the goal (the construction of the goals
tree)
 Level 1. The formulation of the main goal. At this upper level,
the goal must describe the final product, for obtaining which the
investigated system is set up (the project is carried out) in a most
general, qualitative and convenient for decomposition form.
 Level 2. The decomposition of the main goal in accordance
with the products or the results (useful and harmful) of carrying
out the project. The introduction of this level is necessary for
multipurpose systems, on whose output appears various products
of their functioning. In order to determine the decomposition
basis at this level, it is necessary to build a classification of final
products. At the first level of the classification, the outputs are
detailed into useful and harmful (“waste”). At the second level of
the classifier, both useful final products and waste can be detailed
by the objects of activity, means of activity, subjects of activity
and organizational structures.
 Level 3. The formulation of subgoals, which are determined by
the requirements of the basic goal-setting systems. At this level,
subgoals are formulated which are connected with the needs and
interests of all the project stakeholders in connection with creation
of the project final products.
 Level 4. Decomposition by the production life cycle
components of the system (project) final product. To start with, the
system inputs and outputs must be identified. The investigated
system inputs at this level are the complete list of goals derived at
above (the third level of the tree of goals). The basis of
decomposition by the investigated system inputs is the most
general model of public production of any final product, which
includes the following temporal sequence of functions:
 finding out the demand for the product;
 realization of the given product (service) production process;
 product consumption.

Level 5. In the process of obtaining the final product, the organizational
system (project) comes forward as a functioning structure whose elements
and relations ensure the realization of the life cycle of the final product
creation. It gives rise to the need for the application at this decomposition
level of the “composition” model, that is, decomposition of functions
disclosed at the fourth level of the tree of goals by the composition of the
system elements. The microstructure of any functioning social-economic
system includes:
 the subject of labor (who works?);
 the object of labor (at what does one work, and from what does one
produce?);
 means of labor (with what does one work?);
 relations between the system elements, that is, the processes of
interaction in the production of the final products, and the
organizational structures (how the project fulfillment processes are
organized, how the work is carried out?).
Level 6. At the sixth level, the decomposition is carried out on the basis of the
management cycle model, which, in conformity with any organizational
management system, includes the following main stages:
 forecasting;
 planning;
 organization;
 controlling;
 analysis of problem situations.

Level 7. Decomposition on the basis of the powers delegation model:

 performance;
 coperformance;
 coordination;
 endorsement.