Project life Cycle

1. Chapter 2:Chapter 2:
Project Life Cycle andProject Life Cycle and
OrganizationOrganization

2. IntroductionIntroduction
• The project life cycle defines the phases that
connect the beginning of a project to its end.
• Some organizations have established policies
that standardize all project with single life cycle.
• While others allow the project management
team to choose the most appropriate life cycle
for the team’s project.

3. Project life cycleProject life cycle
• Project life cycle generally define:
– What technical work to do in each phase.
– When the deliverables are to be generated in each
phase and how each deliverable is reviewed, verified
and validated.
– Who is involved in each phase.
– How to control and approve each phase.

4. Project life cycle characteristicsProject life cycle characteristics
• Project life cycle description can be very
general or very detailed.
• Most project life cycles share a number of
common characteristics:
1. Phases are generally sequential.
2. Cost and staffing level are low at the start, peak
during the intermediate phases and drop rapidly as
the project draws to the conclusion.

6. Project life cycle characteristicsProject life cycle characteristics
3. The level of uncertainty is highest and, hence,
risk of failing to achieve the objectives is
greatest at the start of the project. The
certainty of completion gets progressively
better as project continues.
4. The ability of the stakeholders to influence the
final product characteristics of the project’s
product and the final cost of the project is
highest at the start, and gets progressively
lower as project continues.

9. Project Life Cycle and Product LifeProject Life Cycle and Product Life
CycleCycle

10. Project StakeholdersProject Stakeholders
• Project stakeholders are individuals and
organizations that are actively involved in the
project, or whose interests may be affected as a
result of the project execution or project
completion.
• The project management team must identify the
stakeholders, determined their requirements and
expectations and manage their influence in
relation to the requirements to insure a
successful project.

12. Project StakeholdersProject Stakeholders
• Key stakeholders in every project include:
– Project manager.
– Customer/User.
– Performing organization.
– Project team members.
– Project Management team.
– Sponsor.
– Influencer.
– Project Management Office PMO

13. Project StakeholdersProject Stakeholders
• Project manager must manage stakeholders’
expectations, which can be difficult because
stakeholders often have very different or
conflicting objectives.

14. Organizational InfluenceOrganizational Influence
• Projects are typically part of an organization
that is larger than the project.
• The maturity of the organization with respect to
its project management system, culture, style,
organizational structure and project
management office can also influence the
project.

15. Organizational SystemsOrganizational Systems
• Project-based organizations are those whose
operations consist primarily of projects:
– Organizations that drive their revenue primarily
from performing projects.
– Organizations that have adopted management by
projects
• None- project-based organizations often may
lack management systems designed to support
project needs efficiently and effectively.

16. Organizational Cultures and StylesOrganizational Cultures and Styles
• Most organizations have developed unique and
describable cultures like:
– Share values, norms, beliefs and expectations.
– Policies and procedures.
– View of authority relationship.
– Work ethic and work hours.

17. Organizational Cultures and StylesOrganizational Cultures and Styles
• Organizational cultures often have a direct
influence on the project. For example:
– A team proposing an unusual or high risk approach
is more likely to secure approval in an aggressive or
entrepreneurial organization.
– A project manager with high participative style is
apt to encounter problems in rigidly hierarchical
organization.

18. Organizational StructureOrganizational Structure
• The structure of the performing organization
often constrains the availability of resources in a
spectrum from functional to projectized, with a
variety of matrix structure in between.

26. The Role of the PMO inThe Role of the PMO in
organizational structureorganizational structure
• A PMO can exist in any of the organizational
structures including those with a functional
organization.
• A PMO’s function in an organization may range
from an advisory, recommendation of specific
policies and procedures on individual project to
a formal grant authority from executive
management.

27. Project Management SystemProject Management System
• The project management system is a set of tools,
techniques, methodologies, resources and
procedures used to manage a project.
• The system is a set of processes and the related
control functions that are consolidated and
combined into a functioning, unified whole.

28. End Chapter 2End Chapter 2