Project management involves planning, organizing, and controlling resources to achieve a specific goal within constraints of time, cost, scope and resources. It includes identifying tasks, estimating durations, assigning resources, and tracking progress to meet the agreed upon specification. A project progresses through defined phases from initiation to completion known as a project life cycle.
Often folks are asking about the differences between Microsoft Project and Oracle Primavera P6. While coming up with a definitive list is more than challenging, In this presentation some of the detailed feature differences between Primavera P6 over Microsoft Project.
Methods for evaluating project performance
by Iman Budi Setiawan
March 10, 2008
http://itpmpro.blogspot.com/2008/03/methods-for-evaluating-project.html
Often folks are asking about the differences between Microsoft Project and Oracle Primavera P6. While coming up with a definitive list is more than challenging, In this presentation some of the detailed feature differences between Primavera P6 over Microsoft Project.
Methods for evaluating project performance
by Iman Budi Setiawan
March 10, 2008
http://itpmpro.blogspot.com/2008/03/methods-for-evaluating-project.html
Organizational Influences and Project Life Cycle,PMP Chapter 2,PMBOK,PMP Exam...JustAcademy
Β
Free notes on Organizational Influences and Project Life Cycle. Below topics will be covered in this chapter.
Organizational Influences
Organization Structure Functional
Organization Structure Projectized
Organization Structure Matrix
Organization Structure β Weak Matrix
Organization Matrix β Balanced Matrix
Organizational Structure-Strong Matrix
Organization Structure-Composite
Phase-to-Phase relationship
Project Life Cycle
Cost and Staffing Levels in Project Life Cycle
Impact of variables on Project Life Cycle
Project Life Cycle Types
Predictive Life Cycles
Iterative and Incremental Life Cycles
Adaptive Life Cycles
PMP Training in USA,PMP Training in California,PMP Training in Qatar,PMP training in Saudi Arabia,PMP training in India,PMP training in Mumbai,PMP Training in Bangalore
In this presentation we have done earlier a project for Phillip Morris (Pakistan) for the access control system and canteen management system. It is the project presentation for our subject Planning and Scheduling. i hope it is the best for the understanding Project planning and scheduling.
Part of a lecture series on fundamental project management concepts, the lecture presents an overview of project selection methods: scoring,benefit contribution, and economic models.
This Presentation create a basic information and Idea about the Project Management Practices. The data was compiled from the reputed sources for better understanding.
COEPD - Center of Excellence for Professional Development is a primarily a Business Analyst Training Institute in the IT industry of India head quartered at Hyderabad. COEPD is expert in Business Analyst Training in Hyderabad, Chennai, Pune , Mumbai & Vizag. We offer Business Analyst Training with affordable prices that fit your needs.
COEPD conducts 4-day workshops throughout the year for all participants in various locations i.e. Hyderabad, Pune. The workshops are also conducted on Saturdays and Sundays for the convenience of working professionals.
For More Details Please Contact us:
Visit at http://www.coepd.com or http://www.facebook.com/BusinessAnalystTraining
Center of Excellence for Professional Development
3rd Floor, Sahithi Arcade, S R Nagar,
Hyderabad 500 038, India.
Ph# +91 9000155700,
helpdesk@coepd.com
Organizational Influences and Project Life Cycle,PMP Chapter 2,PMBOK,PMP Exam...JustAcademy
Β
Free notes on Organizational Influences and Project Life Cycle. Below topics will be covered in this chapter.
Organizational Influences
Organization Structure Functional
Organization Structure Projectized
Organization Structure Matrix
Organization Structure β Weak Matrix
Organization Matrix β Balanced Matrix
Organizational Structure-Strong Matrix
Organization Structure-Composite
Phase-to-Phase relationship
Project Life Cycle
Cost and Staffing Levels in Project Life Cycle
Impact of variables on Project Life Cycle
Project Life Cycle Types
Predictive Life Cycles
Iterative and Incremental Life Cycles
Adaptive Life Cycles
PMP Training in USA,PMP Training in California,PMP Training in Qatar,PMP training in Saudi Arabia,PMP training in India,PMP training in Mumbai,PMP Training in Bangalore
In this presentation we have done earlier a project for Phillip Morris (Pakistan) for the access control system and canteen management system. It is the project presentation for our subject Planning and Scheduling. i hope it is the best for the understanding Project planning and scheduling.
Part of a lecture series on fundamental project management concepts, the lecture presents an overview of project selection methods: scoring,benefit contribution, and economic models.
This Presentation create a basic information and Idea about the Project Management Practices. The data was compiled from the reputed sources for better understanding.
COEPD - Center of Excellence for Professional Development is a primarily a Business Analyst Training Institute in the IT industry of India head quartered at Hyderabad. COEPD is expert in Business Analyst Training in Hyderabad, Chennai, Pune , Mumbai & Vizag. We offer Business Analyst Training with affordable prices that fit your needs.
COEPD conducts 4-day workshops throughout the year for all participants in various locations i.e. Hyderabad, Pune. The workshops are also conducted on Saturdays and Sundays for the convenience of working professionals.
For More Details Please Contact us:
Visit at http://www.coepd.com or http://www.facebook.com/BusinessAnalystTraining
Center of Excellence for Professional Development
3rd Floor, Sahithi Arcade, S R Nagar,
Hyderabad 500 038, India.
Ph# +91 9000155700,
helpdesk@coepd.com
Catalogo divani Ditre Italia 2010 destinato alla grande distribuzione. Il catalogo include una rassegna degli ultimi prodotti presentati in casa Ditre per le sezioni divani design, divani moderni, divani letto, divani in pelle e letti.
Next Generation Media Quarterly October 2011dentsu
Β
This is a regular update on the best and most interesting stories, facts and examples from the world of digital media. All content is taken from July - September 2011.
Compiled by Dan Calladine, Head of Media Futures, Aegis Media
Guida al mantenimento e alla pulizia dei divani in pelle. Ditre Italia ha realizzato e distribuito questo utile manuale in italiano, inglese, francese e tedesco.
Project scope can be described as "the work that needs to be accomplished to deliver the End Result (product or service or other project's objectives) with the specified features and functions that includes meetings, reports, analysis and all the other parts of Project Management.
The Milestone Driven Agile Execution (MDAX) framework. MDAX is hybrid development approach, in which the just-in-time planning of tasks and the empirical control of the agile methods are retained, but the prioritization of the backlog is done according to a milestone plan that drives the execution of the project. Selecting work items from the backlog according to a plan, instead of the weekly or biweekly, sometimes haphazard, concerns of the team or the product owner, adds visibility, predictability, and structure to the work of the team while preserving the adaptive advantages of current agile methods. MDAX takes a collaborative and visual approach to planning which promotes participation, communication and buy-in into the plan. It uses large canvasses and the direct manipulation of planning artifacts to generate engagement .
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
Β
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Β
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
Β
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Business Valuation Principles for EntrepreneursBen Wann
Β
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
The key differences between the MDR and IVDR in the EUAllensmith572606
Β
In the European Union (EU), two significant regulations have been introduced to enhance the safety and effectiveness of medical devices β the In Vitro Diagnostic Regulation (IVDR) and the Medical Device Regulation (MDR).
https://mavenprofserv.com/comparison-and-highlighting-of-the-key-differences-between-the-mdr-and-ivdr-in-the-eu/
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
Β
Buy Verified PayPal Account
Looking to buy verified PayPal accounts? Discover 7 expert tips for safely purchasing a verified PayPal account in 2024. Ensure security and reliability for your transactions.
PayPal Services Features-
π’ Email Access
π’ Bank Added
π’ Card Verified
π’ Full SSN Provided
π’ Phone Number Access
π’ Driving License Copy
π’ Fasted Delivery
Client Satisfaction is Our First priority. Our services is very appropriate to buy. We assume that the first-rate way to purchase our offerings is to order on the website. If you have any worry in our cooperation usually You can order us on Skype or Telegram.
24/7 Hours Reply/Please Contact
usawebmarketEmail: support@usawebmarket.com
Skype: usawebmarket
Telegram: @usawebmarket
WhatsApp: +1βͺ(218) 203-5951β¬
USA WEB MARKET is the Best Verified PayPal, Payoneer, Cash App, Skrill, Neteller, Stripe Account and SEO, SMM Service provider.100%Satisfection granted.100% replacement Granted.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
Β
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Β
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. Youβll also learn
β’ Four (4) workplace discipline methods you should consider
β’ The best and most practical approach to implementing workplace discipline.
β’ Three (3) key tips to maintain a disciplined workplace.
Improving profitability for small businessBen Wann
Β
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
1. InternationalΒ BusinessΒ Solutions
Project management
-an initial briefing
At the end of this chapter you should be able to:
ξ
Describe the driving forces behind the development of project
management
ξ
Define what is meant by the term 'project management'
ξ
Identify the characteristics of a project
ξ
Discuss the relationship between the four project constraints
ξ
Discuss the importance of the project life cycle
ξ
Identify the common stakeholders to a project
2. Introduction
Everyone at some time in their life will be involved in a project of one kind
or another. in fact, the reality is that most of us have been involved in
many projects for some considerable time, and will face many more in the
future.
Projects come in all sizes and each project brings with it a differing
degree of complexity requiring a specific set of team and management
skills that will underpin the project's success.
3. Introduction
The evolution of projects has increased exponentially to the point where
the discipline, methods and tools behind projects (and their management)
have reached huge heights of application, sophistication and popularity.
What is the drive for this development and interest. Is it due to:
ξ
advances in technology?
ξ
increasing influence of market pressures?
ξ
global competition and the need to remain competitive?
ξ
the need to deliver products or services that meet certain benchmarks,
quality assurance or best practice standards?
ξ
greater emphasis on business producing cost-effective solutions?
ξ
the constant cycle of change that business operates within?
The reason should be obvious β change must be managed if the
project is to succeed.
4. Demystifying project management - 1
Modern competition is rapidly becoming focused on three critical issues:
ξ
the timing of decision making
ξ
the costs driving the decisions
ξ
the impact that change will have on these decisions
To deal with these pressures, project management has grown in importance
and stature as a toll for successfully dealing with time, cost and change
-driven decisions.
5. Demystifying project management - 2
So what is project management? Let's start with a simple explanation. Think
abut any project (big or small) you are involved with and answer the following
questions:
What type of information do you need to complete the project?
What type of decisions will this information produce throughout the project?
What actions will these decisions result in?
(Answers??)
ξ
the work required to be completed (let's call these project 'tasks');
ξ
who would be doing that work (let's call these project 'resources');
ξ
the cost of the work being performed (let's call this project 'costs');
ξ
how well the work had to be completed (let's call this project 'specification').
7. The tasks β more than just the work
required
All projects involve delivering something (often referred to as 'outcome',
'asset', 'deliverable' or 'solution') to someone (often referred to as the
'client').
To achieve this 'something', a range of work will need to be first identified
and then performed. But (and it is a big but) consider the additional task
information you need before you 'go live' on the project given in the next
slide.
8. Additional task information
ξ
Will all this work be performed simultaneously or will some follow earlier
completed work?
ξ
How long will each component of work take (commonly referred to as
duration)?
ξ
How accurate will these duration estimates be?
ξ
What impact will this work duration have on the project's planning,
execution, management and completion activities?
ξ
Will all the required work be correctly identified and scheduled?
ξ
What risk factors might impact on the start or finish of the scheduled work?
ξ
Does the completed work comply with the required specification or
standard?
9. The resources β more than just the
workers
A considerable amount of resource information is required concerning the
work needed to complete the project. Consider the following for starters:
ξ
Exactly what resources are required?
ξ
Are these resources available to be assigned to the project tasks?
ξ
Have these resources got the required skills, authority and power (if
people), the right technical features (if materials)?
ξ
Do any of the human resources need training in particular skills?
ξ
How much do these resources cost?
ξ
Are there any substitute resources?
ξ
Will risk be a factor in assigning and tracking the performance of these
resources?
ξ
What impact will these resources have on the project's planning,
execution, management and completion activities?
10. What exactly is a project?
To some people, projects are a little like a puzzle β too many pieces and not
enough clues. A project can be defined in terms of a number of criteria
which collectively distinguish it from an everyday activity performed by an
individual or organisation.
Client or Logical task
stakeholders Temporary
dependencies
Agreed
budget
Shared
available and Initiated and Agreed start
committed managed to and finish dates
resources succeed
Agreed
specification
An agreed and
Discrete organisational measurable objective,
resource (and management deliverable or outcome
structure)
11. Essential project characteristics - 1
Criteria Explanation
An agreed and Projects 'create' and 'hand over' a tangible result that addresses a
measurable objective, problem or perhaps an opportunity.
deliverable or outcome
An agreed budget In most projects, the budget is a finite resource. While contingent
funding (in case the estimates fall short of true costs) should be
available, the greater majority of projects will be constrained by limited
funding.
Discrete organisational While many organisations operate by habitual practice and follow what
resource (and has worked before, the creation and management of a project should
management) structure be based on an appropriate organisational structure suited to the
particular project.
Client or stakeholders All projects are owned by their ultimate client (the party the final
deliverable is handed over to) and all the other parties to the project
(staff, contractors, professional advisers, management, suppliers).
Temporary Projects are not enduring. That is, they do not go on for ever (though
many have been known to drift off target and get lost)The very nature
of the project (deliverable) dictated that it must end.
12. Essential project characteristics - 2
Criteria Explanation
Shared, available and Projects require a pool of resources to achieve agreed deliverables.
committed resources These could include any of the following: people, materials,
equipment, facilities, tools, information, systems, policies, procedures,
techniques, finances and knowledge, among others. These resources
are often deployed on other projects and/or their normal work duties,
which brings another degree of complexity and management to the
project.
Agreed start and finish Projects (should) have target start and finish dates that define (and
dates constrain) the project window. That is, the project has a finite life span.
An agreed specification The work performed on a project will not be completed 'on a whim'. It
will comply with a standard, a performance measure or a benchmark
of some kind that explicitly defines and clarifies the exact nature of the
work to be performed.
Logical task All the required work will probably not be performed at the same time.
dependencies Some work will precede other work, some might occur concurrently,
while other work will follow earlier work. Again this sequence must be
planned and managed if the project is to succeed.
Initiated and managed to Given the potential complexity in managing task and resource
succeed decisions, a dedicated set of management and project competencies
is required if the project is to succeed.
13. What exactly is management?
All managers perform four accepted functions given in the table below
Function Explanation
Planning These activities can include defining goals, designing
strategies and developing plans to achieve the goals
Organising These activities can include determining what tasks have to
be performed, who will do them, what decisions need to be
made and who reports to whom
Leading These activities can include motivating subordinates,
directing others, resoling conflicts, delegating and using the
most effective communication channels
Controlling These activities can include monitoring all the activities to
ensure they are being accomplished as planned while also
taking into account any significant deviations that might
need correcting
14. What then is project management?
ξ
Bringing two words project and management together, what progress have
we made?
ξ
Project management refers to management of activities that lead to the
successful completion and outcomes of a project.
ξ
The project requires the application of management principles in planning,
organising, controlling and leading the resources of the organisation to
realise a one-off specific goal.
ξ
The management process brings together and optimises the necessary
resources to complete successfully the project as scheduled (and agreed)
15. What then is project management?
Management projects differs somewhat from conventional management
assignments with the key difference being that a project is a limited concept
that is usually more narrowly focused than traditional management goals.
Other ways to define project management are:
ξ
The process of identifying, planning, scheduling and controlling the true
requirements of the project and ensuring the agreed trade-offs
ξ
The management of change
ξ
Scheduling solutions to problems or opportunities
ξ
The science of disciplined logic
16. True project constraints
Common project constraints - 1
Constraint Key points
Time ξ Each project will probably have a prescribed window from the initial idea
stage through to the completion stage during which all stages and
project work must be successfully completed
ξ If there is no latitude or freedom in this time window, the project is said
to be overdetermined (in this constraint)
ξ The amount of time available will determine the project's schedule of
work
ξ Projects can be completed ahead of time/schedule, on time/schedule or
behind time/schedule
ξ The amount of time available for the project can have a direct and often
immediate effect on the project's other constraints
Cost ξ Each project should have a budgeted and approved cost to fund the
required work to the required standard during the required time allowed
ξ Some projects are underfunded, some excessively funded, while others
are adequately financed
ξ Remember too that the finance available will impact on the other three
project constraint
17. True project constraints
Common project constraints - 2
Constraint Key points
Specification ξ Each project should specify the exact standard of work required for all
the work scheduled to be performed
ξ The specification should not contain any loose terms, ambiguity or
missing requirements
ξ The specification should state the standard of the end products
whenever possible in quantitative terms, including tolerances,
performance finish, reliability and maintainability
ξ As with the two earlier constraints, the specification can also impact on
time, cost and resource constraints
ξ Specifications sometimes change once the project is under way,
causing delays and increases in costs
Resources ξ Finally, each project requires that an appropriate range of resources be
assigned to complete the scheduled work
ξ Some human resources might require additional training
ξ Resources are often over-allocated, causing scheduling conflicts, delays
and cost over-runs
18. Fine-tuning the project outcome
These four constraints form the parameters of the project. That is, collectively
they determine the project's optimal outcome as depicted below,
Time
Optimal
Cost Project Resource
outcome
Specification
19. Constraint interdependences - 1
Nothing happens in a project that isn't related to one or more of these four
constraints as shown below,
Constraint If increased If decreased
Specification ξ Additional finance could be ξ Money could be saved through the
required to fund the new features down-graded specification.
and/or the resources required. ξ Resource assignments could be
ξ Better skilled resources may be changed to allow less skilled
required. resources to complete the tasks.
ξ More time may be needed to ξ Time may be saved by taking less
complete th project. functionality from the project, though in
some cases the less skilled resources
might add time to the project
Time ξ Resources could be reassigned ξ Increased resources will be required to
to other projects. compress the work timeline.
ξ Scheduled tasks could be ξ More costs will be incurred to fund the
delayed. compressed schedule.
ξ Costs could increase due to ξ The specification may come under
prolonged work activities. review as the project team looks for
ξ More time could prove the ways to save time.
catalyst in fine-tuning the
specification.
20. Constraint interdependences - 2
Constraint If increased If decreased
Budget ξ Higher skilled resources could ξ One immediate way to save money
be deployed. is to shed resources.
ξ More resources could be ξ Another way is to downgrade the
assigned which could shorten specification.
completion times. ξ With less money, the timeline might
ξ Additional funding could allow shorten if less work is now required,
for the upgrading of the original or it may lengthen if the resources
specification. now require additional time to
complete all the work with fewer
resources.
Resources ξ With more resources, more ξ If resources are removed, the time
money might be required. required to complete the project will
ξ Completion times could be probably increase.
shortened. ξ Money might appear to be saved,
ξ With the greater number (and though the additional completion
diversity) of resources, time may well erode any savings.
opportunities might also exist to ξ The agreed specification may not be
upgrade the specifications. completed to the same high level
with fewer resources available.
21. Constraint interdependences - 3
Think back to the beginning of this section. The claim was made that
nothing happens in a project that falls outside these four constraints.
While some would refute this claim, many others support the notion of
interdependent constraints as they create and manage their projects.
Failure to identify and 'massage' these constraints accordingly can lead
to any of the following problems:
ξ
Project 'drift', where the project loses direction and commitment.
ξ
'scope creep', where the deliverable agreed at the start of the project
suddenly changes to another requirement.
ξ
'premature termination' resulting in the project (successful or
otherwise)being shut down.
22. The phases of a project β
its life cycle
ξ
To expand our knowledge of the essentials of project management
further, we identify the four stages that signal the project's evolution.
ξ
Irrespective of what the project is, each project progresses through a
series of stages from beginning to end.
ξ
The 'staged' project evolution is know as the project life cycle.
ξ
In the following four slides a variety of non-project life cycles is discussed
first.
23. Industry life cycles
The marketing life cycle
In a marketing context, products and services follow a set evolution from
their initial research and development stage to their later decline and
potential disappearance from the market. These stages are identified below.
Stage No. Stage Explanation
1 Research and development Marketing research is conducted to uncover customer
needs. Products and services are then designed
around those needs.
2 Introduction The product or service is released n the market for
sale.
3 Growth As sales increase, prices fall, features improve and
competition increases.
4 Maturity Sales begin to level out as the market reaches
saturation point
5 Deterioration Sales begin to fall as newer products and services
erode the sales and customer base.
6 Decline Sales have fallen to the point where the product or
service may be withdrawn from the market.
24. Industry life cycles
The economic life cycle
In economic terms, the business cycles, which are changing patterns of
economic growth over time, pass through known stages. The table below
depicts this cycle as consisting of three stages.
Stage No. Stage Explanation
1 Prosperity This stage is characterised by low unemployment, high total income
and high purchasing power. There would also be signs of economic
growth, optimistic consumers and a stimulated economy.
2 Recession During recession, increased unemployment, falling total income,
together with reduced purchasing power, would be evident.
Increasing price awareness, increased savings and conservative
spending patterns would be apparent.
3 Recovery The recovery stage would see unemployment beginning to drop,
consumer confidence returning and previously postponed
purchases being now bought.
25. Industry life cycles
The construction engineering life cycle
Naturally construction and engineering projects also pass through
project phases, as shown below,
Stage No. Stage Explanation
1 Initiation The client and construction company agree on the
project's outcome. Risk assessment, feasibility studies
and financial modelling will occur.
2 Design Detailed designs and costing are finished.
3 Implementation Construction commences.
4 Handover The deliverable is completed and handed to the client.
26. Industry life cycles
New product development life cycle
Even new product development projects can be investigated through the life
cycle analogy, as illustrated below,
Stage No. Stage Explanation
1 Idea generation An idea is generated β from a range of sources
including the client, research, market conditions or
competitive behaviour.
2 Product definition The idea is refined to the point where it can be
precisely defined, which will include initial costings
and designs.
3 Product engineering Following reviews, the idea is developed into a
'working model' for further testing and evaluation.
4 Pilot start-up Market-based research and sampling will occur to
ensure the product or service will be adopted by the
market. Pre-production setup will also take place.
5 Manufacture Fullscale manufacturing occurs in readiness for a full
market release and sales.
6 Marketing In line with the product launch, fullscale marketing
activities commence.
27. The project management life cycle
There are a number of stages in project management β its life cycle β with
each stage integral to the overall success of the project.
The obvious question would be: How many stages are there and what are
their names?
This is an area where few project management authors agree.
Some believe that a project evolves through the 12 stages displayed on
the next table.
28. A 12-stage project management
life cycle
Stage No. Stage Explanation
1 Definition An idea is generated that forms the basis of the project deliverable.
2 Feasibility The idea is fully researched to identify the costs, benefits, risks and
other impacts generated or have to be resolved.
3 Initial specification Tentative specification ('scope of works') is prepared identifying the
resources required.
4 Estimation The project costs are determined.
5 Proposal A formal, thoroughly researched and documented proposal is put
forward for consideration (sometimes called 'business case').
6 Planning Work packaged to be performed on the project detailed and
scheduled.
7 Design Designs finalised prior to implementation (the production stage).
8 Implementation Work is commenced on the projec.t
9 Installation On some projects, the deliverable may need to be installed in the
client's premises.
10 Commissioning The formal stage where deliverable is 'handed over' to client.
11 Run-up Initial full scale operation (testing) of deliverable under normal
working conditions.
12 Review A complete project audit from stage 1 to stage 12.
29. A 4-stage project management
life cycle
With so much discrepancy over the number of stages in a project's life
cycle, it is proposed to reduce it to only four stages.
Why only four?
Simple, with four stages all the project work can be captured and more
importantly each stage can be managed.
This ensures that the project is completed as scheduled.
The four stages are summarized on the next slide.
30. A 4-stage project management
life cycle
Concept Schedule Progress Outcome
Time
As the project evolves, each stage has its own particular characteristics
representing a mix of the four project constraints cited earlier:
ξ
Time
ξ
Cost
ξ
Specification
ξ
Resources
31. The four stages to a project in
more detail
Stage No. Stage Explanation
1 Concept Thin of this as the 'idea' stage where the project is conceived.
Preliminary goals are discussed, problems raised, potential benefits
identified, alternative approaches researched and provisional costings
determined.
2 Schedule Following the decision to proceed (in the concept stage), all the work
required by the project is scheduled. Objectives are finalised,
resources are assigned, quality is signed off n, final costings are
approved, the timing agreed and all other administrative matters are
determined.
3 Progress The project has commenced during this stage and the emphasis is
moved to tracking actual progress using the schedule developed in the
previous stage as the comparison point of reference. All work is
monitored, controlled and corrected where necessary with schedules
being reviewed, revised and updated as required.
4 Outcome Finally, the project has been completed with the deliverable handed
over to the client. Resources are disposed of or reassigned, the
project is evaluated, reports are written and presented, and the
administration arm of the project is closed.
32. The project life-cycle inputs
Key concept inputs Key schedule inputs Key progress inputs Key outcome inputs
ξ Project selection ξ Project variables ξ Ongoing progress ξ Document client
ξ Problem or opportunity reviewed and redefined review and control acceptance
trigger ξ Breaking down the ξ Progress, status and ξ Document project
ξ Alternative solution project into activities forecast reports outcome
discussed ξ Schedule developed, ξ Manage change ξ Conduct project
ξ Consistent with revised and baselined requests evaluation and audit
organisational ξ Estimating contingency ξ Managing contracts ξ Contract closeout
capability factors ξ Dealing with team ξ Team and stakeholder
ξ Project benefits ξ Identify critical path issues de-brief
identified ξ Source and assign ξ Corrective and/or ξ Communicate lessons
ξ Critical success factors resources reinforcement action learned
identified ξ Quality measures in ξ Managing escalation ξ Resources reassigned
ξ Risks identified place issues ξ Retentions, certificates
ξ Expectation agreed ξ Procurement ξ Managing meetings and warranties
ξ Project sponsors specifications finalised ξ Controlling and ξ Archiving and recording
located ξ Contracts formulated reporting progress ξ Celebrate team's
ξ Essential stakeholders ξ Control measures ξ Explicit decision to success
confirmed identified commit more time, ξ Decision to close out
ξ Explicit decision to ξ Explicit decision to resources and money in
commit more time, commit more time, proceeding to next
resources and money resources and money in stage
in proceeding to the proceeding to next stage
β next stage
33. The benefits of using project
life cycles
The project lifecycle :
ξ provides an overriding narrative of the total project;
ξ limits and orders the project's progress through clearly defined stages (some
might call these decisions gates);
ξ provides points of reference against which stakeholders can assess progress;
ξ enables an overview of the total project to be maintained and in perspective;
ξ allows for all project tasks to be correctly identified and partitioned under the
appropriate stage of work;
ξ fosters the sequential management of the project schedule through all stages;
ξ promotes a sense of urgency throughout the schedule;
ξ clearly identifies the stage where different resources will need to be procured;
ξ works towards integrating all the project activities along a continuum;
ξ provides tangible evidence of the planning process;
ξ acts as a guide for all project activity;
ξ assists in detailing responsibility among project stakeholders;
ξ divides the project into manageable portions.
34. The physical output of the project
life cycle
Benefits aside, each stage of the life cycle also has a number of specific
outputs that are unique (in most cases). A preview of these is provided in
the Table below.
Concept outputs Schedule outputs Progress outputs Outcome outputs
ξ Client brief ξ Stage, task and ξ Performance ξ Handover
ξ Business case milestone detail β standards ξ Acceptance testing
ξ Feasibility study including duration, ξ Inspection and ξ Project audit
ξ Risk assessment sequencing and monitoring/testing ξ Completion checklist
ξ Scope resources plan ξ Feedback and
documentation ξ Revised timelines ξ Purchase orders evaluation
ξ Stakeholder (PERT/Gantt) ξ Performance reports ξ Approvals
analysis ξ Revised cashflows ξ Change of scope
ξ Budget forecasts and budgets requests
ξ Procedures and ξ Resource matrix ξ Progress claims
policies ξ Baseline project ξ Corrective action
ξ Meeting minutes schedule ξ Contracts
ξ Approvals ξ Approvals ξ Revised schedules
ξ Approvals
35. The stakeholders to the project
Stakeholders are the parties with a vested interest β positive or negative
in the success (or otherwise) of the project.
Not every stakeholder must actively support and promote the project's
success.
While this would be appreciated by other stakeholders, reality and case
studies suggest that each project has its mix of champions, workers and
protagonists.
One of the key roles that the project manager performs is to:
Identify all stakeholders
ξ
Determine their needs and expectations
ξ
Influence and manage those expectations
ξ
Project stakeholders on any project are found internal and external to the
project and come under different names, e.g. owners, suppliers, etc
36. Project stakeholders
Key stakeholder Key roles performed
Sponsor β initiates the project ξ Determines project's relevance to organisation
And supports the team's most senior ξ Champions project from a position of seniority
members ξ Acts as an inspirational figurehead
ξ Helps to finialise top level goals
ξ Works to minimise operational constraints
Project steering team β a group of ξ Aligns projects to corporate objectives
project sponsors who monitor the status ξ Provides clear strategic direction where required
of all active projects ξ Prioritises active projects where conflicts exist
Project manager β leads the project ξ Provides and manages the project schedule
team and delivers the project goal ξ Motivates, develops and rewards the team
ξ Communicates project information
ξ Monitors and reviews progress
Team member β performs specific ξ Provides technical skill and application
actions required in the project ξ Responsible for project task performance
ξ Takes directions from project manager
Client β person owning the project ξ Provides direction for project manager
ξ Influences how outcomes will be achieved
ξ May initiate project changes
Supplier β delivers the goods and ξ Delivers supplies to the project as required
services by the project ξ Compliance with contractual conditions
ξ Provision of logistical support
37. The stakeholders to the project
More than merely identifying each stakeholder, each stakeholder's needs
(stated or unstated) and particular interests must be identified prior to the
start of the project.
This enables information and decisions to be relevant and directed towards
the appropriate stakeholder β particularly in times of delays, cost over-runs,
variations and other escalating issues.
38. The stakeholders to the project
You should research the following:
Understand each stakeholder β What interests in the project do they
have? How involved will they be? What information do they need? How will
they make decisions?
Understand the environment in which they operate - Who are their
allies and enemies? What influence do they have? What are the 'right'
channels of communication? What protocols should be observed? How
much authority and power do they have?
Understand their information needs β Different stakeholders will
require different types, amounts and timing of information. Some might want
'progress' information on the project up to a point in time. Others might
require 'status' information or forecast completion data.
39. The stakeholders to the project
You should also research the following:
Understand how this information will be presented β That is,
what is the preferred communication channel of each stakeholder?
ξ
Formal project reports (commonly referred to as 'progress', 'status' and
'forecast' reports
ξ
Project meetings
ξ
Email
ξ
In person
ξ
Newsletters
ξ
Social gatherings
ξ
Fax
ξ
Phone
40. Summary
ξ
The study of project management borrows heavily from a number of
associated disciplines, including science, management, engineering,
business, human resource management, marketing and finance.
ξ
Modern-day project management provides the necessary tools, methods,
ξ
processes, structure and guidelines in creating and managing projects.
ξ
Managing projects is different from everyday management activities due to
the discrete characteristics of projects.
ξ
Recall that projects are time, budget, specification and resource constrained,
involve diverse stakeholders and require a number of connected tasks to be
completed.
ξ
Project management enables a 'measured' trade-off between task and
resource decisions to be executed.
ξ
It provides the framework or life cycle for completing the project goal and
objectives as agreed by all stakeholders