life cycle of a project97-03 03 may final vv

8/3/2019 Life Cycle of a Project97-03 03 May Final Vv

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InspirationOperation

A miracle occurs

Time span between the two end points is called a project cTime span between the two end points is called a project c ycleycle


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IntroductionDefinition

Stages/Phases of a Project Cycle ApproachesEffort Vs Time

Conclusion


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The Project Life Cycle refers to a logicalsequence of activities to accomplishthe projects goals or objectives.

Regardless of scope or complexity,any project goes through a series of phases

during its life.


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Sequential but overlapping

Useful for allocation of resources

Important to carry out the budgeting

Different for different Industries


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M any industries use variations on these projectstages.For example, when working on a brick and mortardesign and construction, projects will typicallyprogress through stages like Pre-Planning,Conceptual Design, Schematic Design, DesignDevelopment, Construction Drawings (or ContractDocuments), and Construction Administration.

In software development, this approach is often knownas the waterfall model i.e., one series of tasks afteranother in linear sequence.


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Definition

Initiation Planning Execution M onitoring & Control Closure


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D efinition

Before a project starts the project manager must make sure thefollowing have been clearly defined

P roject goals Objectives Scope Risks Issues Budget Timescale

This must be communicated to all the stakeholders to get their concurrence.

Any differences of opinion need to be resolved before workstarts.


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M ost important stage of any project Terms of reference are set The business case is declared, Scope of the project decided Stakeholder expectations set.

Time spent on planning, Refining the business caseand communicating the expected benefits will help

increase the likelihood of success.

It is tempting to start working quickly, but a poor initiationstage often leads to problems and even failure

I nitiation


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Develop a Business Case

Research the business problem or opportunity Identify the alternative solutions available Quantify the benefits and costs of each solution Recommend a preferred solution to your sponsor Identify any risks and issues with implementation Present the solution for funding approval

Undertake a Feasibility Study Research the business problem or opportunity Document the business requirements for a solution Identify all of the alternative solutions available Review each solution to determine its feasibility List any risks and issues with each solution Choose a preferred solution for implementation Document the results in a feasibility report


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Establish the Project Charter Identify the project vision and objectives Define the complete scope of the project List all of the critical project deliverables State the customers and project

stakeholders List the key roles and their responsibilities Create an organizational structure for the

project Document the overall implementation plan List any risks, issues and assumptions


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Appoint the Project Team Define the real purpose of the role List the key responsibilities of the role Define who this role will be reporting to Create a detailed Organizational Chart List the skills and experience needed Define any relevant qualifications Set out the key performance criteria Identify the salary and workingconditions


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Set up the Project Office Identify the right location for your P M Oteam

Ensure that you have the correctinfrastructure

Procure the right P M O equipment andtools

Define the P M O roles and responsibilities Put in place suitable standards andprocesses


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Perform Phase Review Project is currently delivering to schedule Budget allocated was sufficient at this point Deliverables have been produced and

approved Risks have been controlled and mitigated

Issues were identified and resolved Changes were properly managed Project is on track


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The key to a successful project is in the planning.Creating a project plan is the first task you should dowhen undertaking any project. Often project planning isignored in favour of getting on with the work. However,many people fail to realise the value of a project plan insaving time, money and many other problems.


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Creat a Project Plan Identify all of the phases, activities and tasks Sum up the effort needed to complete those tasks Document all of the project inter-dependencies List the planning assumptions and constraints Create a detailed project planning schedule

Create a Resource Plan Types of labor required for the project Roles and key responsibilities for each labor type Number of people required to fill each role Items of equipment to be used and their purposes Types and quantities of equipment needed Total amount of materials needed

Create a Financial Plan Types of labour costs to be incurred during the project Items of equipment needed to deliver the project Various materials needed by the project Unit costs for labor, equipment and materials Other costs types such as administration Amount of contingency needed


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Create a Quality Plan Identifying the customers requirements Listing the project deliverables to be produced Setting quality criteria for these deliverables Defining quality standards for the deliverables

Gaining your customers agreement with the targets setCreate a Risk Plan

Identify risks within your project Categorize and prioritize each risk Determine the likelihood of the risks occurring Identify the impact on the project if risk does occur

Create an Acceptance Plan Creating a full list of all project deliverables Listing the criteria for gaining customer acceptance Putting in place, acceptance standards to be met


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Create a Communications Plan Listing your communications stakeholders Defining each stakeholders communication needs Identifying the required communications events Determining the method and frequency of each event Allocating resource to communications events Building a communication event schedule

Create a Procurement Plan Define your procurement requirements Identify all of the items you need to procure Create a sound financial justification for procuring them

Contract the Suppliers Defining the type of supplier that you wish to appoint Describing the materials and equipment you need Specifying the deliverables to be provided by the supplier Stating your terms and conditions for payment


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Define the Tender Process Types of Tender Forms released Release date and release details Status such as; Approved, Released, Distributed Outcome of the release of the Tender Forms

Issue a Statement of Work Defining the type of supplier that you wish to appoint Describing the materials and equipment you need Specifying the deliverables to be provided by the supplier Stating your terms and conditions for payment

Issue a Request for Information Defining your supplier needs Informing supplier of your procurement process Specifying the rules and timeframes for engaging with

suppliers

Selecting suppliers for your business


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Issue a Request for Proposal Tell suppliers about your purchasing needs Inform suppliers of the information that you need from them M ake your preferred supplier decision

Create Supplier Contract Deliverables to be provided by the supplier Training, documentation and support to be provided Responsibilities of both parties Performance criteria and review process Pricing schedule and invoicing process Contractual terms and conditions

Perform Phase Review Project is under schedule and within budget Deliverables have been produced and approved Risks have been controlled and mitigated Issues have been resolved Project is on track


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Ex ecution


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Once the project is running it isimportant the project manager keeps

control. This is achieved by regularreporting of issues, risks, progress andthe constant checking of the businesscase to ensure that expected benefits willbe delivered and are still valid. A projectthat is not controlled is out of control


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Perform Time M anagement Put in place a process for recording time within

projects

Use Timesheets to monitor the time spent by staff Identify and resolve time management issues Keep your Project Plan up-to-date at all times

Perform Cost M anagement Identify each of the costs within your project Ensure that expenses are approved before

purchasing Keep a central record of all costs incurred Control the overall cost of your project


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Perform Quality M anagement Set Quality Targets to be met by your team Define how those quality targets will be measured Take the actions needed to measure quality Identify quality issues and improvements

Report on the overall level of quality achievedPerform Change M anagement Identify requests for change Confirm the feasibility of each change Control the way that change is undertaken M anage the approval of change

Perform RiskM

anagement Identify critical and non-critical risks Document each risk in depth by completing Risk Forms Log all risks and notify management of their severity Take action to reduce the likelihood of risks occurring


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Perform Issue M anagement Identify and record issues clearly Use Issue Forms to document issues properly Determine the impact of each issue

Prioritize issues and report on their status Review all issues and decide on a course of action Take the steps needed to resolve issues quickly

Perform Procurement M anagement Identify the goods and services to procure Complete Purchase Orders and issue to suppliers Agree on delivery timeframes and methods Receive goods and services from suppliers Review and accept the items procured Approve supplier payments


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Perform Acceptance M anagement Perform proper user acceptance testing Use acceptance forms to document the results Request your customer's final acceptance Communicate the acceptance testing results

Perform Communications M anagement Identify the messages that need to be sent Determine your target audience for communication Decide on your message format and timing Draft your message and gain approval where required Communicate your message, through communications

events Gather feedback and improve your communication

processes


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Closure

Often neglected, it is important to ensure that aproject is closed properly.M any projects never end because there is no formalsign-off.It is important to get the customers agreement that aproject has ended and that no more work will becarried out.Once closed, the project manager should review theproject and record the good and bad points so

successes can be repeated and failures avoided. A project that is not closed will continue to consumeresources, albeit slowly.


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Project ClosureProject Closure involves releasing the final

deliverables to the customer, handing over projectdocumentation to the business, terminating suppliercontracts, releasing project resources andcommunicating project closure to all stakeholders.The last remaining step is to undertake a Post

Implementation Review to identify the level of project success and note any lessons learned forfuture projects.


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Perform Project ClosureIdentifying the project completion criteriaListing any outstanding activities or deliverablesCreating a plan for passing deliverables to your customerPlanning the handover of project documentationClosing supplier contracts and agreementsReleasing projects resources to the businessCommunicating the closure of the project

Review Project CompletionM easuring the benefits and objectivesDeciding whether the project was within scope

Assessing the final deliverables producedReviewing the project against scheduleComparing the expenditure against budgetStating the final outcome of the project


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A traditional phased approach identifies a sequence of steps to be completed. In the "traditional approach", wecan distinguish 5 components of a project (4 stagesplus control) in the development of a project:


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It is a method of planning and managingprojects that puts more emphasis on theresources (physical and human) neededin order to execute project tasks. Themost complex part involves engineeringprofessionals of different fields (Civil,

Electrical, M echanical etc) workingtogether.


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