46871746 Project Life Cycle

7/29/2019 46871746 Project Life Cycle

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Project Management Environment

Chapter 2

PMP Preparation Training


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Source: pmbokguide 2000 2002 Robbins-Gioia, Inc. 2-2

Objectives

To be able todescribe:

Project life cycle

Characteristics ofthe project phases

Key project stakeholders

Organizational and socioeconomic influences

on the project Key management skills usedin managing a

project


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Project Life Cycle

Defines the beginning and end of the project

Divides the project into phases that provide better

management control and the appropriate links to

the ongoing operations of the organization

Defines the beginning and end of the project

Divides the project into phases that provide better

management control and the appropriate links to

the ongoing operations of the organization


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Phase Characteristics

Deliverables Tangible, verifiable workproducts

Reviews Evaluation ofdeliverables and project

performance

Phase Exit Criteria Measurements used todetermine if

project should gointo next phase


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Characteristics of Life Cycle Defines the beginning and endofthe project

Deliverables usually approved before work

starts on the next phase

Sometimes a subsequent phase is begun

prior to approval ofthe previous phase.

This is calledfast tracking.

Defines technical workandimplementers


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Characteristics of Life Cycle(cont.) Cost and staffing levels are low at the start,

higher towards the end, anddrop as project

closes

Probability ofproject success is low at thestart ofthe project and gets progressively

higher as the project continues Cost ofchanges andoferror correction

generally increases as the project continues


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Phases and Resources Usage

Concept 5%

Development 20%

Implement 60%

CloseOut 15%


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Project StakeholdersIndividuals and organizations who are

actively involved in the project and whose

interests may be positively or negatively

affected by the project success or failure

Individuals and organizations who are

actively involved in the project and whose

interests may be positively or negatively

affected by the project success or failure

Key Stakeholders Project manager Manages the project

Customer Uses the product or service

Performing organization Enterprise that does the project work

Sponsor Provides financial resources


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Organizational Influences Organizational systems

Project-based

Derive income by performing projects forothers

Treat on-going operations as projects (management

by projects)

Non-Project-based

No project-oriented systems in place to support

project needs efficiently and effectively


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Organizational Cultures

& Styles

Shared values, norms, beliefs, and

expectations Reflectedin policies and procedures, view

ofauthority relationships, etc.

Directly influences the project


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Organizational Structure Functional organization Hierarchy

where each employee has one clear superior

Projectized organizationMost of

organizations resources are involvedin

project workand report to the project

manager

Matrix organization Blendofboth


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Organizational Structure ProjectOffice

Provides services ranging from supportfunctions to project managers, such as training,

software, templates, etc. to actually being

responsible for the results ofthe project


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Functional Organization Specialists grouped by function

Difficult to cross functional lines

Barriers exist on horizontal information flow

Functional emphasis loyalties may impede

completion

Organizational Planning


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Matrix Organization Multiple-command system

Individuals from functional areas assignedontemporary basis to PM

Individuals return tofunctional organization

Careful plans and procedures needed to minimize

effects ofdual reporting



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Matrix Organization Advantages

Visible objectives

Efficient utilization ofresources

Better co-ordination Betterinformation flow

Retention ofhome after project

Disadvantages

More than one boss

Complex structure to control

Differing priorities ofPM andFM

Duplication ofeffort

Conflict



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ProjectizedOrganization Emerges from functional when latterimpedes

progress

Line ofauthority is the PM

Uncertainty where to goon completion ofproject

Tendency to retain assigned personnel too long

FMs feel threatened as people are removedfrom

their areas



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Organizational StructuresType PM Authority

Functional None

Project Expediter Low

Project Coordinator Low

WeakMatrix Low> Medium

Strong Matrix Medium> High

Projectized High



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General Management Skills Leading

Establishing direction, aligning people, motivating,

andinspiring

Communicating

Reporting project performance; deciding how, when,

in what form, and to whom

Negotiating

Conferring with others in order to come to terms or

reach an agreement


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Social-Economic-Environmental

Influences

Projects have positive or negative

impacts on people, economics, and theenvironment

Organizations are accountable for these

impacts


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Standards and regulations

Project plan should reflect how standards

and regulations affect the project

Internationalization

Consider the effect oftime-zone differences,

national holidays, travel requirements,teleconferencing, and political differences


Influences


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Cultural influences

Projects operate within a context ofcultural normsthat affect the way people andorganizationsinteract

Social-Economic-Environmental Sustainability

Projects have unintended positive and negative impacts

on people, the economy and the environment

Organizations are increasingly accountable for projectimpacts


Influences


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Summary Review Questions

Documents

46871746 Project Life Cycle