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    Approved Study Center

    ALLAMA IQAL OPEN UNIVERSITY (AIOU)

    ASSIGNMENT # 02

    COURSE: PROJECT MANAGEMENT (5577)

    LevelExecutive MBA/MPA (3rd) Semester: SPRING 2010

    Submitted to

    MR.QALANDAR HAYAT

    Submitted By

    Muhammad Idrees

    Roll # AD514761

    Cell# 03006719422

    [email protected]

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    ACKNOWLEDGEMENT

    I would like to thank first of all my teacher Mr. Qalandar Hayat for his kind

    briefing regarding this Assignment.

    My teachers and internet were a big source in accomplishment of my

    Assignment.

    My class fellows also deserve an Appreciation and Gesture of thankfulness

    since their guidance also helped a lot.

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    Project Management - Project Life Cycle

    A complete report for Project Life Cycle

    The Project Life Cycle consists of four phases:

    Define Plan Do It! Close

    Note: Depending on the project management method used, the project lifecycle phases may be referred to in other terms, such as:

    Initiate, Speculate, Explore, Adapt and Close Define, Plan, Execute and Deliver

    Define

    In this phase, solutions to an academic or business opportunity are evaluatedand the preferred approach is defined. The project team decides what they

    intend to produce (deliverables) and how they will know they have completed

    the project.

    Participants involved in developing the project proposal and business needs

    documents include the sponsor, business process owner(s), project manager,

    business analyst(s) and technical architect.

    The Business Case precedes a project's definition and explains why the project

    is being initiated. Projects can be initiated to create a final business case; in

    that situation, a Preliminary Business Case to confirm strategic fit and business

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    need, typically no more than one or two pages, sets the groundwork for a

    project that will have a full business case as its result.

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    In larger projects, the completion of each software cycle deliverable provides a

    "gate" at which a decision to continue to the next step can be made. In smaller

    projects, the steps may be combined or occur in rapid succession. See size of

    projects and types of project risks to determine what templates and examples

    you will need to follow: basic or full. Project management processes produce

    the following deliverables during the definition stage of the project life cycle:

    Basic Project

    Project Brief Governance Structure Communication Plan Risk Assessment Budget Plan Meeting Notes

    Full Project

    Project Charter Governance Structure Statement of Guiding Principles Team Contract Communication Plan Risk Assessment & Management Plan Budget Plan Meeting Notes

    The final activity in the definition stage is launching the project. A "kick-off"

    meeting with sponsor, business process owners and full project staff ensures

    that everyone is familiar with the business need being addressed, the

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    principles guiding the work, the development and project management method

    being used and the overall release schedule. Professional development

    requirements are discussed in terms of the skill development plan for the

    project during the planning; if required, training sessions are scheduled very

    soon after the launch.

    Plan

    This is the phase of the project where the concept is verified and developed

    into a workable plan for implementation. The objectives are defined along with

    the required deliverables.

    The purpose of this stage is to develop the project management plans acrossthe following areas:

    1. Integration (Coordination, Planning, Change Control)2. Scope3. Time (Schedule)4. Cost (Budget)5. Quality6. Human Resources (Staffing)7. Communications8. Risk9. Procurement

    At this stage the core project team is formed. It includes the business process

    owner(s), project manager, clerical support, business analyst, subject matter

    expert, technical architect, technical lead, programmer and database

    administrator.

    Key stakeholders or representative key stakeholders are consulted and

    advisory committees or task groups are identified and formed.

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    Remaining skills and personnel requirements are identified and assignment or

    hiring proceeds.

    Project management processes produce the following deliverables during the

    planning stage of the project life cycle:

    Basic Project

    Scope Statement Schedule Basic Competitive Bids & Purchase Order Communication Bulletins Meeting Notes

    Full Project

    Scope Statement Risk Assessment & Management Plan Budget Plan Procurement Plan Staffing Plan Quality Assurance Plan Plan for Managing Issues Statement of Intended Operations Organization Schedules Full Communications Bulletins Meeting Notes

    Do It!

    This is the phase of the project where the project plan is carried out. Projects

    proceed in different ways depending on the required project outcomes as well

    as the schedule, staffing and cost constraints. Project management activity

    during this phase involves:

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    Keeping people informed about progress of the project, ensuring projectpriorities are understood and translated into which activities are "in progress."

    Monitoring the environment, anticipating problems and taking action to counterany issues affecting the project scope, schedule or budget.

    Reviewing change requests with the project team and recommending whetherthey will be done within the project or not. Change requests may result.

    Project management processes produce the following deliverables during the

    execution stage of the project life cycle:

    Basic Project

    Meeting Notes Status Reports (includes risk log) Schedules Issue Resolution Log Project Delay Log

    Full Project

    Meeting Notes Status Reports (includes risk log) Schedules Issue Resolution Log Project Delay Log Change Requests

    Close

    The project process is completed and documented, and the finished product is

    transferred to the care and control of the owner. The long-term objective is to

    build a project management repository to document best practices, lessons

    learned, and examples of various documents that may be developed during a

    project.

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    Project management processes produce the following deliverables during the

    delivering stage of the project life cycle:

    Basic Project

    Lessons Learned Closing Report

    Full Project

    Lessons Learned Closing Report

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    Project Management - Size of the Project

    The size of the project measured by investment (dollars, days of effort) and

    the probability the project will face particular risks greatly influences:

    the recommended (and required) formality associated with completion ofeach project phase;

    the number of advisory bodies the communication needs the technique used in finalizing requirements and product "look and feel" the required experience level of the personnel assigned or recruited to

    manage the project

    the required experience level of the personnel assigned or recruited asteam members completing the project deliverables or outcomes

    when and how often the project approval body or sponsor must beconsulted for approval to proceed

    Information technology projects often involve the purchase of expensive

    equipment or software. If such products are new to the University, the project

    risk increases as shown by the project risk table.

    Regardless of the investment required for hardware or software, the critical

    investment is the people whose skills are needed to produce the desired

    outcomes. The work effort and associated Human Resources (HR) budget must

    be considered when determining the approach to use to manage and complete

    the project.

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    ClassificationWork Effort

    (Days)

    Probability of HR

    Turnover through Project

    Duration

    HR Budget

    Project

    Management

    Guidelines

    Small 1 Year High >$1,000,000

    Project Management - Types of Project Risk

    Risk Low Medium High Very High

    Schedule flaw

    materializes

    Product will be

    useful whenever

    put into

    production

    Product has three

    or four possible

    implementation

    dates

    Product is most

    useful on an annual

    cycle or must meet

    a legislated

    deadline

    Product has

    multiple

    components cross-

    reliant on data;

    components must

    be released

    according to policy,

    academic or

    legislated deadline

    People Leave the

    Project

    15

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    Knowledge of

    Technology

    Expert Familiar New to U of S Leading Edge to

    most universities

    Knowledge of

    products andrequirements

    developing during

    course of the project

    Replacement

    does not involvebusiness process

    change

    New processes,

    with both businessowner and

    business analyst

    having experience

    with

    implementing the

    product

    New processes,

    developing internalexpertise with

    consultant support

    New processes,

    developing internalexpertise without

    consultant support

    Complexity Well defined; no

    controversy or

    technical glitches

    expected

    Well defined;

    some areas of

    uncertainty can be

    addressed early in

    the project

    Multiple

    approaches will

    achieve the goal;

    choice to be made

    during course of

    project

    Solution is

    unknown or

    vaguely defined

    Visibility of Project Affects

    department

    support or

    technicalpersonnel

    Affects support

    and technical

    personnel and

    instructors insome colleges

    Affects students,

    instructors and

    support personnel

    in several colleges

    Affects students,

    faculty, staff in

    many processes

    used by all collegesand departments

    Cost of Project Failure Minimal impact

    to the college or

    department

    Known & viable

    contingency plan

    Contingency plan is

    possible but acting

    on it is not

    desirable

    Contingency plan

    cannot be

    identified or is too

    costly to be realistic

    Project Management

    Guidelines

    Basic Full Consider splitting

    the project for

    clarity and success

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    Project Management - Project Outcomes

    Project teams consist of personnel with skills and knowledge in IT project

    management, business functional requirements, application and database

    security and technical environment specifications; teams come together for a

    period of time to produce an end result or product.

    Examples of types of IT projects include:

    Functional and Requirements Analysis Feasibility Study Needs and Options Recommendation Product Evaluation and Selection Request for Proposal Software Development, Implementation and Integration Purchased Software Implementation and Integration Network Implementation and Upgrade

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    Introduction

    Clear and accurate definition of a project is one of the most important actions

    you can take to ensure the project's success. The clearer the target the more

    likely you are to hit it. Defining a project is a process of selection and reduction

    of the ideas and perspectives of those involved into a set of clearly defined

    objectives, key success criteria and evaluated risks.

    This definition process should culminate in the production of a Project

    Definition document, sometimes called a Project Charter. The Project

    Definition document should be approved and issued by a manager with theauthority to apply organisational resources to the project activities. Therefore,

    the seniority of the manager or the management team will be commensurate

    with the size, cost and business value of the project. As a minimum, the

    Project Definition should include a statement of the business need that the

    project seeks to address and the description of the product, service or

    deliverable business objectives that will be its output. When a project is

    performed under a contract between seller and buyer, the signed contract maywell serve as the project charter for the seller. However this may not

    necessarily be the case for the buyer whose project may include more than the

    product or service purchase under the contract.

    The way to define a project is to ask a standard set of questions of yourself (as

    project leader) the project team, colleagues with particular expertise and

    senior managers. The questions fall into the categories given below.

    The Purpose (or Mission)

    This is the reason for doing the project

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    is its title?

    The Goals

    These are the targets we want to meet

    What is it we want to achieve? When do we want to achieve it? What are our specific aims? Why are these goals essential to the project?

    The Beneficial Gains or Scope

    This is how our organisation will gain. Here we define our performance

    criteria and set our quality standards for the project.

    oposed solution?

    the goals an important part of the

    beneficial gain?

    I. E. Is it a learning project?

    ed?

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    First, imagine that you have no constraints. Use brainstorming and other

    techniques to generate ideas that most succinctly describe the Purpose, Goals

    and Beneficial Gains. Now reduce these down to the fundamentals.

    Objectives

    We need to define specific measurable objectives from our broad aims.

    These objectives will tell us if we have met our goals and to what

    standard.

    From our list of specific goals for the project we must develop a set of

    measurable objectives that will confirm that we have reached certain project

    milestones (or way points) including the final one of project completion.

    The measurable objectives (when achieved) demonstrate the extent to which

    the beneficial gains have been achieved, the goals have been met and that the

    purpose of the project has been achieved.

    E.G.

    : A Local Authority has a statutory duty to provide accommodationfor homeless people. It needs to develop a temporary housing strategy

    that removes the need for expensive bed and breakfast accommodation

    for homeless people.

    Measurable Objectives:

    that we have sufficient capacity to meet our expected (150 per

    annum) homeless needs.

    the number of bed and breakfast lets over 2 years from

    100 to 0.

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    that annual cost of accommodating homeless people has

    reduced by at least 10%.

    Key Success Criteria (KSC)

    These are the objectives that, if all else fails, we must meet and/or

    those that we must meet for the project to be deemed successful even

    if other objectives are met and achieved.

    From the list of objectives select those that are critical or key to the success of

    the of the project. These are the items that are critical to those who will benefit

    from the project and those with the responsibilities for judging success criteria

    (Managers, Customers, Members, Shareholders, Stakeholders etc.).

    The purpose of this is twofold. Firstly, to clarify in the minds of the project

    team and service managers what are the essential benefits that the project will

    deliver. Secondly, if circumstances change within the life of the project then it

    is often extremely useful to see what were the agreed success criteria at the

    start of the project.

    The project may then be replanned to ensure the KSC are met or the KSC may

    be formally changed (by Senior Managers in the light of changed

    circumstances) and the project redefined and replanned to ensure they are

    met.

    Deliverables

    The fundamental objective of a project is to deliver something new.

    It is not always easy to distinguish between aims (goals), objectives and

    deliverables. If the project is to create new products or modify existing ones,

    then the list of deliverable items may be as simple as a set of part or product

    numbers. It may be 3 sets; new parts or products, obsolete parts or products

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    and products or parts not affected by the project. These deliverables are easily

    distinguishable from the goal; which may be to increase market share by 7%,

    and the objectives; to have the product shipping by the 3rd quarter of the

    year, at a works cost price of 300, with shipments reaching or exceeding

    5000 per month by end of the year.

    However, the deliverable items may be less easy to distinguish in some

    projects. A project to deliver the implementation of a new integrated housing

    management computer system will deliver parameter set-up, data transfer,

    staff training, etc. But these look very little different from the objectives;

    parameter set-up by 30th March, data conversion by 15th June, and staff

    training by the end of July.

    In the first example, a new product will have a specification (or a set of

    specifications) which defines its essential elements, its functions, its quality

    standards, its marketing requirements, etc. These will form part of the

    project's deliverables or they may have been deliverables of a previous

    research project. Thus the deliverables may be reduced to a simple set of

    inventory numbers.

    The deliverables of the second project should concentrate on the qualitative

    and quantitative aspect of the project. For example, the set-up phase will

    deliver the responsive repairs functions of the Repairs Module but not the

    programmed works functions. The data transfer will deliver the defect

    description but not the itemised repair for completed and paid orders for the

    last 4 years. The training in July will not include the production of statistical

    data.

    In effect, the deliverables list becomes a set of specified outputs (a quantity

    and quality specification) for each milestone or way point of the project.

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    Project Constraints

    Every project has constraints. The primary ones are the trade off

    between Time, Resources and Performance Criteria. We must define

    our project so that we can manage these constraints.

    To define our project we have to make some hard choices to select and

    balance these constraints. Let us look first at Resources and Performance

    Criteria and then Time.

    Resources

    Resources are people, equipment and money. They may be internal or externaland include suppliers, contractors, partners, statutory bodies, governments,

    banks, loans, grants, expert opinion (Lawyers, Accountants, Consultants), etc.

    Generally, we are reasonably good at estimating or obtaining estimates for the

    use and costs of external resources. Where we aren't we can obtain expert

    opinion (another cost). Where we often fail is in estimating the cost of the use

    of our internal resources, particularly people.

    Aside from the employment costs, there are:-

    the costs to the service provision they normally perform, the cost of substitution to maintain the service, the loss of opportunity for them to work on other projects (i.e. the loss of

    the benefit those projects would deliver),

    and the cost of training associated with the project work.Because internal resources are so constrained it is vital that we select our

    projects with the utmost care to maximise the use of that resource. Defining

    projects helps us to make this selection objectively and rationally. Consider

    these definitions :-

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    Work in a project is proportional to the number of Objectives and the

    Performance Criteria

    Clearly, if we reduce the number of our objectives and the performance

    standard (e.g. 5% rather than 10% improvement of sales or reduction of costs

    then we can reduce the work required to complete the project.

    Number of resources deployed x Time = Work

    So, another way of expressing work is in the number of resources we will need

    and the time those resources will have to be deployed on the project. If we can

    reduce the work we can reduce the time and/or the number of resources. It

    must be borne in mind that the relationship between the number of resourcesdeployed and the time it takes to do a given amount of work is not linear.

    Often, just adding people to a project can increase the time because they have

    to be trained, managed and their work co-ordinated with others. All this takes

    work and therefore time.

    If we decide that all the objectives must be met and we cannot reduce the

    work then what other options do we have?

    Time =Work Resource Capability

    Sometimes we can speed up the work by using bigger, faster, more powerful

    machines (computers, plant and machinery) but, of course, this has a cost.

    When the resource is people we can employ more highly skilled, more

    intelligent and more capable people (if we can find them and persuade them to

    work on the project). But, whether it is machines or people :-

    Resource Capability is normally directly proportional to Resource Cost

    And

    Work x Resource Cost = Total Cost

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    Therefore, to reduce the cost of a project and/or to conserve resources for

    other projects we need to keep the work to a minimum consistent with

    achieving the aims and objectives of the project. But as the Work is reduced by

    increasing the Resource Capability there is a trade off between resource cost

    and Total Cost. There may also be a reduction in overall project time and thismay have its own opportunities, benefits and/or cost savings.

    Performance Criteria

    The Performance Criteria are the things the project will deliver and to what

    quality standard they will be delivered. For example:-

    project to connect travelling or home workers to thecorporate computer network may have 3 possible sets of

    performance criteria.

    1. Every external employee must have modem access to

    corporate and external E-mail via the Internet

    2. Every external employee must have access to corporate E-

    mail and one departmental server via ISDN connections

    3. Every employee must have access to all corporate

    computer systems via ISDN (from home) and modem (from

    hotels)

    The equipment costs; the number and complexity of tasks and the

    knowledge requirement associated with each of these performance

    criteria is very different. For example it is not possible to deliverthe same performance using a modem as it is using an ISDN line

    so further definition is required if performance criteria 3 is selected.

    One of the main reasons for producing a well defined Project Definition is to

    ensure that the Performance Criteria are set and agreed. We must define what

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    it will NOT deliver, what it will deliver, and to what quality standard. The clear

    aims and the measurable objectives derived from the definition process enable

    us to set the Performance Criteria and the quality standard. Why is this

    important?

    The number, size and complexity ofProject Tasks are directly proportional

    to the Performance Criteria which have been set for the project. The

    Performance Criteria, therefore, determines the amount of work to be done.

    When looking at resource decisions we have seen that these are directly

    affected by the amount and type of work that has to be done. Therefore, the

    time the project will take and the amount that it will cost can be expressed as

    follows:-

    ThePerformance Criteria are directly proportional to the Resource

    Days required

    divided by the Resource Capability available for each task

    And: as Resource Days x Time = Work

    And: Time =Work divided by Resource Capability

    And: Resource Capability is proportional to Resource Cost

    And: Work x Resource Cost = Total Cost

    And therefore

    Increased Performance Criteria = Increased Project time and ProjectCost

    So, to increase the performance criteria it is almost always necessary to

    increase the Work or to obtain resources with greater capabilities (i.e. they

    can perform the same work in a shorter period of time). For example by using

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    machines or highly skilled staff we can decrease the Resource Days or we can

    choose to keep these the same and increase the Performance.

    Time

    If we choose to reduce the Resource Days by increasing the Resource

    Capability this will not necessarily reduce the Total Cost because the

    reduction in resource days may be out weighed by the increased Resource

    Cost.

    However, improved Resource Capability will reduce the task time and there

    is often a delivery Time Cost associated with a project so that the cost to the

    organization will be less or its income improved. This is the so called 'window

    of opportunity' factor.

    So it is self evident that there is always a trade off decision to be made

    between Time, Resources and Performance Criteria. This is why the

    Project Definition is so important. It allows us to define that trade off, to have

    the senior managers approve it and the consequent allocation of resources.

    Risk Analysis

    We need to identify, quantify and make contingency plans to deal with

    project risks.

    The constraints on a project are one form of risk. The project may well have

    specific constraints that lead to identifiable risks. What do we mean by project

    risk? A risk is anything that will have a negative impact on any one or all of theprimary project constraints - Time, Resources and Performance Criteria.

    Some examples might be:-

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    key person with specialist skills is required for several

    projects. If one of those projects over run then that person will be

    required to work on several projects at the same time. If this is not

    practical then the other projects will be delayed.

    A person selected to do work on a project may not have the skills

    to do the work. If this risk is identified then the project plan can

    allow for training time and learning curve time. Alternatively,

    another resource may be identified.

    A vital machine may be scheduled for maintenance during the time

    it is required for the project. Both the fact of the maintenance

    schedule must be known and the effect of early or late

    maintenance or even machine substitution must be assessed and

    built into the project plan.

    Let us take the example of a new computer system implementation and look at

    what is often one of the most time consuming tasks (one that is so often prone

    to increased duration) and see how we might reduce the associated risks.

    implementing a new computer system the quantity and

    difficulty of data transfer (extracting data from the existing system,

    reformatting it and importing it into the new system) is often under

    grossly estimated. The time the work will take has a great

    sensitivity to:-

    a. IT staff programming skills, their technical knowledge of bothsystems as well as their knowledge about how the old and new

    systems will be operated.

    b. the similarity of previous transfers by the supplier for othercustomers (even similar ones will not be exactly the same),

    c. the similarity between the data in the old and new systems,

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    d. the quality of the data to be transferred,e. the knowledge and skill of the staff who must validate the data

    transferred.

    f. The importance of historic data to the satisfactory operation of thenew system or the service level provision to customers.

    of these will almost certainly be untried to some extent. The

    greater the quantity and type of data transferred the greater the

    work in constructing the data transfer programs and in validating

    the take-on data.

    What are the risks?

    That the 'live' date will be delayed.

    That the system may not operate correctly.

    That the customers will be dissatisfied.

    That the organisation will be publicly criticised.

    That, in consequence, the organisation will lose income or

    market share.

    Risk can be reduced by analysing what is essential data, what is accurate data

    and what is merely nice to have. Risk is minimised by transferring only

    essential data that is also accurate. Re-enter essential but inaccurate data andstore the rest on CD-ROM when the data transfer part of the project is

    complete. You may never use this data but you will have a warm and

    comfortable feeling for having done it. Obviously, putting only your best people

    on the project will also substantially reduce the risk of delay and the

    consequences of having inaccurate data.

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    The Value of Project Lifecycle Methodology

    There are some companies that have built reputations for being able to

    consistently manage projects effectively. However, the vast majority oforganizations have a more spotty reputation. A lot of the blame for these

    problems can be traced back to a lack of project management processes and

    discipline. However, typically if a company lacks processes for project

    management, they also are not going to have a standard process for the

    project lifecycle either. In fact, much of the value of project management

    comes from its application across the lifecycle. The following examples should

    help illustrate this:

    The initial parts of project management focus on defining the work andbuilding a schedule. The schedule is going to be focused on executing the

    project using a lifecycle model. Even if you have great project

    management processes in place, you still need to know the basic models

    for the lifecycle. If you are not clear how you will execute the project,

    you are going to have faulty estimates and a poor schedule. After the project is defined you need to manage it using project

    management process. Many of these processes are based on the

    lifecycle. For instance, problems are going to arise during the execution

    of the project that will require issues management. There are going to be

    quality control and quality assurance processes in place. Some of these

    will focus on the project management processes, but most of the quality

    control work, and much of the quality assurance work, will be focused onlifecycle activities. Likewise, most of the aspects of risk will be related to

    project execution and project deliverables. Risk management is a project

    management function, but its application on a project will typically be in

    relation to executing the lifecycle.

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    Managing people is a project management function. However, except forthe project manager, the project team members are all going to be

    executing various parts of the lifecycle. So the application of people

    management during the project will be in relation to the lifecycle. If you

    do not understand the lifecycle required for your project, you are goingto have problems managing the project team, assigning them the right

    work and dealing with their concerns.

    Project teams cannot be totally successful unless they understand the project

    lifecycle that is applicable to their project. There are many ways to execute a

    project most of which provide for a less than optimum solution. Using standard

    lifecycle processes and techniques help you coordinate resources to achieve

    predictable results. However, it should be understood up front that the lifecycle

    is not totally a science, and there is never a guarantee of success. Since

    projects involve people, there is always complexity and uncertainty that cannot

    be absolutely controlled. Building and managing according to a lifecycle model

    is partly an art that requires flexibility and creativity. A good lifecycle process

    provides the framework, processes, guidelines and techniques to structure the

    work. A good lifecycle increases the odds of being successful, and therefore

    provides value to the organization, project and the project team.

    The value proposition for utilizing a standard lifecycle process goes something

    like this. It takes time and effort to understand and utilize a standard project

    lifecycle across the entire organization. This cost is more than made up for

    over the life of the project by:

    Ensuring that all of the necessary work is included in the initial estimatesand the initial schedule.

    Allowing the use of a standard lifecycle model that may account for themajority of the work required for your project. This increases the start-

    up time required for your project.

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    Helping ensure that planning is done before execution in all steps of thelifecycle. This cuts down on misdirected work and rework.

    Using standard templates and processes gets everyone in theorganization comfortable with the major deliverables required on a

    project and the general flow of the project, again resulting in a faster

    startup time.

    People who complain that lifecycle methodology is a lot of 'overhead' forget the

    point. Your project needs to utilize some type of lifecycle process. The question

    is whether you will learn from and take advantage of pre-existing processes

    and templates, or whether you will attempt to invent everything from scratch.

    Although every project is unique, the lifecycle model typically is not. Thegeneral lifecycle model you use will probably be similar to one that has been

    used dozens (or hundreds) of times at your company before, and millions of

    times in other organizations. There is no reason to reinvent everything for your

    project. It just takes longer and contains more inherent risk. The better

    approach is to utilize a standard set of lifecycle processes, techniques and

    templates.

    After reading this section so far, you might wonder why everyone does not

    utilize a standard lifecycle process. Or you might think about yourself. Why

    aren't you using them? There are probably a couple reasons.

    Good lifecycle processes require an upfront investment of timeand effort for analysis and planning.

    Many people consider themselves to be 'doers'. They might not be as

    comfortable with their analysis, design and planning skills. Many timesthere is a tendency to be handed a problem, and then go out and fix it.

    This works when you have a five-hour change request. It doesn't work

    on a 5,000 hour project. Resist the urge to jump right in. The project will

    complete sooner if you properly plan it first, understand the

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    requirements correctly and design an efficient solution. This should result

    is vastly reducing the time, effort and rework required in the Construct,

    Test and Implement Phases.

    Your organization is not committed.It's hard to utilize good lifecycle skills in an organization that doesn't

    value the skills. For instance, if you take the time to formally document

    the business requirements, and your client asks why you were wasting

    your time doing it, then you probably are not going to be very excited

    about formally documenting the requirements on your next project. To

    be effective, the entire organization must support a common set of

    processes and models.

    You don't know how to.You may find that the lack of lifecycle processes is not a matter of will,

    but a matter of skill. Sometimes people are asked to manage and

    execute projects without the training or the experience necessary. In

    those cases, they struggle without the right tools or training to execute

    their projects effectively.

    Senior managers think that lifecycle management is a tool.When you discuss the project lifecycle with some managers, they initially

    think you are trying to implement a tool. Actually there are many aspects

    of the lifecycle that can be supported by tools. These range from

    gathering business requirements and creating models down to the

    testing and implementation process. However, tools are only part of the

    answer. Tools are best used to automate features of the lifecycle that are

    very large or very tedious. It makes sense, for instance, to automate themodeling process since tools are much easier to utilize than building

    models by hand. Likewise, testing typically requires the tedious

    application of a vast amount of data. The testing process is a good

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    candidate for tools as well. However, tools support your project lifecycle

    methodology. They are not a substitute.

    You may have been burned (or buried) in the past.A common criticism of methodology is that it is cumbersome, paper

    intensive and takes too much focus away from the work at hand.

    Sometimes this criticism is a feature of the first bullet point above. Other

    times, it is a legitimate concern, caused by not scaling the methodology

    to the size of your project. For instance, if you were required to develop

    Testing and Training Strategy documents for projects that were only 100

    effort hours, you may have been turned off. However, this is not usually

    a methodology problem as much as it is a misapplication of the

    methodology.

    Some of these fears are natural and logical, while others are emotional and

    irrational. Although these may be reasons to be hesitant about using formal

    lifecycle project lifecycle process, they must be overcome. When you use a

    lifecycle process, be smart. Don't build the project schedule for a ten million

    dollar project if your project is only ten thousand dollars. Consider all the

    aspects of your project, and build the right processes for your specific project.

    Options for Obtaining a Methodology

    To successfully implement a lifecycle methodology, first convince yourself that

    there is value if the process is applied and utilized correctly. In fact, all projects

    use a methodology of processes, procedures and templates. If you don't think

    you have one, it really means that you have a poor and informal one.

    If you need a good lifecycle methodology, there are two major sources.

    1. Build one yourself. You can build a custom methodology that perfectlyreflects the philosophy and best practices of your organization. Many

    companies continue to do this today.

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    2. Buy one. If you build a methodology, you might be surprised to learnthat it ultimately looks similar to most other lifecycle methodologies that

    people use. No matter how you structure it, you still need to do some

    level of analysis, design, construct, test and implement. Therefore, many

    companies chose an option to buy or license a pre-existing methodology.These pre-built methodologies usually have everything your organization

    needs to be successful.

    There is also the hybrid option of purchasing a methodology and then

    customizing it to meet the specific needs of your organization. This gives you

    some of the benefits of option 1, while also taking less time, which is the major

    benefit of option 2.

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    Life cycle analysis and assessment

    The concept of conducting a detailed examination of the life cycle of a product

    or a process is a relatively recent one which emerged in response to increased

    environmental awareness on the part of the general public, industry andgovernments.

    The immediate precursors of life cycle analysis and assessment (LCAs) were

    the global modelling studies and energy audits of the late 1960s and early

    1970s. These attempted to assess the resource cost and environmental

    implications of different patterns of human behaviour.

    LCAs were an obvious extension, and became vital to support the developmentof eco-labeling schemes which are operating or planned in a number of

    countries around the world. In order for eco-labels to be granted to chosen

    products, the awarding authority needs to be able to evaluate the

    manufacturing processes involved, the energy consumption in manufacture

    and use, and the amount and type of waste generated.

    To accurately assess the burdens placed on the environment by themanufacture of an item, the following of a procedure or the use of a certain

    process, two main stages are involved. The first stage is the collection of data,

    and the second is the interpretation of that data.

    A number of different terms have been coined to describe the processes. One

    of the first terms used was Life Cycle Analysis, but more recently two terms

    have come to largely replace that one: Life Cycle Inventory (LCI) and Life

    Cycle Assessment (LCA). These better reflect the different stages of the

    process. Other terms such as Cradle to Grave Analysis, Eco-balancing, and

    Material Flow Analysis are also used.

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    Whichever name is used to describe it, LCA is a potentially powerful tool which

    can assist regulators to formulate environmental legislation, help

    manufacturers analyze their processes and improve their products, and

    perhaps enable consumers to make more informed choices. Like most tools, it

    must be correctly used, however. A tendency for LCAs to be used to 'prove' thesuperiority of one product over another has brought the concept into disrepute

    in some areas.

    What is a Life Cycle Analysis?

    Taking as an example the case of a manufactured product, an LCA involves

    making detailed measurements during the manufacture of the product, from

    the mining of the raw materials used in its production and distribution, through

    to its use, possible re-use or recycling, and its eventual disposal.

    LCAs enable a manufacturer to quantify how much energy and raw materials

    are used, and how much solid, liquid and gaseous waste is generated, at each

    stage of the product's life.

    Such a study would normally ignore second generation impacts, such as theenergy required to fire the bricks used to build the kilns used to manufacture

    the raw material.

    However, deciding which is the 'cradle'and which the 'grave'for such studies

    has been one of the points of contention in the relatively new science of LCAs,

    and in order for LCAs to have value there must be standardisation of

    methodologies, and consensus as to where to set the limits. Much of the focus

    worldwide to date has been on agreeing the methods and boundaries to be

    used when making such analyses, and it seems that agreement may have now

    been reached.

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    While carrying out an LCA is a lengthy and very detailed exercise, the data

    collection stage is - in theory at least - relatively uncomplicated, provided the

    boundary of the study has been clearly defined, the methodology is rigorously

    applied, and reliable, high-quality data is available. Those of course are fairly

    large provisos.

    Interpretation

    While such a record is helpful and informative, on its own it is not sufficient.

    Having first compiled the detailed inventory, the next stage should be to

    evaluate the findings.

    This second stage - life cycle assessment - is more difficult, since it requiresinterpretation of the data, and value judgements to be made.

    A Life Cycle Inventory will reveal - for example - how many kilos of pulp, how

    much electricity, and how many gallons of water, are involved in producing a

    quantity of paper. Only by then assessing those statistics can a conclusion be

    reached about the product's environmental impact overall. This includes the

    necessity to make judgments based on the assembled figures, in order toassess the likely significance of the various impacts.

    Problems

    It is here that many of the problems begin. Decisions, without scientific basis,

    such as whether three tones of emitted sulphur is more or less harmful than

    the emission of just a few pounds of a more toxic pollutant, are necessarily

    subjective.

    How can one compare heavy energy demand with heavy water use:which imposes greater environmental burden?

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    How should the use of non-renewable mineral resources like oil or gas(the ingredients of plastics) be compared with the production of

    softwoods for paper?

    How should the combined impacts of the land filling of wastes (air andgroundwater pollution, transport impacts etc) be compared with thoseproduced by the burning of wastes for energy production (predominantly

    emissions to air)?

    Some studies attempt to aggregate the various impacts into clearly defined

    categories, for example, the possible impact on the ozone layer, or the

    contribution to acid rain.

    Others go still further and try to add the aggregated figures to arrive at a

    single 'score' for the product or process being evaluated. It is doubtful whether

    such simplification will be of general benefit.

    Reliable methods for aggregating figures generated by LCA, and using them to

    compare the life cycle impacts of different products, do not yet exist. However,

    a great deal of work is currently being conducted on this aspect of LCAs to

    arrive at a standardized method of interpreting the collected data.

    Contradictions

    Many LCAs have reached different and sometimes contradictory conclusions

    about similar products.

    Comparisons are rarely easy because of the different assumptions that are

    used, for example in the case of food packaging, about the size and form ofcontainer, the production and distribution system used, and the forms and type

    of energy assumed.

    To compare two items which are identically sized, identically distributed, and

    recycled at the same rate is relatively simple, but even that requires

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    assumptions to be made. For example, whether deliveries were made in a 9-

    tonne truck, or a larger one, whether it used diesel or petrol, and ran on

    congested city centre roads where fuel efficiencies are lower, or on country

    roads or motorways where fuel efficiencies might be better.

    Comparisons of products which are dissimilar in most respects can only be

    made by making even more judgments and assumptions.

    Preserving the confidentiality of commercially-sensitive raw data without

    reducing the credibility of LCAs is also a major problem. Another is the

    understandable reluctance of companies to publish information which may

    indicate that their own product is somehow inferior to that of a competitor. It is

    not surprising that many of the studies which are published, and not simply

    used internally, endorse the views of their sponsors.

    Recycling

    Recycling introduces a further real difficulty into the calculations. In the case of

    materials like steel and aluminum which can technically be recycled an

    indefinite number of times (with some melt losses), there is no longer a'grave'. And in the case of pa-per, which can theoretically be reprocessed four

    or five times before fibers are too short to have viable strength, should

    calculations assume that it will be recycled four times, or not? What return

    rates, for example, should be assumed for factory-refillable containers?

    For both refillable containers and materials sent for recycling, the transport

    distance in each specific case is a major influence in the environmental impacts

    associated with the process.

    An LCA which concludes that recycling of low-value renewable materials in one

    city is environmentally preferable may not hold good for a different, more

    remote city where reprocessing facilities incur large transport impacts.

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    LCA in waste management

    LCA has begun to be used to evaluate a city or region's future waste

    management options. The LCA, or environmental assessment, covers the

    environmental and resource impacts of alternative disposal processes, as well

    as those other processes which are affected by disposal strategies such as

    different types of collection schemes for recyclables, changed transport

    patterns and so on.

    The complexity of the task, and the number of assumptions which must be

    made, is shown by the simplified diagram (above) showing some of the

    different routes which waste might take, and some of the environmentalimpacts incurred along the way. Those shown are far from exhaustive.

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    Why perform LCAs?

    LCAs might be conducted by an industry sector to enable it to identify areas

    where improvements can be made, in environmental terms. Alternatively the

    LCA may be inten-ded to provide environmental data for the public or forgovernment. In recent years, a number of major companies have cited LCAs in

    their marketing and advertising, to support claims that their products are

    'environmentally friendly'or even 'environmentally superior' to those of their

    rivals. Many of these claims have been successfully challenged by

    environmental groups.

    All products have some impact on the environment. Since some products use

    more resources, cause more pollution or generate more waste than others, the

    aim is to identify those which are most harmful.

    Even for those products whose environmental burdens are relatively low, the

    LCA should help to identify those stages in production processes and in use

    which cause or have the potential to cause pollution, and those which have a

    heavy material or energy demand.

    Breaking down the manufacturing process into such fine detail can also be an

    aid to identifying the use of scarce resources, showing where a more

    sustainable product could be substituted.

    Inconclusive

    In most situations it is impossible to prove conclusively using LCAs that any

    one product or any one process is better in general terms than any other, since

    many parameters cannot be simplified to the degree necessary to reach such a

    conclusion.

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    It seems likely that, in the case of manufactured goods, the most important

    time for LCA information to be taken into consideration is at the design stage

    of new products. Where LCA is used to evaluate procedures rather than

    products, the information can help ensure appropriate choices are made.

    Tool

    Life Cycle Analysis must be used cautiously, and in the interpretation of the

    inventory, care must be taken with subjective judgements.

    When first conceived, it was predicted that LCA would enable definitive

    judgements to be made. That misplaced belief has now been discredited. In

    combination with the trend towards more open disclosure of environmentalinformation by companies, and the desire by consumers to be guided towards

    the least harmful purchases, the LCA is a vital tool.

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    Glossary

    Project Leadership

    Leadership in the context of a project, e.g. leading with a focus on the

    project's goals and objectives and the effectiveness and efficiency of the

    process.

    Project Life Cycle

    The four sequential major time periods through which any project

    passes, namely:

    1. Concept2. Definition3. Execution (implementation or development)4. Finishing (commissioning or close out).

    Each period may be identified as a Phase and further broken down into

    stages that typically reflect the area of project management applicationand the size and complexity of the specific project.

    A collection ofproject phases whose name and number are determined

    by the control needs of the organization or organizations involved in the

    project.

    The complete set of time periods through which a project passessequentially in a logical and orderly manner. In its simplest form the life

    cycle consists of four major periods:

    1. Concept (where the project concept as a need solution is selectedand defined)

    http://www.maxwideman.com/pmglossary/PMG_L01.htm#Leadershiphttp://www.maxwideman.com/pmglossary/PMG_C07.htm#Contexthttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_L01.htm#Leadinghttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_G00.htm#Goalshttp://www.maxwideman.com/pmglossary/PMG_O00.htm#Objectiveshttp://www.maxwideman.com/pmglossary/PMG_E01.htm#Effectivenesshttp://www.maxwideman.com/pmglossary/PMG_E01.htm#Efficiencyhttp://www.maxwideman.com/pmglossary/PMG_P05.htm#Processhttp://www.maxwideman.com/pmglossary/PMG_T02.htm#Timehttp://www.maxwideman.com/pmglossary/PMG_P01.htm#Periodhttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_C04.htm#Concepthttp://www.maxwideman.com/pmglossary/PMG_D01.htm#Definitionhttp://www.maxwideman.com/pmglossary/PMG_E04.htm#Executionhttp://www.maxwideman.com/pmglossary/PMG_I00.htm#Implementationhttp://www.maxwideman.com/pmglossary/PMG_D03.htm#Developmenthttp://www.maxwideman.com/pmglossary/PMG_F01.htm#Finishhttp://www.maxwideman.com/pmglossary/PMG_C03.htm#Commissioninghttp://www.maxwideman.com/pmglossary/PMG_P01.htm#Periodhttp://www.maxwideman.com/pmglossary/PMG_P02.htm#Phasehttp://www.maxwideman.com/pmglossary/PMG_S05.htm#Stagehttp://www.maxwideman.com/pmglossary/PMG_A04.htm#Area%20of%20Project%20Management%20Applicationhttp://www.maxwideman.com/pmglossary/PMG_C04.htm#Complexhttp://www.maxwideman.com/pmglossary/PMG_S04.htm#Specifichttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_P13.htm#Project%20Phasehttp://www.maxwideman.com/pmglossary/PMG_C09.htm#Controlhttp://www.maxwideman.com/pmglossary/PMG_N00.htm#Needshttp://www.maxwideman.com/pmglossary/PMG_O01.htm#Organizationhttp://www.maxwideman.com/pmglossary/PMG_O01.htm#Organizationhttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_C04.htm#Completehttp://www.maxwideman.com/pmglossary/PMG_T02.htm#Timehttp://www.maxwideman.com/pmglossary/PMG_P01.htm#Periodhttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_L03.htm#Logichttp://www.maxwideman.com/pmglossary/PMG_L02.htm#Life%20Cyclehttp://www.maxwideman.com/pmglossary/PMG_L02.htm#Life%20Cyclehttp://www.maxwideman.com/pmglossary/PMG_P01.htm#Periodhttp://www.maxwideman.com/pmglossary/PMG_C04.htm#Concepthttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_C04.htm#Concepthttp://www.maxwideman.com/pmglossary/PMG_C04.htm#Concepthttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_C04.htm#Concepthttp://www.maxwideman.com/pmglossary/PMG_P01.htm#Periodhttp://www.maxwideman.com/pmglossary/PMG_L02.htm#Life%20Cyclehttp://www.maxwideman.com/pmglossary/PMG_L02.htm#Life%20Cyclehttp://www.maxwideman.com/pmglossary/PMG_L03.htm#Logichttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_P01.htm#Periodhttp://www.maxwideman.com/pmglossary/PMG_T02.htm#Timehttp://www.maxwideman.com/pmglossary/PMG_C04.htm#Completehttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_O01.htm#Organizationhttp://www.maxwideman.com/pmglossary/PMG_O01.htm#Organizationhttp://www.maxwideman.com/pmglossary/PMG_N00.htm#Needshttp://www.maxwideman.com/pmglossary/PMG_C09.htm#Controlhttp://www.maxwideman.com/pmglossary/PMG_P13.htm#Project%20Phasehttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_S04.htm#Specifichttp://www.maxwideman.com/pmglossary/PMG_C04.htm#Complexhttp://www.maxwideman.com/pmglossary/PMG_A04.htm#Area%20of%20Project%20Management%20Applicationhttp://www.maxwideman.com/pmglossary/PMG_S05.htm#Stagehttp://www.maxwideman.com/pmglossary/PMG_P02.htm#Phasehttp://www.maxwideman.com/pmglossary/PMG_P01.htm#Periodhttp://www.maxwideman.com/pmglossary/PMG_C03.htm#Commissioninghttp://www.maxwideman.com/pmglossary/PMG_F01.htm#Finishhttp://www.maxwideman.com/pmglossary/PMG_D03.htm#Developmenthttp://www.maxwideman.com/pmglossary/PMG_I00.htm#Implementationhttp://www.maxwideman.com/pmglossary/PMG_E04.htm#Executionhttp://www.maxwideman.com/pmglossary/PMG_D01.htm#Definitionhttp://www.maxwideman.com/pmglossary/PMG_C04.htm#Concepthttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_P01.htm#Periodhttp://www.maxwideman.com/pmglossary/PMG_T02.htm#Timehttp://www.maxwideman.com/pmglossary/PMG_P05.htm#Processhttp://www.maxwideman.com/pmglossary/PMG_E01.htm#Efficiencyhttp://www.maxwideman.com/pmglossary/PMG_E01.htm#Effectivenesshttp://www.maxwideman.com/pmglossary/PMG_O00.htm#Objectiveshttp://www.maxwideman.com/pmglossary/PMG_G00.htm#Goalshttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_L01.htm#Leadinghttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_C07.htm#Contexthttp://www.maxwideman.com/pmglossary/PMG_L01.htm#Leadership
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    2. Development or Definition (where the concept is verified anddeveloped into a workable plan for implementation)

    3. Implementation (where the implementation plan is carried out);and

    4. Closeout (where the project process is completed and documented,and the finished product is transferred to the care, custody and

    control of the owner.)

    Progress through the project life cycle is identified by milestones, but

    these major periods should be separated by Control Gates or

    Executive Control Points.

    The four sequential phases in time through which any project passes,

    namely: Concept; Definition (or Development); Execution

    (Implementation or Operation); Finishing (Termination or Close Out).

    Note: These phases may be further broken down into stages depending

    on the area of project application.

    The period from project initiation to completion.

    The events, from beginning to end, necessary to complete a project.

    While there are many different versions of the Project Life Cycle, all

    essentially contain the steps of germination of the idea, proposal and

    initiation,design and appraisal,mobilization of the team,execution and

    control, integration of the team and their work, testing, commissioning

    and handover of the project's product and closeout of the work.

    The sequence of phases through which the project will evolve. It is

    absolutely fundamental to the management ofprojects, and is the only

    thing that uniquely distinguishes projects from non-projects. It will

    significantly affect how the project is structured. The basic life cycle

    http://www.maxwideman.com/pmglossary/PMG_D03.htm#Developmenthttp://www.maxwideman.com/pmglossary/PMG_D01.htm#Definitionhttp://www.maxwideman.com/pmglossary/PMG_W00.htm#Workhttp://www.maxwideman.com/pmglossary/PMG_P02.htm#Planhttp://www.maxwideman.com/pmglossary/PMG_I00.htm#Implementationhttp://www.maxwideman.com/pmglossary/PMG_I00.htm#Implementationhttp://www.maxwideman.com/pmglossary/PMG_I00.htm#Implementation%20Planhttp://www.maxwideman.com/pmglossary/PMG_C02.htm#Closeouthttp://www.maxwideman.com/pmglossary/PMG_P05.htm#Processhttp://www.maxwideman.com/pmglossary/PMG_C04.htm#Completehttp://www.maxwideman.com/pmglossary/PMG_D04.htm#Documenthttp://www.maxwideman.com/pmglossary/PMG_F01.htm#Finishhttp://www.maxwideman.com/pmglossary/PMG_P06.htm#Producthttp://www.maxwideman.com/pmglossary/PMG_C09.htm#Controlhttp://www.maxwideman.com/pmglossary/PMG_O01.htm#Ownerhttp://www.maxwideman.com/pmglossary/PMG_P08.htm#Progresshttp://www.maxwideman.com/pmglossary/PMG_L02.htm#Life%20Cyclehttp://www.maxwideman.com/pmglossary/PMG_M03.htm#Milestonehttp://www.maxwideman.com/pmglossary/PMG_C09.htm#Control%20Gatehttp://www.maxwideman.com/pmglossary/PMG_E04.htm#Executive%20Control%20Pointhttp://www.maxwideman.com/pmglossary/PMG_P02.htm#Phasehttp://www.maxwideman.com/pmglossary/PMG_T02.htm#Timehttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_C04.htm#Concepthttp://www.maxwideman.com/pmglossary/PMG_D01.htm#Definitionhttp://www.maxwideman.com/pmglossary/PMG_D03.htm#Developmenthttp://www.maxwideman.com/pmglossary/PMG_E04.htm#Executionhttp://www.maxwideman.com/pmglossary/PMG_I00.htm#Implementationhttp://www.maxwideman.com/pmglossary/PMG_O00.htm#Operationhttp://www.maxwideman.com/pmglossary/PMG_F01.htm#Finishhttp://www.maxwideman.com/pmglossary/PMG_T02.htm#Terminationhttp://www.maxwideman.com/pmglossary/PMG_P02.htm#Phasehttp://www.maxwideman.com/pmglossary/PMG_S05.htm#Stagehttp://www.maxwideman.com/pmglossary/PMG_A04.htm#Area%20of%20Project%20Applicationhttp://www.maxwideman.com/pmglossary/PMG_P01.htm#Periodhttp://www.maxwideman.com/pmglossary/PMG_P11.htm#Project%20Initiationhttp://www.maxwideman.com/pmglossary/PMG_C04.htm#Completionhttp://www.maxwideman.com/pmglossary/PMG_E03.htm#Eventhttp://www.maxwideman.com/pmglossary/PMG_C04.htm#Completehttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_V00.htm#Versionhttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_L02.htm#Life%20Cyclehttp://www.maxwideman.com/pmglossary/PMG_S07.htm#Stephttp://www.maxwideman.com/pmglossary/PMG_P15.htm#Proposalhttp://www.maxwideman.com/pmglossary/PMG_I02.htm#Initiationhttp://www.maxwideman.com/pmglossary/PMG_D02.htm#Designhttp://www.maxwideman.com/pmglossary/PMG_A04.htm#Appraisalhttp://www.maxwideman.com/pmglossary/PMG_M04.htm#Mobilizationhttp://www.maxwideman.com/pmglossary/PMG_T00.htm#Teamhttp://www.maxwideman.com/pmglossary/PMG_E04.htm#Executionhttp://www.maxwideman.com/pmglossary/PMG_C09.htm#Controlhttp://www.maxwideman.com/pmglossary/PMG_I03.htm#Integrationhttp://www.maxwideman.com/pmglossary/PMG_T00.htm#Teamhttp://www.maxwideman.com/pmglossary/PMG_W00.htm#Workhttp://www.maxwideman.com/pmglossary/PMG_T02.htm#Testinghttp://www.maxwideman.com/pmglossary/PMG_C03.htm#Commissioninghttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_P06.htm#Producthttp://www.maxwideman.com/pmglossary/PMG_C02.htm#Closeouthttp://www.maxwideman.com/pmglossary/PMG_W00.htm#Workhttp://www.maxwideman.com/pmglossary/PMG_S03.htm#Sequencehttp://www.maxwideman.com/pmglossary/PMG_P02.htm#Phasehttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_M00.htm#Managementhttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_A02.htm#Affecthttp://www.maxwideman.com/pmglossary/PMG_S07.htm#Structurehttp://www.maxwideman.com/pmglossary/PMG_L02.htm#Life%20Cyclehttp://www.maxwideman.com/pmglossary/PMG_L02.htm#Life%20Cyclehttp://www.maxwideman.com/pmglossary/PMG_S07.htm#Structurehttp://www.maxwideman.com/pmglossary/PMG_A02.htm#Affecthttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_M00.htm#Managementhttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_P02.htm#Phasehttp://www.maxwideman.com/pmglossary/PMG_S03.htm#Sequencehttp://www.maxwideman.com/pmglossary/PMG_W00.htm#Workhttp://www.maxwideman.com/pmglossary/PMG_C02.htm#Closeouthttp://www.maxwideman.com/pmglossary/PMG_P06.htm#Producthttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_C03.htm#Commissioninghttp://www.maxwideman.com/pmglossary/PMG_T02.htm#Testinghttp://www.maxwideman.com/pmglossary/PMG_W00.htm#Workhttp://www.maxwideman.com/pmglossary/PMG_T00.htm#Teamhttp://www.maxwideman.com/pmglossary/PMG_I03.htm#Integrationhttp://www.maxwideman.com/pmglossary/PMG_C09.htm#Controlhttp://www.maxwideman.com/pmglossary/PMG_E04.htm#Executionhttp://www.maxwideman.com/pmglossary/PMG_T00.htm#Teamhttp://www.maxwideman.com/pmglossary/PMG_M04.htm#Mobilizationhttp://www.maxwideman.com/pmglossary/PMG_A04.htm#Appraisalhttp://www.maxwideman.com/pmglossary/PMG_D02.htm#Designhttp://www.maxwideman.com/pmglossary/PMG_I02.htm#Initiationhttp://www.maxwideman.com/pmglossary/PMG_P15.htm#Proposalhttp://www.maxwideman.com/pmglossary/PMG_S07.htm#Stephttp://www.maxwideman.com/pmglossary/PMG_L02.htm#Life%20Cyclehttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_V00.htm#Versionhttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_C04.htm#Completehttp://www.maxwideman.com/pmglossary/PMG_E03.htm#Eventhttp://www.maxwideman.com/pmglossary/PMG_C04.htm#Completionhttp://www.maxwideman.com/pmglossary/PMG_P11.htm#Project%20Initiationhttp://www.maxwideman.com/pmglossary/PMG_P01.htm#Periodhttp://www.maxwideman.com/pmglossary/PMG_A04.htm#Area%20of%20Project%20Applicationhttp://www.maxwideman.com/pmglossary/PMG_S05.htm#Stagehttp://www.maxwideman.com/pmglossary/PMG_P02.htm#Phasehttp://www.maxwideman.com/pmglossary/PMG_T02.htm#Terminationhttp://www.maxwideman.com/pmglossary/PMG_F01.htm#Finishhttp://www.maxwideman.com/pmglossary/PMG_O00.htm#Operationhttp://www.maxwideman.com/pmglossary/PMG_I00.htm#Implementationhttp://www.maxwideman.com/pmglossary/PMG_E04.htm#Executionhttp://www.maxwideman.com/pmglossary/PMG_D03.htm#Developmenthttp://www.maxwideman.com/pmglossary/PMG_D01.htm#Definitionhttp://www.maxwideman.com/pmglossary/PMG_C04.htm#Concepthttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_T02.htm#Timehttp://www.maxwideman.com/pmglossary/PMG_P02.htm#Phasehttp://www.maxwideman.com/pmglossary/PMG_E04.htm#Executive%20Control%20Pointhttp://www.maxwideman.com/pmglossary/PMG_C09.htm#Control%20Gatehttp://www.maxwideman.com/pmglossary/PMG_M03.htm#Milestonehttp://www.maxwideman.com/pmglossary/PMG_L02.htm#Life%20Cyclehttp://www.maxwideman.com/pmglossary/PMG_P08.htm#Progresshttp://www.maxwideman.com/pmglossary/PMG_O01.htm#Ownerhttp://www.maxwideman.com/pmglossary/PMG_C09.htm#Controlhttp://www.maxwideman.com/pmglossary/PMG_P06.htm#Producthttp://www.maxwideman.com/pmglossary/PMG_F01.htm#Finishhttp://www.maxwideman.com/pmglossary/PMG_D04.htm#Documenthttp://www.maxwideman.com/pmglossary/PMG_C04.htm#Completehttp://www.maxwideman.com/pmglossary/PMG_P05.htm#Processhttp://www.maxwideman.com/pmglossary/PMG_C02.htm#Closeouthttp://www.maxwideman.com/pmglossary/PMG_I00.htm#Implementation%20Planhttp://www.maxwideman.com/pmglossary/PMG_I00.htm#Implementationhttp://www.maxwideman.com/pmglossary/PMG_I00.htm#Implementationhttp://www.maxwideman.com/pmglossary/PMG_P02.htm#Planhttp://www.maxwideman.com/pmglossary/PMG_W00.htm#Workhttp://www.maxwideman.com/pmglossary/PMG_D01.htm#Definitionhttp://www.maxwideman.com/pmglossary/PMG_D03.htm#Development
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    follows a common generic sequence: Opportunity, Design &

    Development,Production,Hand-over,Post-Project Evaluation. The exact

    wording varies between industries and organizations. There should be

    evaluation and approval points between phases often termed "gates".

    All phases or stages between a project's conception and its termination.

    Note: The project life cycle may include the operation and disposal of

    project deliverables. This is usually known as an Extended Life Cycle.

    Editor's Note: This Editor disagrees. The definitions of Project are clear

    and do not include Operation and Disposal. The Extended Life Cycle as

    defined here should be referred to as the Product Life Cycle.

    Project Life Cycle Cost

    Cumulative cost of a project over its whole life cycle.

    Editor's Note: Presumably "whole life cycle" refers to all of the project's

    phases from owner's conception to completion and transfer.

    Project Life Cycle, Phases and Stages

    The division of the time required to accomplish a project into sequential

    time periods .

    Project Location

    The site on which, or at which, the work of the project takes place.

    Project Log

    A project diary. A chronological record of significant occurrencesthroughout the project.

    Project Logic

    The relationships between the various activities in a project.

    http://www.maxwideman.com/pmglossary/PMG_S03.htm#Sequencehttp://www.maxwideman.com/pmglossary/PMG_O00.htm#Opportunityhttp://www.maxwideman.com/pmglossary/PMG_D02.htm#Designhttp://www.maxwideman.com/pmglossary/PMG_D03.htm#Developmenthttp://www.maxwideman.com/pmglossary/PMG_P07.htm#Productionhttp://www.maxwideman.com/pmglossary/PMG_H00.htm#Hand-Overhttp://www.maxwideman.com/pmglossary/PMG_P03.htm#Post%20Project%20Evaluationhttp://www.maxwideman.com/pmglossary/PMG_O01.htm#Organizationhttp://www.maxwideman.com/pmglossary/PMG_E03.htm#Evaluationhttp://www.maxwideman.com/pmglossary/PMG_A04.htm#Approvalhttp://www.maxwideman.com/pmglossary/PMG_P02.htm#Phasehttp://www.maxwideman.com/pmglossary/PMG_G00.htm#Gateshttp://www.maxwideman.com/pmglossary/PMG_P02.htm#Phasehttp://www.maxwideman.com/pmglossary/PMG_S05.htm#Stagehttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_C04.htm#Concepthttp://www.maxwideman.com/pmglossary/PMG_T02.htm#Terminationhttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_L02.htm#Life%20Cyclehttp://www.maxwideman.com/pmglossary/PMG_O00.htm#Operationhttp://www.maxwideman.com/pmglossary/PMG_D01.htm#Deliverableshttp://www.maxwideman.com/pmglossary/PMG_E04.htm#Extended%20Life%20Cyclehttp://www.maxwideman.com/pmglossary/PMG_D01.htm#Definitionhttp://www.maxwideman.com/pmglossary/PMG_O00.htm#Operationhttp://www.maxwideman.com/pmglossary/PMG_E04.htm#Extended%20Life%20Cyclehttp://www.maxwideman.com/pmglossary/PMG_P07.htm#Product%20Life%20Cyclehttp://www.maxwideman.com/pmglossary/PMG_C10.htm#Costhttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_L02.htm#Life%20Cyclehttp://www.maxwideman.com/pmglossary/PMG_L02.htm#Life%20Cyclehttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_P02.htm#Phasehttp://www.maxwideman.com/pmglossary/PMG_O01.htm#Ownerhttp://www.maxwideman.com/pmglossary/PMG_C04.htm#Concepthttp://www.maxwideman.com/pmglossary/PMG_C04.htm#Completionhttp://www.maxwideman.com/pmglossary/PMG_T02.htm#Timehttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_T02.htm#Timehttp://www.maxwideman.com/pmglossary/PMG_P01.htm#Periodhttp://www.maxwideman.com/pmglossary/PMG_S03.htm#Sitehttp://www.maxwideman.com/pmglossary/PMG_W00.htm#Workhttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_R00.htm#Recordhttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_R01.htm#Relationshiphttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_R01.htm#Relationshiphttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_R00.htm#Recordhttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_W00.htm#Workhttp://www.maxwideman.com/pmglossary/PMG_S03.htm#Sitehttp://www.maxwideman.com/pmglossary/PMG_P01.htm#Periodhttp://www.maxwideman.com/pmglossary/PMG_T02.htm#Timehttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_T02.htm#Timehttp://www.maxwideman.com/pmglossary/PMG_C04.htm#Completionhttp://www.maxwideman.com/pmglossary/PMG_C04.htm#Concepthttp://www.maxwideman.com/pmglossary/PMG_O01.htm#Ownerhttp://www.maxwideman.com/pmglossary/PMG_P02.htm#Phasehttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_L02.htm#Life%20Cyclehttp://www.maxwideman.com/pmglossary/PMG_L02.htm#Life%20Cyclehttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_C10.htm#Costhttp://www.maxwideman.com/pmglossary/PMG_P07.htm#Product%20Life%20Cyclehttp://www.maxwideman.com/pmglossary/PMG_E04.htm#Extended%20Life%20Cyclehttp://www.maxwideman.com/pmglossary/PMG_O00.htm#Operationhttp://www.maxwideman.com/pmglossary/PMG_D01.htm#Definitionhttp://www.maxwideman.com/pmglossary/PMG_E04.htm#Extended%20Life%20Cyclehttp://www.maxwideman.com/pmglossary/PMG_D01.htm#Deliverableshttp://www.maxwideman.com/pmglossary/PMG_O00.htm#Operationhttp://www.maxwideman.com/pmglossary/PMG_L02.htm#Life%20Cyclehttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_T02.htm#Terminationhttp://www.maxwideman.com/pmglossary/PMG_C04.htm#Concepthttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_S05.htm#Stagehttp://www.maxwideman.com/pmglossary/PMG_P02.htm#Phasehttp://www.maxwideman.com/pmglossary/PMG_G00.htm#Gateshttp://www.maxwideman.com/pmglossary/PMG_P02.htm#Phasehttp://www.maxwideman.com/pmglossary/PMG_A04.htm#Approvalhttp://www.maxwideman.com/pmglossary/PMG_E03.htm#Evaluationhttp://www.maxwideman.com/pmglossary/PMG_O01.htm#Organizationhttp://www.maxwideman.com/pmglossary/PMG_P03.htm#Post%20Project%20Evaluationhttp://www.maxwideman.com/pmglossary/PMG_H00.htm#Hand-Overhttp://www.maxwideman.com/pmglossary/PMG_P07.htm#Productionhttp://www.maxwideman.com/pmglossary/PMG_D03.htm#Developmenthttp://www.maxwideman.com/pmglossary/PMG_D02.htm#Designhttp://www.maxwideman.com/pmglossary/PMG_O00.htm#Opportunityhttp://www.maxwideman.com/pmglossary/PMG_S03.htm#Sequence
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    Project Management (5577)

    Muhammad Idrees (03006719422) Page 45

    Project Logic Drawing

    A representation of the logical relationships of a project.

    Project Maker

    A person charged with total responsibility for creating a viable project,

    including public relations, political, economical, technical, etc. (Archaic: A

    person that repeatedly proposes unnecessary or impossible projects.)

    Project Management ("PM")

    The art and science ofmanaging a project from inception to closure

    as evidenced by successful product delivery and transfer.

    An approach used to manage work within constraints oftime,cost and

    performance targets.

    May be informally defined as "The art of directing and coordinating

    human and material resources to achieve stated objectives within limits

    of time, budget, and stakeholders' satisfaction." Or more formally

    defined as "The application of modern management techniques and

    systems to the execution of a project from start to finish, to achieve

    predetermined objectives of scope,quality, time and cost, to the equal

    satisfaction of those involved. See also management.

    The combination of systems, techniques, and people required to

    complete a project within established goals oftime, budget, and quality.

    The process of directing and coordinating human and material

    resources throughout the project life cycle using modern managementtechniques to achieve established objectives ofscope, quality, time, cost

    and stakeholder satisfaction.

    The application of knowledge, skills, tools, and techniques to project

    activities in order to meet or exceed stakeholder needs and expectations.

    http://www.maxwideman.com/pmglossary/PMG_L03.htm#Logical%20Relationshiphttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_R04.htm#Responsibilityhttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_P15.htm#Public%20Relationshttp://www.maxwideman.com/pmglossary/PMG_T01.htm#Technicalhttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_M01.htm#Managinghttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_I00.htm#Inceptionhttp://www.maxwideman.com/pmglossary/PMG_C02.htm#Closurehttp://www.maxwideman.com/pmglossary/PMG_P06.htm#Producthttp://www.maxwideman.com/pmglossary/PMG_D01.htm#Deliveryhttp://www.maxwideman.com/pmglossary/PMG_A04.htm#Approachhttp://www.maxwideman.com/pmglossary/PMG_W00.htm#Workhttp://www.maxwideman.com/pmglossary/PMG_C06.htm#Constraintshttp://www.maxwideman.com/pmglossary/PMG_T02.htm#Timehttp://www.maxwideman.com/pmglossary/PMG_C10.htm#Costhttp://www.maxwideman.com/pmglossary/PMG_P01.htm#Performancehttp://www.maxwideman.com/pmglossary/PMG_T00.htm#Targethttp://www.maxwideman.com/pmglossary/PMG_I01.htm#Informalhttp://www.maxwideman.com/pmglossary/PMG_D03.htm#Directinghttp://www.maxwideman.com/pmglossary/PMG_M01.htm#Materialhttp://www.maxwideman.com/pmglossary/PMG_R03.htm#Resourceshttp://www.maxwideman.com/pmglossary/PMG_O00.htm#Objectiveshttp://www.maxwideman.com/pmglossary/PMG_T02.htm#Timehttp://www.maxwideman.com/pmglossary/PMG_B03.htm#Budgethttp://www.maxwideman.com/pmglossary/PMG_S06.htm#Stakeholdershttp://www.maxwideman.com/pmglossary/PMG_S00.htm#Satisfactionhttp://www.maxwideman.com/pmglossary/PMG_F02.htm#Formalhttp://www.maxwideman.com/pmglossary/PMG_A03.htm#Applicationhttp://www.maxwideman.com/pmglossary/PMG_M00.htm#Managementhttp://www.maxwideman.com/pmglossary/PMG_T01.htm#Techniquehttp://www.maxwideman.com/pmglossary/PMG_S09.htm#Systemhttp://www.maxwideman.com/pmglossary/PMG_E04.htm#Executionhttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_S06.htm#Start%20to%20Finishhttp://www.maxwideman.com/pmglossary/PMG_O00.htm#Objectiveshttp://www.maxwideman.com/pmglossary/PMG_S01.htm#Scopehttp://www.maxwideman.com/pmglossary/PMG_Q00.htm#Qualityhttp://www.maxwideman.com/pmglossary/PMG_T02.htm#Timehttp://www.maxwideman.com/pmglossary/PMG_C10.htm#Costhttp://www.maxwideman.com/pmglossary/PMG_S00.htm#Satisfactionhttp://www.maxwideman.com/pmglossary/PMG_M00.htm#Managementhttp://www.maxwideman.com/pmglossary/PMG_S09.htm#Systemhttp://www.maxwideman.com/pmglossary/PMG_T01.htm#Techniquehttp://www.maxwideman.com/pmglossary/PMG_C04.htm#Completehttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_G00.htm#Goalshttp://www.maxwideman.com/pmglossary/PMG_T02.htm#Timehttp://www.maxwideman.com/pmglossary/PMG_B03.htm#Budgethttp://www.maxwideman.com/pmglossary/PMG_Q00.htm#Qualityhttp://www.maxwideman.com/pmglossary/PMG_P05.htm#Processhttp://www.maxwideman.com/pmglossary/PMG_D03.htm#Directinghttp://www.maxwideman.com/pmglossary/PMG_M01.htm#Materialhttp://www.maxwideman.com/pmglossary/PMG_R03.htm#Resourceshttp://www.maxwideman.com/pmglossary/PMG_P12.htm#Project%20Life%20Cyclehttp://www.maxwideman.com/pmglossary/PMG_M00.htm#Managementhttp://www.maxwideman.com/pmglossary/PMG_T01.htm#Techniquehttp://www.maxwideman.com/pmglossary/PMG_O00.htm#Objectiveshttp://www.maxwideman.com/pmglossary/PMG_S01.htm#Scopehttp://www.maxwideman.com/pmglossary/PMG_Q00.htm#Qualityhttp://www.maxwideman.com/pmglossary/PMG_T02.htm#Timehttp://www.maxwideman.com/pmglossary/PMG_C10.htm#Costhttp://www.maxwideman.com/pmglossary/PMG_S06.htm#Stakeholder%20Satisfactionhttp://www.maxwideman.com/pmglossary/PMG_A03.htm#Applicationhttp://www.maxwideman.com/pmglossary/PMG_K00.htm#Knowledgehttp://www.maxwideman.com/pmg