Project Life Cycle.pptx

1
PLANNING ENGINEERING AND
PROJECT MANAGEMENT
LECTURE 03
Proj Life Cycle
Dr Tasweer Hussain Syed
DEPARTMENT OF ENGINEERING MANAGEMENT
COLLEGE OF E & ME, NUST

KAs
 1. Project Integration Management
 2. Project Scope Management
 3. Project Schedule Management
 4. Project Cost Management
 5. Project Quality Management
 6. Project Resource Management
 7. Project Communications Management
 8. Project Risk Management
 9. Project Procurement Management
 10 Project Stakeholder Management
2

Initiating Process Group (2)
 Develop Project Charter
 Identify Stakeholders
3

Planning Process Group 10/24
 4.2 Develop Project Management Plan
 5.1 Plan Scope Management
 5.2 Collect Requirements
 5.3 De.ne Scope
 5.4 Create WBS
 6.1 Plan Schedule Management
 6.2 De.ne Activities
 6.3 Sequence Activities
 6.4 Estimate Activity Durations
 6.5 Develop Schedule 4

 7.1 Plan Cost Management
 7.2 Estimate Costs
 7.3 Determine Budget
 8.1 Plan Quality Management
 9.1 Plan Resource Management
 9.2 Estimate Activity Resources
5

 10.1 Plan Communications Management
 11.1 Plan Risk Management
 11.2 Identify Risks
 11.3 Perform Qualitative Risk Analysis
 11.4 Perform Quantitative Risk Analysis
 11.5 Plan Risk Responses
 12.1 Plan Procurement Management
 13.2 Plan Stakeholder Engagement
6

Executing Process Group (10)
 4.3 Direct and Manage Project Work
 4.4 Manage Project Knowledge
 8.2 Manage Quality
 9.3 Acquire Resources
 9.4 Develop Team
 9.5 Manage Team
 10.2 Manage Communications
 11.6 Implement Risk Responses
 12.2 Conduct Procurements
 13.3 Manage Stakeholder Engagement 7

Monitoring and Controlling Process Group (10)
 4.5 Monitor and Control Project Work
 4.6 Perform Integrated Change Control
 5.5 Validate Scope
 5.6 Control Scope
 6.6 Control Schedule
 7.4 Control Costs
 8.3 Control Quality
8

Monitoring and Controlling Process Group (10)
 9.6 Control Resources
 10.3 Monitor Communications
 11.7 Monitor Risks
 12.3 Control Procurements
 13.4 Monitor Stakeholder Engagement
9

Closing Process Group (1)
 4.7 Close Project or Phase
10

Project Management
 Success of a project calls for a series of tasks to
meet stakeholder and client requirements to
reach completion phase. No matter what type
of project, having comprehensive knowledge
about the Project Management life cycle,
project phases, or process groups is essential
to keep your ongoing projects more organized
and more viable to execute from ideation to
completion.
11

Project Management Life Cycle
 A Project Management life cycle is a five-step
framework to simplify current details of the project
broken down into various phases. Each phase is goal-
oriented with specific characteristics and deliverables,
which are reviewed at the end of the each steps.
 As per PMBOK, the Project Management life cycle
should define the following aspects:
 What work needs to be achieved?
 Who will be involved in the team?
 What are the project deliverables?
 How to monitor the performance of each phase?
12

Types of Life Cycles
1. Predictive Life Cycles
 It is a fully plan-driven PLC with three major
constraints of the project, the scope, time, and
cost, determined early in the project life cycle.
 These projects progress through a series of
sequential or overlapping phases. The planning
is done for the entire project at a detailed level
from the beginning of the project. Since
different work is performed in each phase,
therefore, the composition and skills required of
the project team may vary from phase to
phase. 13

Types of Life Cycles
2. Adaptive Life Cycles
 The adaptive life cycles is change-driven &
agile methods are used in cases of high levels
of change or application areas such as IT.
Adaptive methods are also iterative and
incremental, but the difference is that iterations
are very rapid (typically with a duration of 2 to
4 weeks) and are fixed in time and cost.
Sometimes the processes within the iterations
can be going on in parallel.
14

Phase-to-Phase Relationships
 If a project is complex and has two or more
phases, then phase-to-phase relationships can
be either of two types:
1. Sequential Relationship
It is a state where a new phase starts only
when the preceding phase is complete. In eg a
project with three entirely discrete sequential
step-by-step phases, the approach decreases
uncertainty, but may also remove options for
reducing the overall schedule.
15

Phase-to-Phase Relationships
2. Overlapping Relationship
In this case, the next phase starts before the
completion of the previous one. Overlapping
phases sometimes need additional resources
because work has to be done in parallel. It may
increase risk or could lead to rework if a
succeeding phase progresses before correct
information is gathered from the previous
phase.
16

5 Phases or Processes of PM
17

Phase 1. Project Initiation
 In start the project is overviewed, feasibility
and business value of the project determined
along with the strategies required to attain
desired results.
 A kicks off meeting leads to understanding the
client and stakeholders’ requirements, goals,
and objectives with minute details and a final
decision to proceed, the project can move on to
the next step: that is, assembling a project
team.
18

1. Project Initiation
Deliverable of 1st stage is Project Charter - the
most important document that comprises:
 Business vision and mission
 Project goals and benefits
 List of stakeholders
 Scope of the Project
 Project deliverables
 Risks associated with the project
 Project budget and resources
19

Step1. & 2 /5
 Step1. Undertake a Feasibility Study
Understand the feasibility of the project is
essential initially. See if the project is viable
from the economic, legal, operational, and
technical aspects, you can solve issues with
appropriate solutions.
 Step 2. Identify the Project Scope*
Identifying the project scope involves defining
the length, breadth, and depth of the project,
outline functions, deadlines, tasks, features,
and services.
21

Step 3/5. Identify the Deliverable*
 After identifying the project scope, outline the
project deliverables. The project deliverables
include defining the product or services
needed.
 4/5. Identification of Project Stakeholders*
Identification of stakeholders is essential. It is
better to have meetings with team members
and experts to identify project stakeholders.
Documentation of relevant information on
stakeholders and their impact on the successful
completion of the project is required.
22

Step 5/5. Develop a Business Case
 Before developing a business case, ensure that
essential pillars of the project such as
feasibility, scope, and identification of
stakeholders are in place. The very next step is
to come up with a full-fledged business case
(example on next slide).
 The creation of a statement of work (SoW) and
the formation of a team wrap up the project
initiation phase.
23

Phase2. Project Planning
 Project Planning starts on defining project
objectives. This frames a set of plans to guide
project team through the implementation and
closing phases. The program created at this
point will help you manage cost, quality, risk,
changes, and time.
 The project plan includes all details related to
the project goals and objectives and detail of
how to achieve them. It is the most complex
phase in which project managers take care of
operational requirements, design limitations,
and functional requirements. 25

Phase2. Project Planning
 Steps included in project planning phase are:-
26

Step 1. Creating a Project Plan
 A project plan is a blueprint of the entire
project. It should determine a list of activities,
time frame, dependencies, constraints involved,
and potential risks. It helps project manager to
streamline operations and tracking progress by
taking appropriate decisions at the right time.
27

Step 1. Creating a Project Plan
 Scope Statement
 Critical Success
Factors
 Deliverables
 WBS
 Schedule
28
Budget
Quality
Human Resources Plan
Stakeholder List
Communication
Risk Register
Procurement Plan

Critical Success Factors
 Deadlines (time)
 Budget (cost)
 Quality standards
 End user benefits
 Minimal change orders
 Low rate of product rejections
 Employee satisfaction
29

Step 2. Creating Resource Plan
 The resource plan provides information about
various resource levels required to accomplish a
project. A well-documented plan specifies the
labor and materials to complete a project.
Resources used should have relevant Project
Management expertise and experience.
 Step 3. Budget Estimation
A financial plan sets the budget for project
deliverables without exceeding it. It lists
expenses on material, labor, and equipment. It
provides a tool to monitor and control the costs
throughout the Project Management life cycle.
30

Step 4. Gathering Resources
 Gathering resources is an essential part of
project planning to monitor the quality level of
the project. Besides assembling a well-balanced
team from internal and external resources,
equipment, money, software solutions, and the
workplace are needed to complete the tasks.
31

Step 5. Anticipating Risks and
Potential Quality Roadblocks
 Risk plan helps identify and mitigate risks &
comprise all potential risks, the order of
severity, and preventive actions to track it.
Once threats are under control, it is possible to
deliver the project on time adhering to quality.
32

Phase 3. Project Execution
 Project execution is the phase where project-
related processes are implemented, tasks are
assigned, and resources are allocated. The
method also involves building deliverables and
satisfying customer requirements. Project
managers or team leaders accomplish the task
through resource allocation and by keeping the
team members focused.
33

Phase 3. Project Execution
 The team involved start creating project
deliverables and achieve project goals and
objectives as outlined in the project plan. This
phase determines whether your project will
succeed or not. The success of depends on the
project execution phase where final deliverable
also takes shape.
 Listed below are a few essential things that are
taken care of during the execution phase:
34

36
Approve
Accept
Test
Project
Deliverables
Change
Mgt Docs
Meas Proj
Activities
Identify
Tasks
Keep
Proj on
Track
Against
Plan
Perf
Baseline
Project Execution

3 steps Project Execution
1. Reporting Progress of a Project
 During execution phase, it is essential to get
regular project updates to locate required
information and identify issues.
 2. Hold Regular Meetings
At kick off meeting all team members must be
aware of contents of meeting, holding meetings
regularly to ensure timely and straightforward
communication extending surety of productivity
of ongoing and future projects.
37

3 steps Project Execution
3. Manage Problems
 Problems within the project are bound to occur.
Issues such as time management, quality
management, and a weakening in the team’s
morale can hinder the success of a project. So
make sure all problems are solved in the
beginning.
38

Phase 4. Project Monitoring and
Control
 Monitoring and control phase is all about
measuring the performance and tracking
progress of the project. It is implemented
during the execution phase. The main goal of
this phase is to check whether everything
aligns with the Project Management Plan,
especially concerning financial parameters and
timelines.
39

Phase 4. Project Monitoring and
Control
 P Mngr is responsible of keeping the project on
track by adjustments in resource allocation by
holding review meetings and geting regular
performance reports.
 Monitoring project activity during execution
phase allows P Mngr to take corrective actions
in the light of quality of work & necessary
improvements. Keeping an eye on the budget
will help to avoid unnecessary expenses and
resources.
40

Phase 5. Project Closure
 Fifth and final phase of PLC, Closing or
“follow-up” phase has final product ready for
delivery. Project team focuses on wrapping
the project, product release and delivery. It is
nec for both successful or failed projects.
 P Mngr highlight strengths and weaknesses,
takeaways, ambiguities, and suggest means
to rectified issues for future projects. It builds
the PM’s credibility.
 Product is handed to the customers, the
documentation is finalized, the project team
is disbanded, and the project is closed. 41

Cost and Staffing Level in PLC
42

Risk Uncertainty and Change
43

PROJECT LIFE CYCLE (PLC)
 A project life cycle is the series of
phases that a project passes
through from its start to its
completion.
 Project phases are collection of
logically related activities
culminating in one or more
deliverables. 45

 The phases can be sequential, iterative, or
overlapping. The names, number, & duration of
phases are determined by the management
and control needs of the organization(s)
involved in the project, the nature of the
project itself, and its area of application.
 Phases are time bound, with a start and end or
control point (sometimes referred to as a phase
review, phase gate, control gate, or other
similar term).
46

 At the control point, the project charter and
business documents are reexamined based on
the current environment.
 At each point, the project’s performance is
compared to the project management plan to
determine if the project should be changed,
terminated, or continue as planned.
47

 PLC can be influenced by the unique aspects of the org,
industry, development method, or technology employed.
 While every project has a start and end, the specific
deliverables and work that take place vary widely depending on
the project. PLC provides the basic framework for managing the
project, regardless of the specific work involved.
 Though projects vary in size and the amount of complexity they
contain, they can be mapped to the following PLC structure:
 Starting the project,
 Organizing and preparing,
 Carrying out the work, and
 Closing the project.
48

Portfolio, Program and Project Management
49

50
Organizational Project Management

Influence of Organizational Structures on Projects
51

52

53

54

55

56

57

Project Stakeholders & the Project Team
58
•Project management staff
•Project staff
•Supporting Experts
•User or customer representatives
•Sellers
•Business partner members
•Business partners

Generic Project Life Cycle & Typical Cost and Staffing
60

Impact of Variable Based on Project Time
61

Common Project Management Process Interactions
62

Process Groups Interact in a Phase or Project
63
Department of Engineering Management, NUST College of E&ME
• Feasibility
• Appoint Architect
• Proj Mngr
• Building Plan
• Estimation
• Funding
• Govt Approval
• Construction
• Sub-contract Mgmt
• Commissioning
• Managing resources
• Managing changes
• Monitoring progress
• Evaluating progress
• Controlling resources
• Controlling changes
• Completion Certificate
• Contract closure
•Administrative closure
•Hand over

Project Management
Knowledge Areas
Integration
Management
Scope
Management
Time
Management Cost
Management
Quality
Management
Procurement
Management Risk
Management
Communications
Management
Human Resources
Management
Stakeholders
Management
Department of Engineering Management, NUST College of E&ME 64

Project Management Process Groups and Knowledge Area Mapping
65

66

67

68

69

70

71

72

73
R: Responsible
A: Accountable
C: Consulted
I: Informed

Project Life Cycle.pptx

Recomendados

Recomendados

Mais conteúdo relacionado

Mais procurados

Mais procurados (20)

Semelhante a Project Life Cycle.pptx

Semelhante a Project Life Cycle.pptx (20)

Último

Último (16)

Project Life Cycle.pptx