PROJECT LIFE CYCLE &

PROJECT MANAGEMENT PROCESS

ARSPEC01

Submitted by: Patricia Nicole S. Rosas

John Paul P. Buagayan
Chinverlyn F. Chiapoco
Submitted to: Arch. Juanito Y. Sy, uap, aacep, earoph, same MA
Architecture
 PROJECT
LIFE CYCLE

Projects follow to a structure known as the Project Life Cycle. This

lifecycle is similar to our own. It has a clear beginning, middle, and
end, with various formative events taking place in each main period.
This is true whether you're creating cutting-edge design software,
pioneering environmentally sustainable vehicle assembly, or everything
in between.

The project life cycle, in its most basic form, is an organizational system
that divides complete projects into five fundamental phases. From the
conception of an idea to its planning, execution, monitoring, and
closure, each phase is critical to guaranteeing the success of a project.
PHASE 1
Every project life cycle starts with the same question: why are we doing this
project in the first place?

Initiation is the first stage of the project lifecycle. During this stage, a project's
vision is conceptualized and evolved into something that could exist. This is

PROJECT the stage at which important stakeholders who may be interested in the project
are identified.

INITIATION In this stage, project managers will also identify core aspects of their project,
such as:

The problem the project aims to solve

The resources required to achieve the project goals
The method for securing buy-in from stakeholders
PHASE 1
During the Initiation Phase, the entire project team defines the project idea,
and the project sponsor evaluates it and authorizes the project to proceed. The
project manager starts the documentation process, which includes the
justification, deliverables, risks, estimated cost, and resource requirements.

The Project Charter, which contains all of this information, is a key deliverable
of the Project Initiation Phase. This is the project's initial formal definition. It
PROJECT gives the project permission to exist, creates the project manager's authority,
and records high-level requirements, project milestones, and success criteria.

INITIATION The Stakeholder Registry is another crucial document in the Initiation Phase.
This paper contains information about all of the project's stakeholders. It
identifies the individuals, groups, and organizations with an interest in the task,
project, and its outcomes.

The approval of the Project Charter marks the beginning of the project's next
phase, the Project Planning Phase.
PHASE 2
Once the expectations and success criteria are established, the following
phase of the project life cycle focuses on planning each job that the team
must complete in order to cover the scope, satisfy the deliverables, and reach
the ultimate goal.

In the Project Planning Phase, the project team members dive into specific
requirements, tasks, timelines, and actions. The project manager collaborates

PROJECT
with the entire team to develop the design, list the tasks, and estimate the
budget. The project manager also establishes the team's and stakeholders'

PLANNING
roles and duties.

Something PMs should bear in mind: if fresh information becomes available,

you may need to revise your previous Project Plan and related procedures.
More complex projects will necessitate additional approvals back and forth for
each job produced.

Because project planning is an iterative process, the project manager

should evaluate, amend, and revisit all plans at least once a month until the
project is completed. It is essential that the project team includes important
stakeholders at this stage of the project life cycle.
PHASE 3
The Project Execution Phase is where the project team implements and
follows through the tasks based on the Project Planning. At this stage, the
team spends the majority of its time negotiating with others, assisting in the
quality assurance of work, keeping track of resources, and informing
stakeholders.

This is the phase in which the project manager attempts to oversee every job

PROJECT
and aspect of project delivery in order to keep the project on track throughout
the rest of its life cycle.

EXECUTION The project team is focused on achieving all of the goals established in the
previous phases. During this stage, the project manager would most likely
utilize project management software to assign each assignment to team
members. Technologies that consolidate task information, as well as resource
availability and team communication, can help to simplify and optimize the
project management processes that are required.

Documents developed during the Execution Phase of the project life cycle
include quality assurance documentation, meeting minutes, and work orders.
PHASE 4
Once a project has been executed, the monitoring and Controlling Phase of
the project management lifecycle begins.

The monitoring and controlling phase's goal is to track, control, and maintain:
Results
Processes
Lessons Learned

PROJECT Both the Execution Phase and the Monitoring & Control Phase are crucial to

CONTROL
project success. Aside from monitoring task completion, the project manager
attempts to detect issues or risks, develops a mitigation strategy with the team,
and reports the project status to stakeholders on a regular basis.

The project team gains a strategic advantage by being rigorous in recording

and measuring project progress. They can discover bottlenecks and prompt
critical discussions or process improvements in project management.
PHASE 5
In Project Closure Phase, all the activities related to its completion are
concluded. These may involve the submission of a final deliverable, fulfilling
contractual obligations, terminating relevant agreements, and releasing project
resources.

The project manager informs all stakeholders of the project's final disposition
and status at this phase. In order for participants and stakeholders to
communicate and work in concert with the responsible parties, this phase also

PROJECT makes sure that they are made aware of any follow-up activities or ongoing
product life cycles.

CLOSURE Therefore, the team should do a project retrospective regardless of how the
project life cycle turns out. The project team can consider new lessons learned
and make sure that current project management procedures are improved for
a future project during this post-mortem activity.

Documents that must be turned over during the project closeout may include
various project paperwork, minutes from last meeting, and other closure
reports. These documents can identify and capture lessons learned and best
practices for future reference and reuse.
 Regardless of their size, all projects go through each of the five phases.

One great strategy to manage team attention, distribute resources, and align
the entire project life cycle with clients and stakeholders is to decide to formally
divide a project into stages.

WHY ARE The project team makes sure that deliverables produced at the conclusion of
each phase fit the project's goals by thinking in terms of stages. Phase-based
project management also ensures that the team is adequately ready for the

PROJECT PHASES
upcoming phase.

Phases of the project life cycle offer extra benefits. The method offers an

IMPORTANT?
organized method for completing projects. The project team's ability to follow a
clear and consistent roadmap is made possible by defined activities, outputs, and
responsibilities.

A framework that is clear and simple to understand for all team members and
stakeholders is demonstrated through specified phases and roles. The division of
tasks into phases makes it clear what the team should focus on throughout each
phase and speeds up communication.

Working on projects in phases makes it easier to monitor and immediately

connect progress to each stage. All parties involved can quickly identify when a
phase has been completed.
 PROJECT
MANAGEMENT PROCESS

Project management is the process of successfully guiding a project

from conception to completion by utilizing information, tools, skills,
deliverables, and methodologies while ensuring that all project goals
are completed on schedule and within budget.
To do so, you must understand the project goals, how to achieve
them, how long it will take to reach them, what resources you will need
to achieve them, and how to overcome any problems that may arise
during the process.
Project management gives structure to what may appear to be a
difficult process.
HOW DO YOU MANAGE
PROCESSES?
1. DEFINE THE SCOPE
The first and most critical stage in each project is to define the
project's scope. What is the project's goal? What are you expected to
achieve and create? It is equally crucial to understand what is not
covered by your scope. If you are perplexed by any of the set
objectives, request that your manager explicitly clarify the scope of
the project.
You might be tasked with organizing a business social event. The job
would entail preparing a reception for 100 guests, complete with
supper, open bar, and entertainment, by a specific date and at a cost
of no more than $20,000.
2. DETERMINE
AVAILABLE RESOURCES
You will need to work with management to ensure that you have
enough people, equipment, and funds to complete the project. As
a project manager, you will not have direct control over these
resources, but you can discuss it with your direct manager.
3. UNDERSTAND THE TIME TABLE
Knowing when a project must be completed is critical for project
managers. As you build your project plan, you may discover that
you have some freedom in how you use your time during a
project. However, some deadlines, such as event deadlines, are
set. If you opt to work overtime hours to fulfill your schedule, you
must measure those hours against what you can afford within
your budget.
HOW DO YOU MANAGE
PROCESSES?
4. DETAIL THE WORK
What significant pieces or components must be generated in order
for the project to be completed? Each larger item can be divided into
smaller chores. Collaborate with your team members to define the
information required to complete each minor task and large
component. The person in charge of each work must make decisions
based on the available options, costs, and constraints. List smaller
tasks that help achieve the large component under each significant
component of a project. The depth to which you go is determined on
the size and complexity of the project at hand.
5. ASSEMBLE YOUR TEAM
Your team is made up of technical professionals that have been
hand-picked to complete the project at hand. Bringing your team
together will allow you to start a conversation about the next steps
and any issues they may have. Their functional manager assigned
them to the team, and it is your responsibility to manage them.
6. DEVELOP A PRELIMINARY PLAN
A precedence table can help you identify which tasks must be
completed before moving on to the next step in your plan. Formal
project management planning include drawing a network diagram
and determining a key path. These terminology may be foreign to
you if you are new to project management. The basic idea is to
sequence the activities in the correct order before providing
resources to those activities.
HOW DO YOU MANAGE
PROCESSES?
7. CREATE A BASELINE PLAN
Get feedback on your preliminary plan from your team and other
stakeholders. With this feedback, adjust your timelines and work
schedules to fit the project into the available time. Apply these
changes to the preliminary plan to produce your baseline plan.
8. REJECT POJECT ADJUSTMENTS
There is never enough time, money, or skill given to a project. Your
role as a project manager is to do more with fewer resources than
people expect. Yet, these constraints may just be unrealistic. In these
cases, you must submit your case to your manager and urge that the
unrealistic boundaries be altered.
9. WORK THROUGH YOUR
PLAN BUT DON'T DIE FOR IT
While establishing a strategy is crucial, you should also be
prepared to adjust it if required. If an accident prevents you from
carrying out one of your plans, you must alter your strategy and
choose an alternative route. Apply the same logic to your project
plan. Modify things as needed, but keep the scope and resources
in mind.
10. DOCUMENT EVERYTHING
Maintain a paper trail and records of all the work you do. Write
down what the change was and why it was essential every time
you adjust your baseline. When a new need is introduced to a
project, document where it came from and how it affects the
timeline and budget.You won’t be able to remember everything,
so writing it down helps you to look at everything at the end of the
project so that you can learn from them.
HOW DO YOU MANAGE
PROCESSES?
11. MONITOR PROGRESS
Establish everyone on your team's expectations at the start of the
project. After that, check in on a frequent basis to see how they're
doing and if anything is getting in their way. This will make detecting
errors before they become a problem easier.
12. KEEP YOUR TEAM INFORMED
Let all project stakeholders know how your project is progressing.
As you reach each milestone, inform them of your
accomplishments. Make careful to notify them of any difficulties as
soon as they arise. Keep your team updated along the route so
they can assess how changes may affect their tasks. Make sure
everyone on the team is aware of how others on their team are
faring in case they need to pitch in.
 PMI
PROJECT MANAGEMENT INSTITUTE

HOW THE The Project Management Institute (PMI) was founded in 1969

PROJECT
and is the world's biggest non-profit membership organization
for project managers. This institute establishes program,
project, and portfolio management standards. It also provides

MANAGEMENT
training and certification.

So, yes, they are important in the realm of project management!

PROCESS
They attempted to unify project management methods by
assembling a team of more than 80 PMI members who wrote A
Guide to the Project Management Book of Knowledge (PMBOK

WAS CREATED Guide), which is now in its fifth version.

This guide includes a process standard that can be used to

carry out numerous projects, but it also recognizes that each
project is unique. When project managers use the techniques in
the guide, their projects become easier to manage.
THANK
YOU!

ARSPEC01