PROJECT LIFE

CYCLE AND
ORGANIZATION
PROJECT LIFE CYCLE
a collection of generally sequential and
sometimes overlapping project phases
whose name and number are
determined by the management and
control needs of the organization or
organizations involved in the project, the
nature of the project itself, and its area of
application.
Characteristics of the Project Life Cycle

Typical Cost and Staffing Levels Across the Project Life Cycle
Characteristics of the Project Life Cycle

Impact of Variable Based on Project Time

Product vs. Project Life Cycle Relationship

Both product and project life cycles are crucial for

businesses to understand and manage. They provide a
framework for planning, executing, and monitoring
activities throughout a product's development or a
project's completion.

A product life cycle can encompass many project life

cycles. For example, a new product development project
would be part of the development stage of the product life
cycle. Similarly, a product launch project would be part of
the introduction stage, and a product improvement
project would be part of the maturity stage.
Project Phases
Project phases are divisions within a
project where extra control is needed
to effectively manage the completion
of a major deliverable. Project phases
are typically completed sequentially,
but can overlap in some project
situations.
The phase structure allows the project
to be segmented into logical subsets
for ease of management, planning,
and control.
Project Phases

Single-Phase Project
 Phase-to-Phase Relationships

A. Sequential Relationship

Three-Phase Project
 Phase-to-Phase Relationships
B. Overlapping Relationship

Overlapping Phases
 Phase-to-Phase Relationships

C. Iterative Relationship

where only one phase is planned at any given time

and the planning for the next is carried out as work
progresses on the current phase and deliverables.
This approach is useful in largely undefined,
uncertain, or rapidly changing environments such
as research, but it can reduce the ability to provide
long term planning
PROJECT VS. OPERATIONAL
WORK

Organizations perform work to

achieve a set of objectives. In
many organizations the work
performed can be categorized as
either project or operations work.
PROJECT VS. OPERATIONAL WORK

Projects and operations differ primarily in that operations

are ongoing and produce repetitive products, services,
or results.

Projects (along with team members and often the

opportunity) are temporarily can end.

Operations work is ongoing and sustains the

organization over time. Operations work does not
terminate when its current objectives are met but
instead follow new directions to support the
organization’s strategic plans.
STAKEHOLDERS

are persons or organizations (e.g.,

customers, sponsors, the
performing organization, or the
public), who are actively involved
in the project or whose interests
may be positively or negatively
affected by the performance or
completion of the project.

stakeholders may also exert

influence over the project, its
deliverables, and the project team
members.
STAKEHOLDERS
Customers/users
Sponsor
Portfolio managers/portfolio review board
Program managers
Project management office
Project managers
Project team
Functional managers
Operations management
Sellers/business partners
ORGANIZATIONAL INFLUENCES
ON PROJECT MANAGEMENT

The organizational culture, style, and

structure influence how projects are
performed. An organization's degree
of project management maturity and
its project management systems can
also influence the project.
Organizational Cultures and Styles

Cultures and styles may have a strong influence on a

project's ability to meet its objectives. Cultures and styles
are typically known as "cultural norms."

The "norms" include a common knowledge regarding

how to approach getting the work done, what means
are considered acceptable for getting the work done,
and who is influential in facilitating the work getting
done.
Organizational Structure

Organizational structure is an enterprise

environmental factor which can affect the
availability of resources and influence how
projects are conducted.

Organizational structures range from functional

to projectized, with a variety of matrix structures
between them.
Organizational Structure
Organizational Structure
Organizational Structure
Organizational Structure
Organizational Structure
Organizational Structure
Organizational Structure
Organizational Process Assets

Organizational process assets include any or all

process related assets, from any or all of the
organizations involved in the project that can
be used to influence the project's success.
These process assets include formal and
informal plans, policies, procedures, and
guidelines.

Organizational process assets may include

completed schedules, risk data, and earned
value data.
Organizational process assets may be grouped into two
categories:

a. Process and Procedure

organizational standard processes
standard product and project life cycle
standardized guidelines
organization communication requirements
project closure guidelines or requirements
b. Corporate Knowledge Base
process measurement databases
project files
historical information knowledge bases
issue and defect management databases
financial databases
Thank You
For Your Attention