a.

Distinct period or stage in a series of events or

1. Orjeptc eifl eyclc a process of change or development
Project Life Cycle b. Collection of generally sequential and
sometimes overlappping project phases
2. Onsgcil ahpse whose name and number are determined by
Closing Phase the management an control needs of the
organization or organizations involved in the
3. Ehsdtkrlaos project
Stakeholders
c. Person/organization involved in the specific
4. Zntoigroinaas ucertul project
Organization’s culture
d. The action or manner of governing
5. Shape
Phase e. Final stage of the project

6. Vongencare f. Defines the proper way to behave within the

Governance organization.
 CHAPTER 2
Project Life Cycle and
Organization
The Project Life cycle- Overview
Project vs. Operational Work
Stakeholders
Organizational Influences and Project
Management
The Project Life Cycle-Overview
A project life cycle is a collection of generally sequential and sometimes overlappping
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 it’s area of application. A life cycle can be documented in methodology. The
project life cycle can be determined or shaped by the unique aspects of the organization,
industry or technology employed. While every project life cycle has a definite start and a
definite end, the specific delivirables and activities that take place in betwee will vary
widely with the project, regardless of the specific word involved.
Characteristics of the Project Life Cycle

• Starting the project- aims to define and authorize the project. The project manager
takes the given information and creates a Project Charter.

• Organizing and preparing-The purpose of this phase is to lay down a detailed

strategy of how the project has to be performed and how to make it a success.

• Carrying out the project work-In this phase, the decisions and activities defined
during the planning phase are implemented. During this phase, the project manager
has to supervise the project and prevent any errors from taking place.

• Closing the project-This is the last phase of any project, and it marks the official
closure of the project.
With the context of the generic life cycle strcuture, a project manager may detemine the
need for more effective control over certain deliverable. Large and complex projects in
aprticular may require this additional level of control. In such instances , the work carried
out to complete the project’s objective may benefit from being formally divided into
phases.
Product vs. Project Life Cycle Relationships

The product life cycle consist of generally sequential, non-overlappipng product phases
determined by the manufacturing and control needs of the organization. The last product life
cycle is generally the product’s retirement. All projects have a purpose or objective, but in
those cases where the objective is a service or result, not a product life cycle.

Since one product may have many projects associated with it. additional efficiences may
be gained by managing all related projects collectively. For instance, a number of seperate
projects may be related to the development of a new automobile. Each project may be distict,
but still contributes a key deliverable necessary to bring the automobile to market. Oversight
of all projects by a higher authority could significantly increase the likelihood of success.
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 high level nature of
project phases makes them an element of the project life cycle.
Similar Characteristics;

 When phases are sequential, the close of a phase ends with some form of transfer
or handoff of the work product produced as the phase deliverable. This phase end
represents a natural point to reassess the effort underway and to change or
terminate the project if necessary. These points are referred to as phase exits,
milestones, phase gates, decision gates, stage gates, or kill points.

 The work has a distinct focus that differs from any other phase. This often involves
different а organizations and different skill sets.

 The primary deliverable or objective of the phase requires an extra degree of

control to be successfully achieved.
1.) Project Governance Across the Life Cycle

Project Governance

> provides a comprehensive, consistent method of controlling the

project and ensuring its success. The project governance approach should be
described in the project management plan. A project's governance must fit
within the larger context of the program or organization sponsoring it.
Govern all four stages of Project Life Cycle with Project Governance
 
Initiation
Leadership identifies a governance team. They review and approve the project proposal and
objectives.
 
Planning
Governance team reviews and approves the scope, goals, resources, costs and schedule of the
project.
 
Executing
Lead project manager provides the governance team with status and metrics updates.
 
Closing
Project team communicates completion to governance team.
2.) Phase to Phase Relationships

> When large or complex projects are multi-phased, the phases are part of a
generally sequential process designed to ensure proper control of the project
and attain the desired product, service, or result.

it has three types;

a. Sequential Relationship - phases happen one after other and never

overlap
b. Overlapping Relationship - phases overlap with each other

- there are typically seperate teams working on separate phases

c. Iterative- cross between sequential and overlapping relationships

- has only one team working on both phases.

Projects 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.

These two types of work share a number of characteristics as follows:

✓Performed by individual
✓Limited by constraints, including resources constraints
✓Planned, Executed, Monitored and Controlled, and
✓Perform to achieve organizational objectives or strategic plans
Projects and Operations are differ from each other

✓Operations-are ongoing and produce repetitive products, services or results.

Operations work is ongoing and sustain the organization over time.

✓Project- are temporary and it has end.

.-It is also any undertaking, carried out individually or collaboratively and
possibly involving research or design, that is carefully planned to achieve a
particular aim.
•There is generally a significant amount of interaction between the operations
department and the project team as they work together to achieve project goals
(example)

*Depending on the nature of the project, the deliverables may modify or contribute to
the existing operations work. In this case, the operation department will integrate the
deliverables into future business practices. Examples of this type of project can include,
but not are limited to:

✓Developing a new product or service that is added to an organization's product line to

be marketed and sold,
✓Installing products or services that will require ongoing support
✓Internal projects that will affect the structure, staffing levels or culture of an
organization or
✓Developing, acquiring or enhancing an operational department's information system
Stakeholders
Stakeholders- are persons or organizations who are actively involved in the project or whose
interests maybe positively or negatively affected by the performance or completion of the
project.

Examples of Stakeholders are :

✓ Customers
✓Sponsors
✓The performing organization
✓Public
 Stakeholders have varying levels of responsibility and authority when participating on the
project and these can change over the course of the project life cycle-Stakeholder identification is a
continuous process and can be difficult.

A project can be perceived as having both positive and negative results by stakeholders. Some
stakeholders benefit from a successful project, while other stakeholders perceive negative outcomes
from a project success.

Example:

✓Positive result to stakeholders-Business leaders from a community that will benefit from industrial
expansion project by positive economic benefits to the community. In the case of stakeholders with
positive expectations from the project, their interests are best served by helping the project's succeed.

✓Negative result to stakeholders-Impeding the project's progress is one of the negative interests of
stakeholders. Overlooking negative stakeholders can result in an increased likelihood of failure.
•The following are some examples of project stakeholders:

1.Customers/Users- are the persons or organizations that will use the projects product or service or result.

2.Sponsor- is the person or group that provides the financial resources, in cash or in kind, for the project.

3.Portfolio Managers/Portfolio Review Board- are responsible for the high level governance of
collection of projects or programs, which may or may not be interdependent.
-Portfolio Review Boards-are committees usually made up of the organization's executives who act as a
project section panel. They review each project for it's return on investment, the value of the project, risks
associated with taking on the project and other attributes of the project.

4. Program Managers- are responsible for managing related projects in a coordinated way to obtain
benefits and control not available from managing them individually.

5. Project Management Office (PMO)- is an organizational body or entity assigned various

responsibilities related to the centralized and coordinated management of those projects under it's domain.
*The responsibilities of Project Management Office are the ff:

✓provides management support functions to actually being responsible for the direct
management of a project
✓can be a stakeholder if it has direct or indirect responsibility for the outcome of the project
✓the PMO can provide but is not limited to:
-administrative support services such as policies, methodologies, and templates
-training, mentoring and coaching of project managers
-project support, guidance and training on how to manage projects and the use of tools
-Resource alignment of project staff, and/or;
-Centralized communication among project managers, project sponsors, managers and other
stakeholders.
6. Project Managers- are assigned by the performing organization to achieve the project
objectives. A project manager must be able to understand project detail, but manage from
the overall perspective. As the responsible for the success of the project, a project
manager is in charge of all aspects of the project including, but not limited to:

✓Developing the project management plan and all related component plans

✓Keeping the project on track in terms of schedule and budget

✓Identifying, monitoring, and responding to risk

✓Providing accurate and timely reporting of project metrics

7. Project Team- is comprised of a project manager, project management team, and other team
members who carry out the work but who are not necessarily involved with management of the
project. This team is comprised of individuals from different groups with knowledge of a specific
subject matter or with a specific skill set who carry out the work of the project.

8.Functional Managers- are key individuals who play a management role within an
administrative or functional area of the business, such as human resources, finance, accounting or
procurement.

9. Operations Management- operations manager are individuals who have a management role
in a core business area, such as research and development, design, manufacturing, provisioning,
testing or maintenance.

10. Sellers/Business Partners- also called "vendors", "suppliers", "contractors", are external
companies that enter into a contractual agreement to provide components or service necessary for
the project.
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 it's project
management systems can also influence the project. When a project involves external
entities as part of a joint venture or partnering, the project will be influenced by more than
one enterprise.
table 2-1
Organizational Cultures and Styles
Cultures and Styles may have a strong influence on a projects ability to meet it's
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.

Most organizations have developed unique cultures that manifest in numerous way including, but not
limited to:

✓Shared Visions, Values, Norms, Beliefs and Expectaty

✓Policies, Methods and Procedures
✓View of authority relationships
✓Work Ethic and Work hours
Organizational Structure
Organizational structure is an enterprise environmental factor which can affect the
availability of resources and influence how project are conducted. Organizational
structures range from functional to projectized, with a variety og matrix structures
between them.
Strong Matrix Organization
Projectized Organization
Composite Organization
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.

Organizational process assets may be grouped into two

categories:
1.) Processes and Procedures
 
The organization's processes and procedures for conducting work include but
are not limited to:

• Organizational standard processes

• Standardized guidelines, work instructions, proposal evaluation criteria, and
performance measurement criteria;

• Guidelines and criteria for tailoring the organization's set of standard processes
to satisfy the specific needs of the project,

• Organization communication requirements

 
• Project closure guidelines or requirements
2 Corporate Knowledge Base

✓Process Measurement Databases use to collect and make

available measurement data on processes and products
✓Project fees
✓Historical Information and lessons learned know basics
✓Issue and defect management bases
✓Configuration management knowledge bases
✓Financial Databases
Thank You!