Project Life Cycle

and
Process Groups
Class 9
W22 PRM1001
 Project Life Cycle (Section 1.2.4.1)
Learning Project Phase (Section 1.2.4.2)
Outcomes Project Gate (Section 1.2.4.3)

Module 5 Project Management Processes (Section 1.2.4.4)

Project Management Process Group (Section 1.2.4.5)

PMBOK Ch. 1 (p. 18-35)
Project Management Knowledge Area (Section 1.2.4.6)
 A project life cycle is the series of phases that a
project passes through from its start to its
Project and completion.

Development
Life Cycles It provides the basic framework for managing a
project.

The basic framework applies regardless of the

specific project work involved

The phases may be sequential, iterative, or

overlapping.

4
Sequential vs. Iterative vs. Overlapping

INFORMATION TECHNOLOGY PROJECT MANAGEMENT, NINTH EDITION. © 2019 CENGAGE. MAY NOT BE COPIED, SCANNED, OR DUPLICATED, IN
WHOLE OR IN PART, EXCEPT FOR USE AS PERMITTED IN A LICENSE DISTRIBUTED WITH A CERTAIN PRODUCT OR SERVICE OR OTHERWISE ON A
PASSWORD-PROTECTED WEBSITE FOR CLASSROOM USE.
Project and
development
life cycles

6
 A project life cycle can be predictive or adaptive.

Project and
development Within a project life cycle, there are generally one or
more phases that are associated with the
life cycles development of the product, service, or result.

These are called a development life cycle.

Development life cycles can be predictive, iterative,

incremental, adaptive, or a hybrid model

7
Project and Predictive life cycle (low degree of change / low frequency of delivery)

development life • The project scope, time, and costs are determined in the early phases of the life cycle (Waterfall).

cycles Iterative life cycle (high degree of change / low frequency of delivery)

• The scope is determined early, but the time and cost estimates are modified at the project is
elaborated

Development life cycles can be

predictive, iterative, incremental, Incremental life cycle (low degree of change / high frequency of delivery)
adaptive, or a hybrid model:
• The deliverables are produced through a series of iterations.

Adaptive life cycles (high degree of change / high frequency of delivery)

• Agile, iterative, or incremental

Hybrid life cycle (low or high degree of change / low or high frequency of
delivery)
• Combination of predictive and adaptive life cycles

8
Traditional vs. Agile Project Management

CREDITS: BONNIE BIAFORE. PROJECT MANAGEMENT FOUNDATIONS. LINKEDIN LEARNING 9

Agile, Waterfall, Iterative, Incremental |
Different Project Lifecycles

CREDITS: DAVID MCLACHAN. AGILE, WATERFALL, ITERATIVE, INCREMENTAL | DIFFERENT PROJECT LIFECYCLES. YOUTUBE.COM
 The project management team determines the best life cycle for each project.

Project and The project life cycle needs to be flexible enough to deal with the variety of
factors included in the project.

Development
Life Cycles Life cycle flexibility may be accomplished by:

• Identifying the process or processes needed to perform each phase

• Performing the process or processes identified in the appropriate phase
• Adjusting the various attributes of a phase

Project life cycles are independent of product life cycles

A product life cycle is the series of phases that represent the evolution of a
product, from concept through delivery, growth, maturity, and to retirement.

11
 A project life cycle is the series

Project of phases that a project passes

through from its start to its

Phase completion.

Name
A project phase is a collection of
logically related project activities
that culminates in the completion
of one or more deliverables.
Exit criteria Number
The phase in a life cycle can be
described by a variety of
attributes:

Entrance
Duration
criteria

Resource
requirements
12
 Concept development
Feasibility study
Project Phase Customer requirements
Solution development
Phases are generally given Design
names that indicate the type
of work being done in that Prototype
phase. Examples: Build
Test
Transition
Commissioning
Milestone review
Lessons learned

13
Project Phase Management needs Nature of the project
Unique characteristics
of the organization,
industry, or technology

Phases may be established Project elements

based on various factors including, but not
including, but not limited to: limited to, technology, Decision points
engineering, business,
process, or legal

Using multiple phases may provide better

insight to managing the project
A key component used with project phases is
the phase review

14
What are the phases that a project has to go through?

CREDITS: ANTINIO NEITO-RODRIGUEZ. PROJECT MANAGEMENT REINVENTED FOR NON-PROJECT MANAGERS. LINKEDIN LEARNING 15
Phase gate
A phase gate is held at the end of Benefits
a phase. management
Project plan
The projects performance and management
progress are compared to the Project plan
project and business documents charter
including, but not limited to: Project
business case

16
 Continue to the next phase
Phase gate
Continue to the next phase with modification

A decision is made as a result

of this comparison:
End the project

Remain in the phase

Repeat the phase or elements of it

17
Phase gate Phase review

Phase gates may be referred Stage gate

to by other names such as:

Kill point

Phase entrance

Phase exit

18
What are Stage Gates or Gateways?

CREDITS: Online PM Courses - Mike Clayton. Youtube.com

19
 The project life cycle is managed by executing a series of project
management activities known as project management processes.
Project
Management Every project management process produces one or more outputs
Processes from one or more inputs by using appropriate project management
tools and techniques.

The output can be a deliverable or an outcome.

Outcomes are an end result of a process.

Project management processes apply globally across industries

20
 Project management processes are logically
linked by the outputs they produce.
Project
Management The output of one process generally results in
either:
Processes
• An input to another process
• A deliverable of the project or phase

21
Example:
Project
Integration
Management

INFORMATION TECHNOLOGY PROJECT MANAGEMENT, NINTH EDITION. © 2019 CENGAGE. MAY NOT BE COPIED, SCANNED, OR
DUPLICATED, IN WHOLE OR IN PART, EXCEPT FOR USE AS PERMITTED IN A LICENSE DISTRIBUTED WITH A CERTAIN PRODUCT OR SERVICE
OR OTHERWISE ON A PASSWORD-PROTECTED WEBSITE FOR CLASSROOM USE.
Project
Management
Processes used
Processes once or at
The number of process iterations and predefined points
interactions between processes varies based in the project
on the needs of the project.

Processes generally fall into one of three

categories:
Processes that
are performed Processes that
continuously are performed
throughout periodically
the project

The PMBOK Guide groups processes into

five categories called Process Groups
23
Project Initiating Initiating Process Group

Management Planning Planning Process Group

Process Groups
Executing Executing Process Group
A Project Management Process
Group is a logical grouping of
project management processes to Monitoring and
achieve specific project objectives. Monitoring and Controlling Process Group
Controlling
They fall into one of five categories:
Closing Closing Process Group

Note that
the Process Groups
are not the same as
project phases!

24
The project management life cycle

CREDITS: BONNIE BIAFORE. PROJECT MANAGEMENT FOUNDATIONS. LINKEDIN LEARNING 25

Project
Management In addition to Process Groups, processes are also
categorized by Knowledge Areas.
Knowledge
Areas A Knowledge Area is an identified area of project
management defined by its knowledge requirements
and described in terms of its component processes,
practices, inputs, outputs, tools and techniques.

The ten Knowledge Areas identified in the PMBOK are

used in most projects most of the time.

26
 Project
Project Scope Project Schedule
Integration
Project Management
Management Management

Management
Knowledge Areas Project Cost Project Quality Project Resource
Management Management Management
The ten Knowledge Areas
identified in the PMBOK are: Project Project
Project Risk
Communications Procurement
Management
Management Management

Project
Stakeholder
Management

27
Project Life

TABLE 1-4. PROJECT MANAGEMENT PROCESS GROUP AND KNOWLEDGE AREA MAPPING
Cycles
Project Management
Knowledge Areas
The ten Knowledge Areas
identified in the PMBOK are:

28
Project
Management Data Work performance data
and Information • The raw observations and measurements identified
during activities performed to carry out the project
work.
Throughout the life cycle of a
project, a significant amount of
data is collected, analyzed, and Work performance information
transformed.
• The performance data collected from various
controlling processes, analyzed in context and
The following definitions identify integrated based on relationships across areas.
key terminology regarding project
data and information. Work performance reports
• The physical or electronic representation of work
performance information complied in project
documents, which is intended to generate decisions
or raise issues, actions, or awareness.

29
PMP Exam Work Performance Data, Information and Reports

CREDITS: AILEEN ELLIS. YOUTUBE.COM 30

 Project

Data and
Information
Management

31

FIGURE 1-7. PROJECT DATA, INFORMATION, AND REPORT FLOW

 Tailoring is necessary because each project is unique; not every
process, tool, technique, input, or output identified in the
PMBOK Guide is required on every project.

Tailoring Tailoring should address the competing constraints of scope,

schedule, cost, resources, quality, and risk. The importance of
each constraint is different for each project.

The project manager tailors the approach for managing these

constraints based on the project environment, organizational
culture, stakeholder needs, and other variables.

PM should also consider the varying levels of governance

needed for each project.

32
Project The project manager needs to ensure that the project
management approach capture the intent of business
Management documents.
Business The two documents are interdependent and iteratively
Documents developed and maintained throughout the life cycle of
the project

33
Project The project sponsor is generally accountable for the
development and maintenance of the business case
document.
Management
Business The project manager is responsible for providing

Documents recommendations and oversight to keep the project

business case, project management plan, project charter,
and project benefits management plan success measures
in alignment with one another and with the goals and
objectives of the organization.

In some organizations, the business case and benefits

management plan are maintained at the program level.

34
Project
Management
Business
Documents

FIGURE 1-8. INTERRELATIONSHIP OF NEEDS ASSESSMENT AND CRITICAL BUSINESS/PROJECT DOCUMENTS 35

 The project business case is a documented economic feasibility study
used to establish the validity of the benefits of a selected component
lacking sufficient definition and that is used as a basis for the
Project authorization of further project management activities.

Business The business case lists the objectives and reasons for the project

Case initiation.

A needs assessment often precedes the business case.

The results of the needs assessment may be summarized in the

business case document.

36
 Business needs
Project • Determination of what is prompting the need for
Business Case action
• Business problem or opportunity
• Stakeholders affected
The business case may • Scope
include:
Analysis
• Organizational strategies, goals and objectives
• Root cause of the problem or opportunity
• Known risks
• Critical success factors
• Decision criteria for various courses of action
• Options to be considered

37
 Recommendation
Project • A statement of the recommended option
Business Case • Items to include:
o Analysis results
o Constraints, assumptions, risks, and dependencies
The business case may o Success measures
include: • An implementation approach
o Milestones
o Dependencies
o Roles and responsibilities

Evaluation
• Statement describing the plan for measuring the
benefits the project will deliver

Check the Business Case examples on Moodle, class 9

38
 The project benefits management plan is the

Project document that describes how and when the benefits

of the project will be delivered and describes the
mechanisms that should be in place to measure those
Benefits benefits.

Management
Plan A project benefit is defined as an outcome of actions,
behaviors, products, services, or results that provide
value to the sponsoring organization as well as to the
projects intended beneficiaries.

Developed early in the project life cycle

39
Project
Benefits
Management
Plan Target benefits Strategic
alignment
Timeframe for
realizing benefits
Benefits owner

The project benefits

management plan
describes key elements of
the benefits:
Metrics Assumptions Risks

This document compliments the business case, project charter,

and project management plan

40
Project Charter
& Project The project charter is defined as a document issued by the
project sponsor that formally authorizes the existence of a
Management project and provides the project manager with the
authority to apply organizational resources to project
Plan activities.

The project management plan is defined as the document

that describes how the project will be executed,
monitored, and controlled.

41
 After deciding what project to work on, it is important to
let the rest of the organization know

Developing a A project charter is a document that formally recognizes the existence of a

project and provides direction on the project’s objectives and management

Project Charter

Key project stakeholders should sign a project charter to

acknowledge agreement on the need and intent of the
project

A project charter is a key output of the initiation process

INFORMATION TECHNOLOGY PROJECT MANAGEMENT, NINTH EDITION. © 2019 CENGAGE. MAY NOT BE COPIED,
SCANNED, OR DUPLICATED, IN WHOLE OR IN PART, EXCEPT FOR USE AS PERMITTED IN A LICENSE DISTRIBUTED WITH A
CERTAIN PRODUCT OR SERVICE OR OTHERWISE ON A PASSWORD-PROTECTED WEBSITE FOR CLASSROOM USE.
 Business case

Developing a Benefits
management plan
Project Charter
Inputs for developing
Agreements
a project charter

Enterprise
environmental
factors

Organizational
process assets

Check the Project Charter examples

on Moodle, class 9 INFORMATION TECHNOLOGY PROJECT MANAGEMENT, NINTH EDITION. © 2019 CENGAGE. MAY NOT BE COPIED, SCANNED, OR DUPLICATED, IN WHOLE OR IN PART,
EXCEPT FOR USE AS PERMITTED IN A LICENSE DISTRIBUTED WITH A CERTAIN PRODUCT OR SERVICE OR OTHERWISE ON A PASSWORD-PROTECTED WEBSITE FOR
CLASSROOM USE.
Project One of the most common challenges in project
management is determining whether or not a project is
Success successful.

Measures Traditionally, the project management metrics of time,

cost, scope, and quality have been the most important
factors in defining the success of a project.

More recently, practitioners and scholars have determined

that project success should also be measured with
consideration toward achievement of the project objectives.

44
Project What does success look like for the
project?
Success
Measures
How will success be measured?
Three questions that
should be answered are:

What factors may impact success?

45
Project Completing the project benefits management plan
Success
Meeting the agreed-upon financial measures
Measures • Net present value (NPV)
• Return on investment (ROI)
Project success may • Internal rate of return (IRR)
include additional criteria. • Payback period (PBP)
• Benefit-cost ratio (BCR)
These objectives may
include: Meeting business case nonfinancial objectives

Completing transition from current state to future state

Fulfilling contract terms and conditions

46
 Meeting organizational strategy, goals, and objectives

Project Life Achieving stakeholder satisfaction

Cycles Acceptable customer/end-user adoption

Integration of deliverables into the organizations operating environment

Project Success
Achieving agreed-upon quality of delivery
Measures
Project success may include Meeting governance criteria
additional criteria. These
objectives may include: Achieving other agreed-upon success measures or criteria

It is possible for a and to be

project to be unsuccessful from a
successful from a business viewpoint
scope /schedule
/budget viewpoint,

47
Nick Carson recently became project manager of a for a potential corporate buyout with a larger company
critical biotech enterprise at his Silicon Valley company. influenced top management’s sense of urgency to
This project involved creating the hardware and software complete the project.
for a next generation (next-gen) DNA-sequencing
instrument used in assembling and analyzing the human Highly energetic and intelligent, Nick had the technical
genome. Several companies were competing to build background to make the project a success. He delved
smaller, faster sequencing instruments that would into the technical problems and found some critical flaws
reduce the costs and improve the quality of data analysis that kept the next-gen DNA-sequencing instrument from
in this rapidly changing field. The biotech project was the working. Nevertheless, he was having difficulty in his
company’s largest endeavor, and it had tremendous new role as project manager. Although Nick and his team
potential for future growth and revenue. got the product out on time, top management was upset
because Nick did not focus on managing all aspects of
Unfortunately, there were problems managing this large the project. He never provided them with accurate
project. It had been under way for three years and had schedules or detailed plans of what was happening on
already gone through three different project managers. the project. Instead of performing the work of project
Nick had been the lead software developer on the manager, Nick had taken on the role of software
project before top management made him the project integrator and troubleshooter. Nick, however, did not
manager. The CEO told him to do whatever it took to understand top management’s complaints—he delivered
deliver the first version of the product in four months the product, didn’t he? Didn’t they realize how valuable
and a production version in nine months. Negotiations he was?

Read the case study, be ready to discuss the details

INFORMATION TECHNOLOGY PROJECT MANAGEMENT, NINTH EDITION. © 2019 CENGAGE. MAY NOT BE COPIED, SCANNED, OR DUPLICATED, IN WHOLE OR IN
PART, EXCEPT FOR USE AS PERMITTED IN A LICENSE DISTRIBUTED WITH A CERTAIN PRODUCT OR SERVICE OR OTHERWISE ON A PASSWORD-PROTECTED WEBSITE
FOR CLASSROOM USE.
Test 2
-Includes theory discussed in week 1
to 5
-20 MCQ’s, T/F (20 Marks)
20% of your marks
-1 Situation/ Scenario based question
(10 Marks). Word limit = 150-200
words.

- One-way quiz navigation

In-class on Feb 9 at 10:30 - 100 minutes timer
- Single attempt
 Details available in the Moodle section
15% of your marks
“Assessments”

/
-Answer questions based on a case study
Due date is Feb 20
-Submit MS word file to the submission
11:59 PM
folder

Group Assignment
Works cited
(2017). A GUIDE TO THE PROJECT
MANAGEMENT BODY OF KNOWLEDGE
(PMBOK® GUIDE).

(2016). GOVERNANCE OF
PORTFOLIOS, PROGRAMS, AND
PROJECTS: A PRACTICE GUIDE. PMI.

51
Q&A
Questions
Comments
Feedback
Leave a small message in the chat for attendance