Lecture 4: Project, Project Life-Cycle, and Project Phases

Lecture 4: Project, Project Life-Cycle, and Project Phases
PROJECT: A temporary endeavor undertaken to create a unique product, service, or result.

PROJECT LIFE-CYCLE: The series of phases that a project passes through from its start to its
completion. It provides the basic framework for managing the project.
 PREDICTIVE LIFE CYCLE- The project scope, time, and cost are determined in the early phases of
the life cycle. Any changes to the scope are carefully managed. Predictive life cycles may also be
referred to as waterfall life cycles
 ITERATIVE LIFE CYCLE- The project scope is generally determined early in the project life cycle,
but time and cost estimates are routinely modified as the project team’s understanding of the
product increases. Iterations develop the product through a series of repeated cycles, while
increments successively add to the functionality of the product.
 INCREMENTAL LIFE CYCLE- The deliverable is produced through a series of iterations that
successively add functionality within a predetermined time frame. The deliverable contains the
necessary and sufficient capability to be considered complete only after the final iteration.
 ADAPTIVE LIFE CYCLE- Are agile, iterative, or incremental. The detailed scope is defined and
approved before the start of an iteration. Adaptive life cycles are also referred to as agile or
change-driven life cycles.
 HYBRID LIFE CYCLE- A combination of a predictive and an adaptive life cycle. Those elements of
the project that are well known or have fixed requirements follow a predictive development life
cycle, and those elements that are still evolving follow an adaptive development life cycle.
PROJECT PHASE A collection of logically related project activities that culminates in the
completion of one or more deliverables.
PHASE GATE Is held at the end of a phase.
Lecture 5: Management, process groups, and knowledge areas
PROJECT MANAGEMENT The application of knowledge, skills, tools, and techniques to

project activities to meet project requirements is accomplished through the appropriate application and
integration of the project management processes identified for the project.
PROJECT MANAGEMENT
SCOPE
 Identifying project requirements.

 Addressing the various needs, concerns, and expectations of stakeholders.
 Establishing and maintaining active communication with stakeholders.
 Managing resources.
 Balancing the competing project constraints (scope, schedule, cost, quality, resources, risk).
IMPORTANCE
 Meet business objectives.

 Satisfy stakeholder expectations.
 Be more predictable.
 Increase chances of success.
 Deliver the right products at the right time.
 Resolve problems and issues.
 Respond to risks in a timely manner.
 Optimize the use of organizational resources
 Identify, recover, or terminate failing projects.
 Manage constraints (e.g., scope, quality, schedule, costs, resources).
 Balance the influence of constraint son the project (e.g., increased scope may increase cost or
schedule).
 Manage change in a better manner.
SCENARIOS
 Stand-alone Project (outside a portfolio or program)

 Within a Program.
 Within a Portfolio
Portfolio: Defined as projects, programs, subsidiary portfolios, and operations managed in a coordinated
manner to achieve strategic objectives. Portfolios may include work that is operational in nature.
Program: Defined as related projects, subsidiary programs, and program activities managed in a
coordinated manner to obtain benefits not available from managing them individually. Programs include
program related work outside the scope of the discrete projects in the program. Programs may also
include work that is operational in nature.
ORGANIZATIONAL MANAGEMENT: A strategy execution framework utilizing portfolio, program, and

project management. It provides a framework that enables organizations to consistently and predictably
deliver on organizational strategy, producing better performance, better results, and a sustainable
competitive advantage.
PROCESS GROUP: A logical grouping of project management processes to achieve specific project
objectives.
PROCESS GROUPS
 INITIATING PROCESS GROUP Those processes performed to define a new project or a new phase
of an existing project by obtaining authorization to start the project or phase.
 PLANNING PROCESS GROUP Those processes required to establish the scope of the project,
refine the objectives, and define the course of action required to attain the objectives that the
project was undertaken to achieve.
 EXECUTING PROCESS GROUP Those processes performed to complete the work defined in the
project management plan to satisfy the project requirements.
 MONITORING AND CONTROLLING PROCESS GROUP Those processes required to track, review,
and regulate the progress and performance of the project; identify any areas in which changes to
the plan are required; and initiate the corresponding changes.
 CLOSING PROCESS GROUP Those processes performed to formally complete or close the
project, phase, or contract.
KNOWLEDGE AREAS: 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.
 PROJECT SCOPE MANAGEMENT Includes the processes required to ensure the project includes
all the work required, and only the work required, to complete the project successfully.
 PROJECT SCHEDULE MANAGEMENT Includes the processes required to manage the timely
completion of the project.
 PROJECT COST MANAGEMENT Includes the processes involved in planning, estimating,
budgeting, financing, funding, managing, and controlling costs so the project can be completed
within the approved budget.
 PROJECT QUALITY MANAGEMENT Includes the processes for incorporating the organization’s
quality policy regarding planning, managing, and controlling project and product quality
requirements, in order to meet stakeholders’ expectations.
 PROJECT RESOURCE MANAGEMENT Includes the processes to identify, acquire, and manage the
resources needed for the successful completion of the project.
 PROJECT COMMUNICATIONS MANAGEMENT Includes the processes required to ensure timely
and appropriate planning, collection, creation, distribution, storage, retrieval, management,
control, monitoring, and ultimate disposition of project information
 PROJECT RISK MANAGEMENT Includes the processes of conducting risk management planning,
identification, analysis, response planning, response implementation, and monitoring risk on a
project.
 PROJECT PROCUREMENT MANAGEMENT Includes the processes necessary to purchase or
acquire products, services, or results needed from outside the project team.
 PROJECT STAKEHOLDER MANAGEMENT Includes the processes required to identify the people,
groups, or organizations that could impact or be impacted by the project, to analyze stakeholder
expectations and their impact on the project, and to develop appropriate management
strategies for effectively engaging stakeholders in project decisions and execution.

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Lecture 4: Project, Project Life-Cycle, and Project Phases

PROJECT: A temporary endeavor undertaken to create a unique product, service, or result.

PHASE GATE Is held at the end of a phase.

Lecture 5: Management, process groups, and knowledge areas

PROJECT MANAGEMENT The application of knowledge, skills, tools, and techniques to

 Identifying project requirements.

 Meet business objectives.

 Stand-alone Project (outside a portfolio or program)

ORGANIZATIONAL MANAGEMENT: A strategy execution framework utilizing portfolio, program, and

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