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Week2 Chp1 Part2a New

The document discusses project life cycles and selecting projects. It defines a project life cycle as a collection of generally sequential project phases determined by the needs of the organizations involved. It describes how measuring a project life cycle allows a project manager to focus on different aspects at different stages. The document contrasts a traditional linear life cycle with an S-curve life cycle and discusses the importance of measuring project life cycles and selecting appropriate projects.

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20 views10 pages

Week2 Chp1 Part2a New

The document discusses project life cycles and selecting projects. It defines a project life cycle as a collection of generally sequential project phases determined by the needs of the organizations involved. It describes how measuring a project life cycle allows a project manager to focus on different aspects at different stages. The document contrasts a traditional linear life cycle with an S-curve life cycle and discusses the importance of measuring project life cycles and selecting appropriate projects.

Uploaded by

SyafiyatulMunawarah
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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1.

4 Project Life Cycle


WEEK 2 –CHAPTER 1 (PART 2)
Part II : Learning Objectives
TOPICS LEARNING OUTCOMES

1.3 Project Performance Targets and Goals of a ► Describe 3 goals of a project


Project ► Relate the importance of negotiation skill in
1.4 Project Life Cycle project management
► Identify different types of project life
1.5 Selecting Projects
cycle
► Understand various evaluation mode for
selecting projects

*Mantel –page: 6-21


1.4 Project Life Cycle

What is project life cycle?


How to measure project life cycle?

Why it is important to measure project


life cycle? What is the difference between S-curve
life cycle and traditional life cycle?
Project Life Cycle

►“A collection of generally sequential project phases


whose name and number determined by the control needs
of the organization or organizations involved in the
project” – PMBOK, PMI(2000).
How to
Measures project completion as a function of either time (schedule) or
resources (budget)

measure PM’s managerial focus shifts at different stages of the cycle


 early stages, the PM must make sure that the project plan really reflects

project life the client needs and expectation


 ensure the abilities of the project team capable to deliver the task

cycle?  the design/task for the project has to be consistent with the goals and
objectives of the parent firm.
Project Life Cycle

Figure 1.3 Project Life Cycle


Why it is important to measure project life cycle?
Stages of Life Cycles
Defining : Specifications of projects are defined; Project Obj are established, Teams
are formed, Major Responsibilities are assigned.

Planning : The level of effort increases, and plans are developed to determine what
the project will entail, when it will be scheduled, what the budget will be and what
quality level should be maintained…etc

Executing : A major portion of the project work take places- both physical and
mental.

Closing : Includes 3 activities; delivering the product to the customers, redeploying


project resources, and post-project review.
What is the difference between S-curve life cycle
and traditional life cycle?

Class Activity
◦ Read section 1.4, and elaborate the differences
between Figures 1-2 and 1.3 respectively.
◦ Discuss how PM may apply these life-cycles in the
project.
1.5 Project Selection
The process of evaluating individual projects or group of projects, and then
choosing to implement some set of them so that the objectives of the parent
organization will be achieved.

MUST provide good returns to the resources and capital invested (by the
organization)

Proper selection = long-run survival of EVERY organization

Major function of selection is to ensure that several conditions are considered


before commitments is made

The selection is complete usually before a PM is appointed


Type of Projects
►COMPLIANCE & EMERGENCY : Must do. Compliance – needed to meet the
regulatory conditions required to operate in a region. Emergency – Rebuilding a
destroyed factory from fire. Penalties if not implemented.

►OPERATIONAL : needed to support current operations. E.g : to improve efficiency


of delivery systems, reduce product costs, improve performance.

►STRATEGIC : Directly support the organization’s long-run mission. Increasing


revenue or market share. E.g : new product, research, development.

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