| Project Life
Cycle and Organization |
| Project life cycle - Organizations performing projects
will usually divide each project into several project phases to improve
management control. Collectively, the project phases are known as the project
life cycle. Usually they are sequential.
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Project Life Cycle Define
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What technical work to do in each phase
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When the deliverables are to be generated, how they are reviewed, verified
& validated.
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Who is involved in each phase
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How to control and approve each phase
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| Project Phase
|
| Each project phase is marked by completion
of one or more deliverables. A deliverable is a tangible, verifiable work
product. The conclusion of a project phase is generally marked by
a review of both key deliverables and project performance to date, to a)
determine if the project should continue into its next phase and b) detect and
correct errors cost effectively. These phase-end reviews are often called phase
exits, stage gates, or kill points. Practice of overlapping phases is often
called fast tracking.
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| Cost and staffing |
| levels are low at the start, higher towards end, and drop
rapidly as the project draws to a conclusion.
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| Completion |
| The probability of successful completion generally gets
progressively higher as the project continues.
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| Stakeholder Influence
|
| On the final characteristics of the project’s product and
the final cost of the project is highest at the start and gets progressively
lower as the project continues.
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| Risk |
| Uncertainty and hence risk of failing is high at the
beginning and get progressively lesser/better as project continues
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| Key
stakeholders |
| pm, customer (buy/use), org,
team & sponsor (pays), Project Management team, PMO Differences - In
general, differences between or among stakeholders should be resolved in favor
of the customer.
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| Managing |
| is primarily concerned with “consistently producing
key results expected by stakeholders,”
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| Leading |
| Establishing direction vision of the future and
strategies, Aligning people to vision, Motivating and inspiring.
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| Problem
definition |
| requires distinguishing between causes and symptoms.
Problems may be internal (a key employee is reassigned to another project) or
external (a permit required to begin work is delayed). Problems may be
technical (differences of opinion about the best way to design a product),
managerial (a functional group is not producing according to plan), or
interpersonal (personality or style clashes).
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| Organizational
Structure Influence on Projects |
|
Functional |
Weak Matrix |
Balanced Matrix |
Strong Matrix |
Projectized |
| PM authority |
Little or None |
Limited |
Low to Moderate |
Moderate to High |
High to Total |
| Resource Availability |
Little or None |
Limited |
Low to Moderate |
Moderate to High |
High to Total |
| Project Budget |
Functional Mngr |
Functional Mngr |
Mixed |
PM |
PM |
| PM Role |
Part Time |
Part Time |
Full Time |
Full Time |
Full Time |
| Administrative Staff |
Part Time |
Part Time |
Full Time |
Full Time |
Full Time |
PMO |
| Can exist in any kind of
organization including the functional organization |
| Planning |
| Planning is the only PM Process group that has a
specific order of activities
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| Release Resources |
| Is the Last activity in the closing process group.
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| Iterations |
| Start after Risk management because only after this
final cost and schedule can be determined |