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Project Management (5577)
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Approved Study Center
ALLAMA IQAL OPEN UNIVERSITY (AIOU)
ASSIGNMENT # 02
COURSE: PROJECT MANAGEMENT (5577)
LevelExecutive MBA/MPA (3rd) Semester: SPRING 2010
Submitted to
MR.QALANDAR HAYAT
Submitted By
Muhammad Idrees
Roll # AD514761
Cell# 03006719422
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ACKNOWLEDGEMENT
I would like to thank first of all my teacher Mr. Qalandar Hayat for his kind
briefing regarding this Assignment.
My teachers and internet were a big source in accomplishment of my
Assignment.
My class fellows also deserve an Appreciation and Gesture of thankfulness
since their guidance also helped a lot.
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Project Management - Project Life Cycle
A complete report for Project Life Cycle
The Project Life Cycle consists of four phases:
Define Plan Do It! Close
Note: Depending on the project management method used, the project lifecycle phases may be referred to in other terms, such as:
Initiate, Speculate, Explore, Adapt and Close Define, Plan, Execute and Deliver
Define
In this phase, solutions to an academic or business opportunity are evaluatedand the preferred approach is defined. The project team decides what they
intend to produce (deliverables) and how they will know they have completed
the project.
Participants involved in developing the project proposal and business needs
documents include the sponsor, business process owner(s), project manager,
business analyst(s) and technical architect.
The Business Case precedes a project's definition and explains why the project
is being initiated. Projects can be initiated to create a final business case; in
that situation, a Preliminary Business Case to confirm strategic fit and business
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need, typically no more than one or two pages, sets the groundwork for a
project that will have a full business case as its result.
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In larger projects, the completion of each software cycle deliverable provides a
"gate" at which a decision to continue to the next step can be made. In smaller
projects, the steps may be combined or occur in rapid succession. See size of
projects and types of project risks to determine what templates and examples
you will need to follow: basic or full. Project management processes produce
the following deliverables during the definition stage of the project life cycle:
Basic Project
Project Brief Governance Structure Communication Plan Risk Assessment Budget Plan Meeting Notes
Full Project
Project Charter Governance Structure Statement of Guiding Principles Team Contract Communication Plan Risk Assessment & Management Plan Budget Plan Meeting Notes
The final activity in the definition stage is launching the project. A "kick-off"
meeting with sponsor, business process owners and full project staff ensures
that everyone is familiar with the business need being addressed, the
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principles guiding the work, the development and project management method
being used and the overall release schedule. Professional development
requirements are discussed in terms of the skill development plan for the
project during the planning; if required, training sessions are scheduled very
soon after the launch.
Plan
This is the phase of the project where the concept is verified and developed
into a workable plan for implementation. The objectives are defined along with
the required deliverables.
The purpose of this stage is to develop the project management plans acrossthe following areas:
1. Integration (Coordination, Planning, Change Control)2. Scope3. Time (Schedule)4. Cost (Budget)5. Quality6. Human Resources (Staffing)7. Communications8. Risk9. Procurement
At this stage the core project team is formed. It includes the business process
owner(s), project manager, clerical support, business analyst, subject matter
expert, technical architect, technical lead, programmer and database
administrator.
Key stakeholders or representative key stakeholders are consulted and
advisory committees or task groups are identified and formed.
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Remaining skills and personnel requirements are identified and assignment or
hiring proceeds.
Project management processes produce the following deliverables during the
planning stage of the project life cycle:
Basic Project
Scope Statement Schedule Basic Competitive Bids & Purchase Order Communication Bulletins Meeting Notes
Full Project
Scope Statement Risk Assessment & Management Plan Budget Plan Procurement Plan Staffing Plan Quality Assurance Plan Plan for Managing Issues Statement of Intended Operations Organization Schedules Full Communications Bulletins Meeting Notes
Do It!
This is the phase of the project where the project plan is carried out. Projects
proceed in different ways depending on the required project outcomes as well
as the schedule, staffing and cost constraints. Project management activity
during this phase involves:
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Keeping people informed about progress of the project, ensuring projectpriorities are understood and translated into which activities are "in progress."
Monitoring the environment, anticipating problems and taking action to counterany issues affecting the project scope, schedule or budget.
Reviewing change requests with the project team and recommending whetherthey will be done within the project or not. Change requests may result.
Project management processes produce the following deliverables during the
execution stage of the project life cycle:
Basic Project
Meeting Notes Status Reports (includes risk log) Schedules Issue Resolution Log Project Delay Log
Full Project
Meeting Notes Status Reports (includes risk log) Schedules Issue Resolution Log Project Delay Log Change Requests
Close
The project process is completed and documented, and the finished product is
transferred to the care and control of the owner. The long-term objective is to
build a project management repository to document best practices, lessons
learned, and examples of various documents that may be developed during a
project.
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Project management processes produce the following deliverables during the
delivering stage of the project life cycle:
Basic Project
Lessons Learned Closing Report
Full Project
Lessons Learned Closing Report
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Project Management - Size of the Project
The size of the project measured by investment (dollars, days of effort) and
the probability the project will face particular risks greatly influences:
the recommended (and required) formality associated with completion ofeach project phase;
the number of advisory bodies the communication needs the technique used in finalizing requirements and product "look and feel" the required experience level of the personnel assigned or recruited to
manage the project
the required experience level of the personnel assigned or recruited asteam members completing the project deliverables or outcomes
when and how often the project approval body or sponsor must beconsulted for approval to proceed
Information technology projects often involve the purchase of expensive
equipment or software. If such products are new to the University, the project
risk increases as shown by the project risk table.
Regardless of the investment required for hardware or software, the critical
investment is the people whose skills are needed to produce the desired
outcomes. The work effort and associated Human Resources (HR) budget must
be considered when determining the approach to use to manage and complete
the project.
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ClassificationWork Effort
(Days)
Probability of HR
Turnover through Project
Duration
HR Budget
Project
Management
Guidelines
Small 1 Year High >$1,000,000
Project Management - Types of Project Risk
Risk Low Medium High Very High
Schedule flaw
materializes
Product will be
useful whenever
put into
production
Product has three
or four possible
implementation
dates
Product is most
useful on an annual
cycle or must meet
a legislated
deadline
Product has
multiple
components cross-
reliant on data;
components must
be released
according to policy,
academic or
legislated deadline
People Leave the
Project
15
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Knowledge of
Technology
Expert Familiar New to U of S Leading Edge to
most universities
Knowledge of
products andrequirements
developing during
course of the project
Replacement
does not involvebusiness process
change
New processes,
with both businessowner and
business analyst
having experience
with
implementing the
product
New processes,
developing internalexpertise with
consultant support
New processes,
developing internalexpertise without
consultant support
Complexity Well defined; no
controversy or
technical glitches
expected
Well defined;
some areas of
uncertainty can be
addressed early in
the project
Multiple
approaches will
achieve the goal;
choice to be made
during course of
project
Solution is
unknown or
vaguely defined
Visibility of Project Affects
department
support or
technicalpersonnel
Affects support
and technical
personnel and
instructors insome colleges
Affects students,
instructors and
support personnel
in several colleges
Affects students,
faculty, staff in
many processes
used by all collegesand departments
Cost of Project Failure Minimal impact
to the college or
department
Known & viable
contingency plan
Contingency plan is
possible but acting
on it is not
desirable
Contingency plan
cannot be
identified or is too
costly to be realistic
Project Management
Guidelines
Basic Full Consider splitting
the project for
clarity and success
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Project Management - Project Outcomes
Project teams consist of personnel with skills and knowledge in IT project
management, business functional requirements, application and database
security and technical environment specifications; teams come together for a
period of time to produce an end result or product.
Examples of types of IT projects include:
Functional and Requirements Analysis Feasibility Study Needs and Options Recommendation Product Evaluation and Selection Request for Proposal Software Development, Implementation and Integration Purchased Software Implementation and Integration Network Implementation and Upgrade
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Introduction
Clear and accurate definition of a project is one of the most important actions
you can take to ensure the project's success. The clearer the target the more
likely you are to hit it. Defining a project is a process of selection and reduction
of the ideas and perspectives of those involved into a set of clearly defined
objectives, key success criteria and evaluated risks.
This definition process should culminate in the production of a Project
Definition document, sometimes called a Project Charter. The Project
Definition document should be approved and issued by a manager with theauthority to apply organisational resources to the project activities. Therefore,
the seniority of the manager or the management team will be commensurate
with the size, cost and business value of the project. As a minimum, the
Project Definition should include a statement of the business need that the
project seeks to address and the description of the product, service or
deliverable business objectives that will be its output. When a project is
performed under a contract between seller and buyer, the signed contract maywell serve as the project charter for the seller. However this may not
necessarily be the case for the buyer whose project may include more than the
product or service purchase under the contract.
The way to define a project is to ask a standard set of questions of yourself (as
project leader) the project team, colleagues with particular expertise and
senior managers. The questions fall into the categories given below.
The Purpose (or Mission)
This is the reason for doing the project
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is its title?
The Goals
These are the targets we want to meet
What is it we want to achieve? When do we want to achieve it? What are our specific aims? Why are these goals essential to the project?
The Beneficial Gains or Scope
This is how our organisation will gain. Here we define our performance
criteria and set our quality standards for the project.
oposed solution?
the goals an important part of the
beneficial gain?
I. E. Is it a learning project?
ed?
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First, imagine that you have no constraints. Use brainstorming and other
techniques to generate ideas that most succinctly describe the Purpose, Goals
and Beneficial Gains. Now reduce these down to the fundamentals.
Objectives
We need to define specific measurable objectives from our broad aims.
These objectives will tell us if we have met our goals and to what
standard.
From our list of specific goals for the project we must develop a set of
measurable objectives that will confirm that we have reached certain project
milestones (or way points) including the final one of project completion.
The measurable objectives (when achieved) demonstrate the extent to which
the beneficial gains have been achieved, the goals have been met and that the
purpose of the project has been achieved.
E.G.
: A Local Authority has a statutory duty to provide accommodationfor homeless people. It needs to develop a temporary housing strategy
that removes the need for expensive bed and breakfast accommodation
for homeless people.
Measurable Objectives:
that we have sufficient capacity to meet our expected (150 per
annum) homeless needs.
the number of bed and breakfast lets over 2 years from
100 to 0.
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that annual cost of accommodating homeless people has
reduced by at least 10%.
Key Success Criteria (KSC)
These are the objectives that, if all else fails, we must meet and/or
those that we must meet for the project to be deemed successful even
if other objectives are met and achieved.
From the list of objectives select those that are critical or key to the success of
the of the project. These are the items that are critical to those who will benefit
from the project and those with the responsibilities for judging success criteria
(Managers, Customers, Members, Shareholders, Stakeholders etc.).
The purpose of this is twofold. Firstly, to clarify in the minds of the project
team and service managers what are the essential benefits that the project will
deliver. Secondly, if circumstances change within the life of the project then it
is often extremely useful to see what were the agreed success criteria at the
start of the project.
The project may then be replanned to ensure the KSC are met or the KSC may
be formally changed (by Senior Managers in the light of changed
circumstances) and the project redefined and replanned to ensure they are
met.
Deliverables
The fundamental objective of a project is to deliver something new.
It is not always easy to distinguish between aims (goals), objectives and
deliverables. If the project is to create new products or modify existing ones,
then the list of deliverable items may be as simple as a set of part or product
numbers. It may be 3 sets; new parts or products, obsolete parts or products
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and products or parts not affected by the project. These deliverables are easily
distinguishable from the goal; which may be to increase market share by 7%,
and the objectives; to have the product shipping by the 3rd quarter of the
year, at a works cost price of 300, with shipments reaching or exceeding
5000 per month by end of the year.
However, the deliverable items may be less easy to distinguish in some
projects. A project to deliver the implementation of a new integrated housing
management computer system will deliver parameter set-up, data transfer,
staff training, etc. But these look very little different from the objectives;
parameter set-up by 30th March, data conversion by 15th June, and staff
training by the end of July.
In the first example, a new product will have a specification (or a set of
specifications) which defines its essential elements, its functions, its quality
standards, its marketing requirements, etc. These will form part of the
project's deliverables or they may have been deliverables of a previous
research project. Thus the deliverables may be reduced to a simple set of
inventory numbers.
The deliverables of the second project should concentrate on the qualitative
and quantitative aspect of the project. For example, the set-up phase will
deliver the responsive repairs functions of the Repairs Module but not the
programmed works functions. The data transfer will deliver the defect
description but not the itemised repair for completed and paid orders for the
last 4 years. The training in July will not include the production of statistical
data.
In effect, the deliverables list becomes a set of specified outputs (a quantity
and quality specification) for each milestone or way point of the project.
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Project Constraints
Every project has constraints. The primary ones are the trade off
between Time, Resources and Performance Criteria. We must define
our project so that we can manage these constraints.
To define our project we have to make some hard choices to select and
balance these constraints. Let us look first at Resources and Performance
Criteria and then Time.
Resources
Resources are people, equipment and money. They may be internal or externaland include suppliers, contractors, partners, statutory bodies, governments,
banks, loans, grants, expert opinion (Lawyers, Accountants, Consultants), etc.
Generally, we are reasonably good at estimating or obtaining estimates for the
use and costs of external resources. Where we aren't we can obtain expert
opinion (another cost). Where we often fail is in estimating the cost of the use
of our internal resources, particularly people.
Aside from the employment costs, there are:-
the costs to the service provision they normally perform, the cost of substitution to maintain the service, the loss of opportunity for them to work on other projects (i.e. the loss of
the benefit those projects would deliver),
and the cost of training associated with the project work.Because internal resources are so constrained it is vital that we select our
projects with the utmost care to maximise the use of that resource. Defining
projects helps us to make this selection objectively and rationally. Consider
these definitions :-
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Work in a project is proportional to the number of Objectives and the
Performance Criteria
Clearly, if we reduce the number of our objectives and the performance
standard (e.g. 5% rather than 10% improvement of sales or reduction of costs
then we can reduce the work required to complete the project.
Number of resources deployed x Time = Work
So, another way of expressing work is in the number of resources we will need
and the time those resources will have to be deployed on the project. If we can
reduce the work we can reduce the time and/or the number of resources. It
must be borne in mind that the relationship between the number of resourcesdeployed and the time it takes to do a given amount of work is not linear.
Often, just adding people to a project can increase the time because they have
to be trained, managed and their work co-ordinated with others. All this takes
work and therefore time.
If we decide that all the objectives must be met and we cannot reduce the
work then what other options do we have?
Time =Work Resource Capability
Sometimes we can speed up the work by using bigger, faster, more powerful
machines (computers, plant and machinery) but, of course, this has a cost.
When the resource is people we can employ more highly skilled, more
intelligent and more capable people (if we can find them and persuade them to
work on the project). But, whether it is machines or people :-
Resource Capability is normally directly proportional to Resource Cost
And
Work x Resource Cost = Total Cost
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Therefore, to reduce the cost of a project and/or to conserve resources for
other projects we need to keep the work to a minimum consistent with
achieving the aims and objectives of the project. But as the Work is reduced by
increasing the Resource Capability there is a trade off between resource cost
and Total Cost. There may also be a reduction in overall project time and thismay have its own opportunities, benefits and/or cost savings.
Performance Criteria
The Performance Criteria are the things the project will deliver and to what
quality standard they will be delivered. For example:-
project to connect travelling or home workers to thecorporate computer network may have 3 possible sets of
performance criteria.
1. Every external employee must have modem access to
corporate and external E-mail via the Internet
2. Every external employee must have access to corporate E-
mail and one departmental server via ISDN connections
3. Every employee must have access to all corporate
computer systems via ISDN (from home) and modem (from
hotels)
The equipment costs; the number and complexity of tasks and the
knowledge requirement associated with each of these performance
criteria is very different. For example it is not possible to deliverthe same performance using a modem as it is using an ISDN line
so further definition is required if performance criteria 3 is selected.
One of the main reasons for producing a well defined Project Definition is to
ensure that the Performance Criteria are set and agreed. We must define what
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it will NOT deliver, what it will deliver, and to what quality standard. The clear
aims and the measurable objectives derived from the definition process enable
us to set the Performance Criteria and the quality standard. Why is this
important?
The number, size and complexity ofProject Tasks are directly proportional
to the Performance Criteria which have been set for the project. The
Performance Criteria, therefore, determines the amount of work to be done.
When looking at resource decisions we have seen that these are directly
affected by the amount and type of work that has to be done. Therefore, the
time the project will take and the amount that it will cost can be expressed as
follows:-
ThePerformance Criteria are directly proportional to the Resource
Days required
divided by the Resource Capability available for each task
And: as Resource Days x Time = Work
And: Time =Work divided by Resource Capability
And: Resource Capability is proportional to Resource Cost
And: Work x Resource Cost = Total Cost
And therefore
Increased Performance Criteria = Increased Project time and ProjectCost
So, to increase the performance criteria it is almost always necessary to
increase the Work or to obtain resources with greater capabilities (i.e. they
can perform the same work in a shorter period of time). For example by using
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machines or highly skilled staff we can decrease the Resource Days or we can
choose to keep these the same and increase the Performance.
Time
If we choose to reduce the Resource Days by increasing the Resource
Capability this will not necessarily reduce the Total Cost because the
reduction in resource days may be out weighed by the increased Resource
Cost.
However, improved Resource Capability will reduce the task time and there
is often a delivery Time Cost associated with a project so that the cost to the
organization will be less or its income improved. This is the so called 'window
of opportunity' factor.
So it is self evident that there is always a trade off decision to be made
between Time, Resources and Performance Criteria. This is why the
Project Definition is so important. It allows us to define that trade off, to have
the senior managers approve it and the consequent allocation of resources.
Risk Analysis
We need to identify, quantify and make contingency plans to deal with
project risks.
The constraints on a project are one form of risk. The project may well have
specific constraints that lead to identifiable risks. What do we mean by project
risk? A risk is anything that will have a negative impact on any one or all of theprimary project constraints - Time, Resources and Performance Criteria.
Some examples might be:-
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key person with specialist skills is required for several
projects. If one of those projects over run then that person will be
required to work on several projects at the same time. If this is not
practical then the other projects will be delayed.
A person selected to do work on a project may not have the skills
to do the work. If this risk is identified then the project plan can
allow for training time and learning curve time. Alternatively,
another resource may be identified.
A vital machine may be scheduled for maintenance during the time
it is required for the project. Both the fact of the maintenance
schedule must be known and the effect of early or late
maintenance or even machine substitution must be assessed and
built into the project plan.
Let us take the example of a new computer system implementation and look at
what is often one of the most time consuming tasks (one that is so often prone
to increased duration) and see how we might reduce the associated risks.
implementing a new computer system the quantity and
difficulty of data transfer (extracting data from the existing system,
reformatting it and importing it into the new system) is often under
grossly estimated. The time the work will take has a great
sensitivity to:-
a. IT staff programming skills, their technical knowledge of bothsystems as well as their knowledge about how the old and new
systems will be operated.
b. the similarity of previous transfers by the supplier for othercustomers (even similar ones will not be exactly the same),
c. the similarity between the data in the old and new systems,
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d. the quality of the data to be transferred,e. the knowledge and skill of the staff who must validate the data
transferred.
f. The importance of historic data to the satisfactory operation of thenew system or the service level provision to customers.
of these will almost certainly be untried to some extent. The
greater the quantity and type of data transferred the greater the
work in constructing the data transfer programs and in validating
the take-on data.
What are the risks?
That the 'live' date will be delayed.
That the system may not operate correctly.
That the customers will be dissatisfied.
That the organisation will be publicly criticised.
That, in consequence, the organisation will lose income or
market share.
Risk can be reduced by analysing what is essential data, what is accurate data
and what is merely nice to have. Risk is minimised by transferring only
essential data that is also accurate. Re-enter essential but inaccurate data andstore the rest on CD-ROM when the data transfer part of the project is
complete. You may never use this data but you will have a warm and
comfortable feeling for having done it. Obviously, putting only your best people
on the project will also substantially reduce the risk of delay and the
consequences of having inaccurate data.
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The Value of Project Lifecycle Methodology
There are some companies that have built reputations for being able to
consistently manage projects effectively. However, the vast majority oforganizations have a more spotty reputation. A lot of the blame for these
problems can be traced back to a lack of project management processes and
discipline. However, typically if a company lacks processes for project
management, they also are not going to have a standard process for the
project lifecycle either. In fact, much of the value of project management
comes from its application across the lifecycle. The following examples should
help illustrate this:
The initial parts of project management focus on defining the work andbuilding a schedule. The schedule is going to be focused on executing the
project using a lifecycle model. Even if you have great project
management processes in place, you still need to know the basic models
for the lifecycle. If you are not clear how you will execute the project,
you are going to have faulty estimates and a poor schedule. After the project is defined you need to manage it using project
management process. Many of these processes are based on the
lifecycle. For instance, problems are going to arise during the execution
of the project that will require issues management. There are going to be
quality control and quality assurance processes in place. Some of these
will focus on the project management processes, but most of the quality
control work, and much of the quality assurance work, will be focused onlifecycle activities. Likewise, most of the aspects of risk will be related to
project execution and project deliverables. Risk management is a project
management function, but its application on a project will typically be in
relation to executing the lifecycle.
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Managing people is a project management function. However, except forthe project manager, the project team members are all going to be
executing various parts of the lifecycle. So the application of people
management during the project will be in relation to the lifecycle. If you
do not understand the lifecycle required for your project, you are goingto have problems managing the project team, assigning them the right
work and dealing with their concerns.
Project teams cannot be totally successful unless they understand the project
lifecycle that is applicable to their project. There are many ways to execute a
project most of which provide for a less than optimum solution. Using standard
lifecycle processes and techniques help you coordinate resources to achieve
predictable results. However, it should be understood up front that the lifecycle
is not totally a science, and there is never a guarantee of success. Since
projects involve people, there is always complexity and uncertainty that cannot
be absolutely controlled. Building and managing according to a lifecycle model
is partly an art that requires flexibility and creativity. A good lifecycle process
provides the framework, processes, guidelines and techniques to structure the
work. A good lifecycle increases the odds of being successful, and therefore
provides value to the organization, project and the project team.
The value proposition for utilizing a standard lifecycle process goes something
like this. It takes time and effort to understand and utilize a standard project
lifecycle across the entire organization. This cost is more than made up for
over the life of the project by:
Ensuring that all of the necessary work is included in the initial estimatesand the initial schedule.
Allowing the use of a standard lifecycle model that may account for themajority of the work required for your project. This increases the start-
up time required for your project.
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Helping ensure that planning is done before execution in all steps of thelifecycle. This cuts down on misdirected work and rework.
Using standard templates and processes gets everyone in theorganization comfortable with the major deliverables required on a
project and the general flow of the project, again resulting in a faster
startup time.
People who complain that lifecycle methodology is a lot of 'overhead' forget the
point. Your project needs to utilize some type of lifecycle process. The question
is whether you will learn from and take advantage of pre-existing processes
and templates, or whether you will attempt to invent everything from scratch.
Although every project is unique, the lifecycle model typically is not. Thegeneral lifecycle model you use will probably be similar to one that has been
used dozens (or hundreds) of times at your company before, and millions of
times in other organizations. There is no reason to reinvent everything for your
project. It just takes longer and contains more inherent risk. The better
approach is to utilize a standard set of lifecycle processes, techniques and
templates.
After reading this section so far, you might wonder why everyone does not
utilize a standard lifecycle process. Or you might think about yourself. Why
aren't you using them? There are probably a couple reasons.
Good lifecycle processes require an upfront investment of timeand effort for analysis and planning.
Many people consider themselves to be 'doers'. They might not be as
comfortable with their analysis, design and planning skills. Many timesthere is a tendency to be handed a problem, and then go out and fix it.
This works when you have a five-hour change request. It doesn't work
on a 5,000 hour project. Resist the urge to jump right in. The project will
complete sooner if you properly plan it first, understand the
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requirements correctly and design an efficient solution. This should result
is vastly reducing the time, effort and rework required in the Construct,
Test and Implement Phases.
Your organization is not committed.It's hard to utilize good lifecycle skills in an organization that doesn't
value the skills. For instance, if you take the time to formally document
the business requirements, and your client asks why you were wasting
your time doing it, then you probably are not going to be very excited
about formally documenting the requirements on your next project. To
be effective, the entire organization must support a common set of
processes and models.
You don't know how to.You may find that the lack of lifecycle processes is not a matter of will,
but a matter of skill. Sometimes people are asked to manage and
execute projects without the training or the experience necessary. In
those cases, they struggle without the right tools or training to execute
their projects effectively.
Senior managers think that lifecycle management is a tool.When you discuss the project lifecycle with some managers, they initially
think you are trying to implement a tool. Actually there are many aspects
of the lifecycle that can be supported by tools. These range from
gathering business requirements and creating models down to the
testing and implementation process. However, tools are only part of the
answer. Tools are best used to automate features of the lifecycle that are
very large or very tedious. It makes sense, for instance, to automate themodeling process since tools are much easier to utilize than building
models by hand. Likewise, testing typically requires the tedious
application of a vast amount of data. The testing process is a good
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candidate for tools as well. However, tools support your project lifecycle
methodology. They are not a substitute.
You may have been burned (or buried) in the past.A common criticism of methodology is that it is cumbersome, paper
intensive and takes too much focus away from the work at hand.
Sometimes this criticism is a feature of the first bullet point above. Other
times, it is a legitimate concern, caused by not scaling the methodology
to the size of your project. For instance, if you were required to develop
Testing and Training Strategy documents for projects that were only 100
effort hours, you may have been turned off. However, this is not usually
a methodology problem as much as it is a misapplication of the
methodology.
Some of these fears are natural and logical, while others are emotional and
irrational. Although these may be reasons to be hesitant about using formal
lifecycle project lifecycle process, they must be overcome. When you use a
lifecycle process, be smart. Don't build the project schedule for a ten million
dollar project if your project is only ten thousand dollars. Consider all the
aspects of your project, and build the right processes for your specific project.
Options for Obtaining a Methodology
To successfully implement a lifecycle methodology, first convince yourself that
there is value if the process is applied and utilized correctly. In fact, all projects
use a methodology of processes, procedures and templates. If you don't think
you have one, it really means that you have a poor and informal one.
If you need a good lifecycle methodology, there are two major sources.
1. Build one yourself. You can build a custom methodology that perfectlyreflects the philosophy and best practices of your organization. Many
companies continue to do this today.
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2. Buy one. If you build a methodology, you might be surprised to learnthat it ultimately looks similar to most other lifecycle methodologies that
people use. No matter how you structure it, you still need to do some
level of analysis, design, construct, test and implement. Therefore, many
companies chose an option to buy or license a pre-existing methodology.These pre-built methodologies usually have everything your organization
needs to be successful.
There is also the hybrid option of purchasing a methodology and then
customizing it to meet the specific needs of your organization. This gives you
some of the benefits of option 1, while also taking less time, which is the major
benefit of option 2.
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Life cycle analysis and assessment
The concept of conducting a detailed examination of the life cycle of a product
or a process is a relatively recent one which emerged in response to increased
environmental awareness on the part of the general public, industry andgovernments.
The immediate precursors of life cycle analysis and assessment (LCAs) were
the global modelling studies and energy audits of the late 1960s and early
1970s. These attempted to assess the resource cost and environmental
implications of different patterns of human behaviour.
LCAs were an obvious extension, and became vital to support the developmentof eco-labeling schemes which are operating or planned in a number of
countries around the world. In order for eco-labels to be granted to chosen
products, the awarding authority needs to be able to evaluate the
manufacturing processes involved, the energy consumption in manufacture
and use, and the amount and type of waste generated.
To accurately assess the burdens placed on the environment by themanufacture of an item, the following of a procedure or the use of a certain
process, two main stages are involved. The first stage is the collection of data,
and the second is the interpretation of that data.
A number of different terms have been coined to describe the processes. One
of the first terms used was Life Cycle Analysis, but more recently two terms
have come to largely replace that one: Life Cycle Inventory (LCI) and Life
Cycle Assessment (LCA). These better reflect the different stages of the
process. Other terms such as Cradle to Grave Analysis, Eco-balancing, and
Material Flow Analysis are also used.
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Whichever name is used to describe it, LCA is a potentially powerful tool which
can assist regulators to formulate environmental legislation, help
manufacturers analyze their processes and improve their products, and
perhaps enable consumers to make more informed choices. Like most tools, it
must be correctly used, however. A tendency for LCAs to be used to 'prove' thesuperiority of one product over another has brought the concept into disrepute
in some areas.
What is a Life Cycle Analysis?
Taking as an example the case of a manufactured product, an LCA involves
making detailed measurements during the manufacture of the product, from
the mining of the raw materials used in its production and distribution, through
to its use, possible re-use or recycling, and its eventual disposal.
LCAs enable a manufacturer to quantify how much energy and raw materials
are used, and how much solid, liquid and gaseous waste is generated, at each
stage of the product's life.
Such a study would normally ignore second generation impacts, such as theenergy required to fire the bricks used to build the kilns used to manufacture
the raw material.
However, deciding which is the 'cradle'and which the 'grave'for such studies
has been one of the points of contention in the relatively new science of LCAs,
and in order for LCAs to have value there must be standardisation of
methodologies, and consensus as to where to set the limits. Much of the focus
worldwide to date has been on agreeing the methods and boundaries to be
used when making such analyses, and it seems that agreement may have now
been reached.
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While carrying out an LCA is a lengthy and very detailed exercise, the data
collection stage is - in theory at least - relatively uncomplicated, provided the
boundary of the study has been clearly defined, the methodology is rigorously
applied, and reliable, high-quality data is available. Those of course are fairly
large provisos.
Interpretation
While such a record is helpful and informative, on its own it is not sufficient.
Having first compiled the detailed inventory, the next stage should be to
evaluate the findings.
This second stage - life cycle assessment - is more difficult, since it requiresinterpretation of the data, and value judgements to be made.
A Life Cycle Inventory will reveal - for example - how many kilos of pulp, how
much electricity, and how many gallons of water, are involved in producing a
quantity of paper. Only by then assessing those statistics can a conclusion be
reached about the product's environmental impact overall. This includes the
necessity to make judgments based on the assembled figures, in order toassess the likely significance of the various impacts.
Problems
It is here that many of the problems begin. Decisions, without scientific basis,
such as whether three tones of emitted sulphur is more or less harmful than
the emission of just a few pounds of a more toxic pollutant, are necessarily
subjective.
How can one compare heavy energy demand with heavy water use:which imposes greater environmental burden?
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How should the use of non-renewable mineral resources like oil or gas(the ingredients of plastics) be compared with the production of
softwoods for paper?
How should the combined impacts of the land filling of wastes (air andgroundwater pollution, transport impacts etc) be compared with thoseproduced by the burning of wastes for energy production (predominantly
emissions to air)?
Some studies attempt to aggregate the various impacts into clearly defined
categories, for example, the possible impact on the ozone layer, or the
contribution to acid rain.
Others go still further and try to add the aggregated figures to arrive at a
single 'score' for the product or process being evaluated. It is doubtful whether
such simplification will be of general benefit.
Reliable methods for aggregating figures generated by LCA, and using them to
compare the life cycle impacts of different products, do not yet exist. However,
a great deal of work is currently being conducted on this aspect of LCAs to
arrive at a standardized method of interpreting the collected data.
Contradictions
Many LCAs have reached different and sometimes contradictory conclusions
about similar products.
Comparisons are rarely easy because of the different assumptions that are
used, for example in the case of food packaging, about the size and form ofcontainer, the production and distribution system used, and the forms and type
of energy assumed.
To compare two items which are identically sized, identically distributed, and
recycled at the same rate is relatively simple, but even that requires
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assumptions to be made. For example, whether deliveries were made in a 9-
tonne truck, or a larger one, whether it used diesel or petrol, and ran on
congested city centre roads where fuel efficiencies are lower, or on country
roads or motorways where fuel efficiencies might be better.
Comparisons of products which are dissimilar in most respects can only be
made by making even more judgments and assumptions.
Preserving the confidentiality of commercially-sensitive raw data without
reducing the credibility of LCAs is also a major problem. Another is the
understandable reluctance of companies to publish information which may
indicate that their own product is somehow inferior to that of a competitor. It is
not surprising that many of the studies which are published, and not simply
used internally, endorse the views of their sponsors.
Recycling
Recycling introduces a further real difficulty into the calculations. In the case of
materials like steel and aluminum which can technically be recycled an
indefinite number of times (with some melt losses), there is no longer a'grave'. And in the case of pa-per, which can theoretically be reprocessed four
or five times before fibers are too short to have viable strength, should
calculations assume that it will be recycled four times, or not? What return
rates, for example, should be assumed for factory-refillable containers?
For both refillable containers and materials sent for recycling, the transport
distance in each specific case is a major influence in the environmental impacts
associated with the process.
An LCA which concludes that recycling of low-value renewable materials in one
city is environmentally preferable may not hold good for a different, more
remote city where reprocessing facilities incur large transport impacts.
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LCA in waste management
LCA has begun to be used to evaluate a city or region's future waste
management options. The LCA, or environmental assessment, covers the
environmental and resource impacts of alternative disposal processes, as well
as those other processes which are affected by disposal strategies such as
different types of collection schemes for recyclables, changed transport
patterns and so on.
The complexity of the task, and the number of assumptions which must be
made, is shown by the simplified diagram (above) showing some of the
different routes which waste might take, and some of the environmentalimpacts incurred along the way. Those shown are far from exhaustive.
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Why perform LCAs?
LCAs might be conducted by an industry sector to enable it to identify areas
where improvements can be made, in environmental terms. Alternatively the
LCA may be inten-ded to provide environmental data for the public or forgovernment. In recent years, a number of major companies have cited LCAs in
their marketing and advertising, to support claims that their products are
'environmentally friendly'or even 'environmentally superior' to those of their
rivals. Many of these claims have been successfully challenged by
environmental groups.
All products have some impact on the environment. Since some products use
more resources, cause more pollution or generate more waste than others, the
aim is to identify those which are most harmful.
Even for those products whose environmental burdens are relatively low, the
LCA should help to identify those stages in production processes and in use
which cause or have the potential to cause pollution, and those which have a
heavy material or energy demand.
Breaking down the manufacturing process into such fine detail can also be an
aid to identifying the use of scarce resources, showing where a more
sustainable product could be substituted.
Inconclusive
In most situations it is impossible to prove conclusively using LCAs that any
one product or any one process is better in general terms than any other, since
many parameters cannot be simplified to the degree necessary to reach such a
conclusion.
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It seems likely that, in the case of manufactured goods, the most important
time for LCA information to be taken into consideration is at the design stage
of new products. Where LCA is used to evaluate procedures rather than
products, the information can help ensure appropriate choices are made.
Tool
Life Cycle Analysis must be used cautiously, and in the interpretation of the
inventory, care must be taken with subjective judgements.
When first conceived, it was predicted that LCA would enable definitive
judgements to be made. That misplaced belief has now been discredited. In
combination with the trend towards more open disclosure of environmentalinformation by companies, and the desire by consumers to be guided towards
the least harmful purchases, the LCA is a vital tool.
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Glossary
Project Leadership
Leadership in the context of a project, e.g. leading with a focus on the
project's goals and objectives and the effectiveness and efficiency of the
process.
Project Life Cycle
The four sequential major time periods through which any project
passes, namely:
1. Concept2. Definition3. Execution (implementation or development)4. Finishing (commissioning or close out).
Each period may be identified as a Phase and further broken down into
stages that typically reflect the area of project management applicationand the size and complexity of the specific project.
A collection ofproject phases whose name and number are determined
by the control needs of the organization or organizations involved in the
project.
The complete set of time periods through which a project passessequentially in a logical and orderly manner. In its simplest form the life
cycle consists of four major periods:
1. Concept (where the project concept as a need solution is selectedand defined)
http://www.maxwideman.com/pmglossary/PMG_L01.htm#Leadershiphttp://www.maxwideman.com/pmglossary/PMG_C07.htm#Contexthttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_L01.htm#Leadinghttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_G00.htm#Goalshttp://www.maxwideman.com/pmglossary/PMG_O00.htm#Objectiveshttp://www.maxwideman.com/pmglossary/PMG_E01.htm#Effectivenesshttp://www.maxwideman.com/pmglossary/PMG_E01.htm#Efficiencyhttp://www.maxwideman.com/pmglossary/PMG_P05.htm#Processhttp://www.maxwideman.com/pmglossary/PMG_T02.htm#Timehttp://www.maxwideman.com/pmglossary/PMG_P01.htm#Periodhttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_C04.htm#Concepthttp://www.maxwideman.com/pmglossary/PMG_D01.htm#Definitionhttp://www.maxwideman.com/pmglossary/PMG_E04.htm#Executionhttp://www.maxwideman.com/pmglossary/PMG_I00.htm#Implementationhttp://www.maxwideman.com/pmglossary/PMG_D03.htm#Developmenthttp://www.maxwideman.com/pmglossary/PMG_F01.htm#Finishhttp://www.maxwideman.com/pmglossary/PMG_C03.htm#Commissioninghttp://www.maxwideman.com/pmglossary/PMG_P01.htm#Periodhttp://www.maxwideman.com/pmglossary/PMG_P02.htm#Phasehttp://www.maxwideman.com/pmglossary/PMG_S05.htm#Stagehttp://www.maxwideman.com/pmglossary/PMG_A04.htm#Area%20of%20Project%20Management%20Applicationhttp://www.maxwideman.com/pmglossary/PMG_C04.htm#Complexhttp://www.maxwideman.com/pmglossary/PMG_S04.htm#Specifichttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_P13.htm#Project%20Phasehttp://www.maxwideman.com/pmglossary/PMG_C09.htm#Controlhttp://www.maxwideman.com/pmglossary/PMG_N00.htm#Needshttp://www.maxwideman.com/pmglossary/PMG_O01.htm#Organizationhttp://www.maxwideman.com/pmglossary/PMG_O01.htm#Organizationhttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_C04.htm#Completehttp://www.maxwideman.com/pmglossary/PMG_T02.htm#Timehttp://www.maxwideman.com/pmglossary/PMG_P01.htm#Periodhttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_L03.htm#Logichttp://www.maxwideman.com/pmglossary/PMG_L02.htm#Life%20Cyclehttp://www.maxwideman.com/pmglossary/PMG_L02.htm#Life%20Cyclehttp://www.maxwideman.com/pmglossary/PMG_P01.htm#Periodhttp://www.maxwideman.com/pmglossary/PMG_C04.htm#Concepthttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_C04.htm#Concepthttp://www.maxwideman.com/pmglossary/PMG_C04.htm#Concepthttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_C04.htm#Concepthttp://www.maxwideman.com/pmglossary/PMG_P01.htm#Periodhttp://www.maxwideman.com/pmglossary/PMG_L02.htm#Life%20Cyclehttp://www.maxwideman.com/pmglossary/PMG_L02.htm#Life%20Cyclehttp://www.maxwideman.com/pmglossary/PMG_L03.htm#Logichttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_P01.htm#Periodhttp://www.maxwideman.com/pmglossary/PMG_T02.htm#Timehttp://www.maxwideman.com/pmglossary/PMG_C04.htm#Completehttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_O01.htm#Organizationhttp://www.maxwideman.com/pmglossary/PMG_O01.htm#Organizationhttp://www.maxwideman.com/pmglossary/PMG_N00.htm#Needshttp://www.maxwideman.com/pmglossary/PMG_C09.htm#Controlhttp://www.maxwideman.com/pmglossary/PMG_P13.htm#Project%20Phasehttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_S04.htm#Specifichttp://www.maxwideman.com/pmglossary/PMG_C04.htm#Complexhttp://www.maxwideman.com/pmglossary/PMG_A04.htm#Area%20of%20Project%20Management%20Applicationhttp://www.maxwideman.com/pmglossary/PMG_S05.htm#Stagehttp://www.maxwideman.com/pmglossary/PMG_P02.htm#Phasehttp://www.maxwideman.com/pmglossary/PMG_P01.htm#Periodhttp://www.maxwideman.com/pmglossary/PMG_C03.htm#Commissioninghttp://www.maxwideman.com/pmglossary/PMG_F01.htm#Finishhttp://www.maxwideman.com/pmglossary/PMG_D03.htm#Developmenthttp://www.maxwideman.com/pmglossary/PMG_I00.htm#Implementationhttp://www.maxwideman.com/pmglossary/PMG_E04.htm#Executionhttp://www.maxwideman.com/pmglossary/PMG_D01.htm#Definitionhttp://www.maxwideman.com/pmglossary/PMG_C04.htm#Concepthttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_P01.htm#Periodhttp://www.maxwideman.com/pmglossary/PMG_T02.htm#Timehttp://www.maxwideman.com/pmglossary/PMG_P05.htm#Processhttp://www.maxwideman.com/pmglossary/PMG_E01.htm#Efficiencyhttp://www.maxwideman.com/pmglossary/PMG_E01.htm#Effectivenesshttp://www.maxwideman.com/pmglossary/PMG_O00.htm#Objectiveshttp://www.maxwideman.com/pmglossary/PMG_G00.htm#Goalshttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_L01.htm#Leadinghttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_C07.htm#Contexthttp://www.maxwideman.com/pmglossary/PMG_L01.htm#Leadership 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2. Development or Definition (where the concept is verified anddeveloped into a workable plan for implementation)
3. Implementation (where the implementation plan is carried out);and
4. Closeout (where the project process is completed and documented,and the finished product is transferred to the care, custody and
control of the owner.)
Progress through the project life cycle is identified by milestones, but
these major periods should be separated by Control Gates or
Executive Control Points.
The four sequential phases in time through which any project passes,
namely: Concept; Definition (or Development); Execution
(Implementation or Operation); Finishing (Termination or Close Out).
Note: These phases may be further broken down into stages depending
on the area of project application.
The period from project initiation to completion.
The events, from beginning to end, necessary to complete a project.
While there are many different versions of the Project Life Cycle, all
essentially contain the steps of germination of the idea, proposal and
initiation,design and appraisal,mobilization of the team,execution and
control, integration of the team and their work, testing, commissioning
and handover of the project's product and closeout of the work.
The sequence of phases through which the project will evolve. It is
absolutely fundamental to the management ofprojects, and is the only
thing that uniquely distinguishes projects from non-projects. It will
significantly affect how the project is structured. The basic life cycle
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PMG_C09.htm#Controlhttp://www.maxwideman.com/pmglossary/PMG_E04.htm#Executionhttp://www.maxwideman.com/pmglossary/PMG_T00.htm#Teamhttp://www.maxwideman.com/pmglossary/PMG_M04.htm#Mobilizationhttp://www.maxwideman.com/pmglossary/PMG_A04.htm#Appraisalhttp://www.maxwideman.com/pmglossary/PMG_D02.htm#Designhttp://www.maxwideman.com/pmglossary/PMG_I02.htm#Initiationhttp://www.maxwideman.com/pmglossary/PMG_P15.htm#Proposalhttp://www.maxwideman.com/pmglossary/PMG_S07.htm#Stephttp://www.maxwideman.com/pmglossary/PMG_L02.htm#Life%20Cyclehttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_V00.htm#Versionhttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_C04.htm#Completehttp://www.maxwideman.com/pmglossary/PMG_E03.htm#Eventhttp://www.maxwideman.com/pmglossary/PMG_C04.htm#Completionhttp://www.maxwideman.com/pmglossary/PMG_P11.htm#Project%20Initiationhttp://www.maxwideman.com/pmglossary/PMG_P01.htm#Periodhttp://www.maxwideman.com/pmglossary/PMG_A04.htm#Area%20of%20Project%20Applicationhttp://www.maxwideman.com/pmglossary/PMG_S05.htm#Stagehttp://www.maxwideman.com/pmglossary/PMG_P02.htm#Phasehttp://www.maxwideman.com/pmglossary/PMG_T02.htm#Terminationhttp://www.maxwideman.com/pmglossary/PMG_F01.htm#Finishhttp://www.maxwideman.com/pmglossary/PMG_O00.htm#Operationhttp://www.maxwideman.com/pmglossary/PMG_I00.htm#Implementationhttp://www.maxwideman.com/pmglossary/PMG_E04.htm#Executionhttp://www.maxwideman.com/pmglossary/PMG_D03.htm#Developmenthttp://www.maxwideman.com/pmglossary/PMG_D01.htm#Definitionhttp://www.maxwideman.com/pmglossary/PMG_C04.htm#Concepthttp://www.maxwideman.com/pmglossary/PMG_P09.htm#Projecthttp://www.maxwideman.com/pmglossary/PMG_T02.htm#Timehttp://www.maxwideman.com/pmglossary/PMG_P02.htm#Phasehttp://www.maxwideman.com/pmglossary/PMG_E04.htm#Executive%20Control%20Pointhttp://www.maxwideman.com/pmglossary/PMG_C09.htm#Control%20Gatehttp://www.maxwideman.com/pmglossary/PMG_M03.htm#Milestonehttp://www.maxwideman.com/pmglossary/PMG_L02.htm#Life%20Cyclehttp://www.maxwideman.com/pmglossary/PMG_P08.htm#Progresshttp://www.maxwideman.com/pmglossary/PMG_O01.htm#Ownerhttp://www.maxwideman.com/pmglossary/PMG_C09.htm#Controlhttp://www.maxwideman.com/pmglossary/PMG_P06.htm#Producthttp://www.maxwideman.com/pmglossary/PMG_F01.htm#Finishhttp://www.maxwideman.com/pmglossary/PMG_D04.htm#Documenthttp://www.maxwideman.com/pmglossary/PMG_C04.htm#Completehttp://www.maxwideman.com/pmglossary/PMG_P05.htm#Processhttp://www.maxwideman.com/pmglossary/PMG_C02.htm#Closeouthttp://www.maxwideman.com/pmglossary/PMG_I00.htm#Implementation%20Planhttp://www.maxwideman.com/pmglossary/PMG_I00.htm#Implementationhttp://www.maxwideman.com/pmglossary/PMG_I00.htm#Implementationhttp://www.maxwideman.com/pmglossary/PMG_P02.htm#Planhttp://www.maxwideman.com/pmglossary/PMG_W00.htm#Workhttp://www.maxwideman.com/pmglossary/PMG_D01.htm#Definitionhttp://www.maxwideman.com/pmglossary/PMG_D03.htm#Development 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follows a common generic sequence: Opportunity, Design &
Development,Production,Hand-over,Post-Project Evaluation. The exact
wording varies between industries and organizations. There should be
evaluation and approval points between phases often termed "gates".
All phases or stages between a project's conception and its termination.
Note: The project life cycle may include the operation and disposal of
project deliverables. This is usually known as an Extended Life Cycle.
Editor's Note: This Editor disagrees. The definitions of Project are clear
and do not include Operation and Disposal. The Extended Life Cycle as
defined here should be referred to as the Product Life Cycle.
Project Life Cycle Cost
Cumulative cost of a project over its whole life cycle.
Editor's Note: Presumably "whole life cycle" refers to all of the project's
phases from owner's conception to completion and transfer.
Project Life Cycle, Phases and Stages
The division of the time required to accomplish a project into sequential
time periods .
Project Location
The site on which, or at which, the work of the project takes place.
Project Log
A project diary. A chronological record of significant occurrencesthroughout the project.
Project Logic
The relationships between the various activities in a project.
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m/pmglossary/PMG_O01.htm#Organizationhttp://www.maxwideman.com/pmglossary/PMG_P03.htm#Post%20Project%20Evaluationhttp://www.maxwideman.com/pmglossary/PMG_H00.htm#Hand-Overhttp://www.maxwideman.com/pmglossary/PMG_P07.htm#Productionhttp://www.maxwideman.com/pmglossary/PMG_D03.htm#Developmenthttp://www.maxwideman.com/pmglossary/PMG_D02.htm#Designhttp://www.maxwideman.com/pmglossary/PMG_O00.htm#Opportunityhttp://www.maxwideman.com/pmglossary/PMG_S03.htm#Sequence 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Project Logic Drawing
A representation of the logical relationships of a project.
Project Maker
A person charged with total responsibility for creating a viable project,
including public relations, political, economical, technical, etc. (Archaic: A
person that repeatedly proposes unnecessary or impossible projects.)
Project Management ("PM")
The art and science ofmanaging a project from inception to closure
as evidenced by successful product delivery and transfer.
An approach used to manage work within constraints oftime,cost and
performance targets.
May be informally defined as "The art of directing and coordinating
human and material resources to achieve stated objectives within limits
of time, budget, and stakeholders' satisfaction." Or more formally
defined as "The application of modern management techniques and
systems to the execution of a project from start to finish, to achieve
predetermined objectives of scope,quality, time and cost, to the equal
satisfaction of those involved. See also management.
The combination of systems, techniques, and people required to
complete a project within established goals oftime, budget, and quality.
The process of directing and coordinating human and material
resources throughout the project life cycle using modern managementtechniques to achieve established objectives ofscope, quality, time, cost
and stakeholder satisfaction.
The application of knowledge, skills, tools, and techniques to project
activities in order to meet or exceed stakeholder needs and expectations.
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