Project Life Cycle: Overview

 Why Every Project Is Unique

 Each project has its own goals, constraints, resources, stakeholders, timelines, and
environment.
 Because of this, there is no single "right" way to manage all projects.
 Understanding the project structure helps manage different types of projects
effectively.

The Four Phases of the Project Life Cycle

1. Initiate the Project
The foundation or launchpad of the project.
Key tasks in this phase:
 Define project goals and deliverables
 Identify budget, resources, and stakeholders
 Document these details to show the value of the project
 Secure approval to proceed

2. Make a Plan
Planning is essential for project success.
Your plan should include:
 Project budget
 Task breakdown
 Roles and responsibilities
 Communication strategies
 Schedules/timelines
 Resources
 Plans for risks or unexpected changes
Think of it like building a house—you can't start without a blueprint and budget.

3. Execute and Complete Tasks

 This is where the actual work gets done.
 Team members complete tasks.
 Project manager’s role:
o Monitor progress
o Keep the team motivated
o Remove obstacles
o May also complete some project tasks

4. Close the Project

Marking the official end of the project.
Important for:
 Celebrating success
 Evaluating performance—what worked, what didn’t
  Documenting lessons learned
 Communicating final outcomes to stakeholders
 Transitioning responsibilities, if needed (e.g., handing over support/maintenance)
Example:
 A political campaign project ends on election day.
 A restaurant ordering system project ends after setup and training, but is handed off to
the operations team.

Key Takeaways
 The project life cycle is a universal framework for managing any type of project.
 The names of the phases may vary, but the core structure remains the same.
 Mastering these phases helps ensure successful project completion.

Phase 1: Initiate the Project (Detailed)

In this phase, you gather and organize all available project information to prepare for
planning.
Key Tasks:
 Define project goals: Clarify what the project aims to achieve.
o Example: For a political campaign: raise $5,000 or gather 500 signatures.
 Identify deliverables: Tangible outcomes or tasks tied to the project goal.
 Research: Gather ideas and insights to help meet the project goals.
 Identify resources:
o Resources include people, tools, equipment, locations, software, and vendors
—anything needed to execute the project.
 Create a project proposal:
o Record all project details (goals, resources, deliverables).
o Submit the proposal for approval by decision makers.
o If you are the decision maker, ensure all key factors are considered before
moving forward.

Phase 2: Make a Plan (Detailed)

Once the project is approved, you create a detailed plan to guide its execution.
Key Tasks:
 Create a budget: Estimate and allocate project costs.
 Set the schedule: Establish timelines and deadlines.
 Form the project team: Assign people to roles and define responsibilities.
 Communicate roles: Make sure everyone knows what they’re accountable for.
Planning before starting is essential. Jumping in without a plan increases the chance of failure.

Plan for Risks and Changes

Experienced project managers always expect change. Common risks include:
  Scheduling delays
 Budget changes
 Technology or software issues
 Legal or compliance problems
 Quality control issues
 Resource access limitations
Planning ahead helps reduce the impact of these risks.

Communication Is Key
 Share the plan with your team: Clarify tasks and what to do if issues arise.
 Share the plan with stakeholders: Keep them informed of goals, plans, and progress.

Phase 3: Execute and Complete Tasks (Detailed)

This is when the plan gets put into action — but project managers don't do all the work
themselves.
Your Role as Project Manager:
 Oversee the team's work: Make sure everyone knows:
o What tasks they’re responsible for
o How to complete them
o When they’re due
 Remove obstacles: Help the team stay productive by eliminating roadblocks.
 Raise flags for delays: Notify the right people if timelines are at risk.
 Communicate effectively:
o Use meetings, emails, chat tools, reports, and memos.
o Pro tip: When in doubt, overcommunicate.
 Adjust plans as needed:
o Modify schedule, budget, and resources as the project progresses.
o Keep everyone updated about changes.

Phase 4: Close the Project (Detailed)

Many people skip this step, but it's essential to wrap up the project properly.
Key Tasks:
 Verify completion:
o Ensure all tasks (including any that were added later) are done.
o Confirm invoices are paid, resources returned, and documentation submitted.
 Get final approval:
o Ensure the stakeholder (person/group who requested the project) is satisfied
with the result.

 Conduct a retrospective:
o Reflect on what worked well and what didn’t.
o Capture lessons learned and best practices.
 o These notes help both future projects and the teams receiving the outcome.
 Organize documentation:
o Collect all plans, reports, and reflections.
o Share final results with stakeholders.
 Celebrate success:
o Helps the team feel appreciated and motivated.
 Transition and move on:
o Officially end the project so the team can focus on new efforts.

Key Insights for Project Managers

 Deliberate planning is critical. The more thorough your plan, the smoother your
execution will be—even when things don’t go as expected.
 You act like a coach: You guide, organize, and motivate rather than directly doing each
task.
 Project managers have broad impact by supporting every aspect of a project.
 Success comes from organization, communication, and continuous improvement.

Understanding Project Management Approaches:

 Not all projects are the same.
Different types of projects need different project management approaches.
 What is a project management methodology?
It’s a set of principles and steps that guide a project from start to finish.

Two Main Types of Approaches:

1. Linear Approach (Waterfall)
 Tasks happen in a fixed order—one phase must be completed before the next starts.
 Example: Building a house
o First, create the blueprint.
o Then lay the foundation.
o Next, build the walls, then the roof, and so on.
o You need to know everything upfront—what the house will look like, materials,
resources, etc.
o Once a phase is done, it's hard to make changes.
o If the client changes their mind, it's often too late.
o Final result = what was originally planned (e.g., a bungalow).
 Good for:
o Projects with clear goals and little chance of change during the process.

2. Iterative Approach (Flexible, Agile-like)

 Tasks and phases can overlap and happen at the same time.
 Example: Producing a new TV show
o Start with an idea and film a pilot episode.
 o Test the pilot in different places and time slots.
o Make changes based on feedback.
o While editing the show, you can also hire actors, start production, and plan
advertising.
o The show may change—shorter length, new lead character, etc.—based on
what audiences like.
o Goal = Make a successful show, even if it's different from the original idea.
 Good for:
o Projects that need flexibility and expect changes along the way.

Summary of Benefits:
Linear Projects:
 Follow a clear, step-by-step plan
 Few changes needed
 Easier to stay on time and within budget
Iterative Projects:
 More flexible and open to change
 Can test and improve parts before the final product
 Deliver parts as they’re ready

Waterfall (Additional Info)

 Created in the 1970s, originally for engineering and construction.
 Later used in software development and other industries like event planning and retail.
 Linear and sequential – you complete one phase before starting the next (like a
waterfall).
 Commonly used when goals, resources, and expectations are clear and unlikely to
change.
 Follows standard project life cycle: Initiating → Planning → Executing → Closing.
 Best used when:
o Project phases are clearly defined.
o One task must be finished before another starts.
o Changes are expensive after the project begins.
 Example: Catering an event on a tight budget:
o Confirm guest count.
o Finalize and approve menu.
o Order ingredients.
o Once decisions are made, they can’t be changed without causing problems or
wasting money.
 Planning everything upfront helps avoid problems later.
 Has some risk management practices, but isn’t built for change.

Agile (Additional Info)

 Focuses on flexibility and quick changes.
  Tasks are done in iterations, often at the same time.
 Agile ideas began in the 1990s, officially named in 2001.
 Still follows project life cycle phases, but they overlap.
 Sprints (short work cycles of 1–4 weeks) are used to complete specific tasks.
 Agile is more of a mindset than a strict process.
o Emphasizes teamwork, regular client feedback, and adapting quickly.
 Best used when:
o The client has a rough idea of what they want.
o The client cares more about features than specific design.
o There is uncertainty and risk in the project.
 Example: Building a website:
o Different parts are built in sprints.
o Some parts (like the homepage) can go live while others (like the blog) are still
being developed.
o Feedback is gathered early and changes can be made easily.
 In contrast, Waterfall would require the entire site to be finished before launching.

Why This Matters

 Understanding Waterfall and Agile helps you plan and manage projects more
effectively.
 Knowing both can also help you during job interviews.
 They're not the only methods, but they are widely used and helpful to know.

Lean Six Sigma:

 Lean Six Sigma combines two methods: Lean (focuses on speed and eliminating waste)
and Six Sigma (focuses on quality and reducing errors).
 It’s used in projects where the goal is to:
o Save money
o Improve quality
o Speed up processes
 Promote teamwork and a positive work environment
 When teams feel valued, they're more motivated and productive.

DMAIC: The 5 Phases of Lean Six Sigma

DMAIC is a process improvement strategy that helps find and fix problems.
It stands for:
Define, Measure, Analyse, Improve, Control
1. Define
 Set the project goal and understand what’s needed to achieve it.
 Similar to the “initiation” phase in traditional project management.
Example:
  You’re a project manager at a travel company. Wait times for customer service are too
long (30 minutes), and your goal is to reduce them to under 10 minutes.
Meet with stakeholders to set clear expectations.

2. Measure
 Gather data to understand how the current process is working.
 Identify exactly where the problems are and how they affect the process.
Example:
Look at data like:
 Average wait times
 Number of customers per day
 Seasonal changes
 Decide how and when to collect this data (weekly, monthly reports, surveys, etc.).

3. Analyse
 Study the data to find the root causes of problems.
Example:
 You find that customer volume is highest on certain days, but staffing levels are the
same every day.
 This mismatch causes delays.

4. Improve
 Use your findings to come up with solutions.
 Don’t jump to solutions too early—analyse first.
Example:
 You suggest increasing staff on high-volume days to reduce wait times.

5. Control
 Make sure improvements last.
 Set up new processes, monitor regularly, and prevent backsliding.
Example:
 Document the new staffing plan, monitor performance, and make adjustments as
needed.

How DMAIC Flows:

 Define → tells you what to
 Measure → tells you what to
 Analyze → tells you what to
 Improve → tells you what to
 Control → keeps improvements in place
When to Use Lean Six Sigma (DMAIC):
 To fix complex or risky problems
 To improve processes like sales, customer experience, or reduce bottlenecks
 When data is available and helpful
 When focusing on customer/end-user experience

Key Takeaway:
 Learn different methods (Waterfall, Agile, Lean Six Sigma) and use what works best for
your team and project.
 There’s no perfect way to run a project, but knowing these tools helps you get very
close.