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Project Life Cycle: Lesson Objective: Explain Phases in Project Cycle & PM Process

The document outlines the phases of the project life cycle according to the PMBOK Guide and Burke's classification, including initiating, planning, execution, monitoring & controlling, and closing. It emphasizes the importance of documentation such as project charters, stakeholder communications, variance analysis, and change documentation throughout the project. The final reporting phase is highlighted as crucial for project closure and visibility to management.

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Samuel Yawson
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15 views20 pages

Project Life Cycle: Lesson Objective: Explain Phases in Project Cycle & PM Process

The document outlines the phases of the project life cycle according to the PMBOK Guide and Burke's classification, including initiating, planning, execution, monitoring & controlling, and closing. It emphasizes the importance of documentation such as project charters, stakeholder communications, variance analysis, and change documentation throughout the project. The final reporting phase is highlighted as crucial for project closure and visibility to management.

Uploaded by

Samuel Yawson
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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Project Life Cycle

Lesson Objective:
Explain phases in project cycle & PM process
Project and phases of development till completion - life-cycle phases

Classification 1:PMBOK GUIDE 2000 Generic life cycle


Classification 2. According to
Burke, 2004, the phases of the
project are:
• Conceptual & initiation
phase
• Design & Development
(Planning) phase
• Testing
• Execute (Implementation)
phase
• Finish (Closure-
commissioning & handover)
phase
PHASES OF A PROJECT (according to
6th Ed. PMBOK)

1. Initiating. The tasks required to authorize, fund and define the project, generally on the
organizational level (above the project). The organization defines a business need the project is meant to
satisfy.
2. Planning. The project management team define how the project will be carried out, who will do
the work, how long it will take, and so forth. The planning phase should define the project in sufficient
detail that all stakeholders’ expectations are understood.
3. Execution. The project work is completed and the end product or service is achieved while
secondary stakeholder requirements are satisfied.
4. Monitoring & Controlling. Concurrent to the project work (execution phase) the project
management team monitors and controls all aspects of the project – schedule, cost, stakeholder’s
requirements, etc. If any part causes problems, changes to the project plan are made.
5. Closing. The project has completed it’s product or service, and the project must be closed.
Phases and Documents
The phases involves the development and producing document(s)
OTHER PROJECT DOCUMENTS

Project Charter: Optional for small projects, this document authorizes the project to proceed, outlines funding
status, and provides an overview of the project from the organizational point of view.
Stakeholder communications: As a minimum, the project manager must communicate with the project sponsor and
project team throughout the project. On top of that, almost all projects have stakeholders who are either actively
influencing the outcome, passively interested in the outcome, or actively opposed to the outcome. Correspondence
that can influence the project success should be in writing, even email if possible. Keep a paper trail.
Variance analysis: This involves the calculation of, as a minimum, the cost variance and schedule variance. It
requires an estimate of the percent complete of each task, and the resulting variance (cost or schedule) tells you
how far ahead or behind the project is.
Project change documentation: When a change is made to the project management plan, it should be documented.
For small projects this could be as simple as an “update log” within the project management plan. The important
thing is not so much the format, but the underlying concept that the project has been planned out and changes to it
need to be official. All project changes should be approved and signed off by the project sponsor. Change can
involve the schedule (deadlines), costs, quality requirements, etc.
Final Reporting :Final details of the product as-built, as-designed, or as-performed, and completion certificates for
vendors’ contracts. This tends to be underrated while at the same time it tends to be highly visible to the project
manager’s bosses. Close the project well.
Classification 3:www.pm4dev.com

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