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Project Management Life Cycle Phases
What is a Project Management Life Cycle?
The Project Management Life Cycle is a set of tasks that must be completed in order for a project's goals or targets to be met. It's a structure that outlines the steps involved in turning an idea into a reality. Projects may have various dimensions and degrees of complexity, but they can all be mapped to the Project Management life cycle framework, regardless of their size.
What is a Project Management Life Cycle, and how does it work?
Phases of the Project Management Life Cycle
Phase One: Begin
Phase of Preparation
Phase of Execution
Phases of monitoring, controlling, and closing
Phases of the Project Management Life Cycle
As indicated in the picture below, the Project Management Lifecycle process is separated into four parts: the planning phase, the execution phase, and the monitoring, controlling, and closing phase.
We will examine each phase of the project life cycle −
Stage 1 − Project Initiation
The steps are necessary to begin a new project are defined in the initiation phase. The project start phase's goal is to figure out what the project should achieve.
This phase is mostly made up of two primary activities.
Make a project charter and stick to it.
Stakeholders should be identified.
In the Project Charter and Stakeholder Register, all project-related information is recorded. The project is formally authorized after the project charter is approved.
Charter of the Project
The project's primary parts are defined in the Project Charter.
Aims of the project
Problem statements and project restrictions
Appoint a project manager.
List of stakeholders
Schedule and budget at a high level
Milestones
Approvals
This document permits a project manager to make use of organizational resources for the project's benefit. Enterprise environment factor, business case, agreements, a project description of work, and organizational process assets will be needed to build a project charter.
Stakeholder Identification
A stakeholder may have an impact on the project's success or failure. A Stakeholder Register is used to record information about the stakeholder. The stakeholder registration will include details such as
Stakeholder types
Stakeholder expectations
Project Participation ( Business Analyst, Tech architect, Client PM)
Affirmation (Director, Business Lead, etc.)
Communication frequency (weekly/monthly)
The following are some of the additional actions involved in starting a process group −
Choosing a project manager
Identifying the needs, expectations, and high-level requirements of stakeholders
Define the success criteria for the project.
Determine a specific budget for each step.
Ascertain if the project is in line with the organization's strategic objectives
Other development groups, such as the planning process group, utilize the stakeholder registration and project charter as inputs.
Stage 1: Project Planning
The project planning phase accounts for around half of the whole procedure. The scope of the project as well as the project's goal are determined during the planning phase. It starts with the initiation phase's outputs (charter, preliminary scope statement, and project manager). The planning phase's output is used as the input for the execution phase.
The following are crucial parts of the planning process −
The planning step should not begin until the basic planning has been completed.
You should not stop modifying plans until the implementation phase begins.
Make a structure for work breakdown (WBS)
WBS (Work Breakdown Structure) is critical to any project's success. The steps for creating a WBS are as follows.
Make a list of all the tasks in a brainstorming session.
Involve your whole staff in the brainstorming process.
Make a list of the task's structure tree, often known as the WBS (work breakdown structure)
Break down your top WBS even further into a hierarchical collection of activities, such as categories, sub-categories, and so on. Hardware, software, trainees, management teams, and so forth.
Define how the items will be entered into your WBS.
Inquire of others – a specialist, experienced employees, etc.
Granularity − How specific should your job be? Estimating cost and time for greater granularity is difficult, whereas estimating cost and time for lower granularity is hampered by too much detail.
The degree of granularity should be just perfect, neither too high or too low.
Management of the Planning Schedule
The process of defining procedures, rules, and documentation for planning, managing, executing, and controlling the project schedule is known as the plan schedule. The following are some of the inputs to these activities −
Plan for project management
Charter of the Project
Environmental considerations in the workplace
Assets in organizational processes
The Planning Schedule Management produces the following results −
Plan for time management
Identifying Tasks
The technique for documenting and specifying particular actions to be undertaken in order to achieve project deliverables is known as defining activities.
Each work package is divided down into separate work schedule activities in defined activities. The defining activities' inputs include
Plan for time management
Establish a starting point.
Environmental considerations in the workplace
Assets in organizational processes
While the activities' outcomes are diverse,
a list of activities
Characteristics of an activity
a list of milestones
Organize your activities.
The result of "define activities" is logically organized by "sequence activities." It establishes the sequence in which the actions must be completed.
"Network Diagram" is the major result of the sequence activity procedure.
Posting the tasks on a board in a logical sequence is what a network diagram is.
If you want to establish a company in a foreign nation, what will be your list of operations, and in what sequence should they be completed?
In this sequence, you will complete the activities.
Select a nation.
Obtain a business license
Employing a manager
Purchasing a home
Purchasing furnishings, etc.
Getting the company up and running
Activity Resource Estimation
This stage discusses how to estimate the amount of time and resources needed to execute a job. The availability of resources is another element that must be addressed at this point.
When assessing resources, concentrate on the plan's longest route (Critical Path), which will take the most time and money.
For two jobs, you must estimate resources.
Important responsibilities
Floating Tasks
Make sure your key jobs are estimated correctly (completion time).
The estimation of activity resources is based on five inputs.
Plan for Time Management
a list of activities
Calendar of Resources
Environmental considerations in the workplace
Assets in organizational processes
This stage's outcome is
Resource requirements for the activity
Structure of resource allocation
Updates to project documentation
NOTE: "Develop Schedule" will benefit from all of the previous actions (define activities + sequence activities + estimate activity resources).
Time Estimation for Activities
Activity Estimation The practice of predicting the number of work periods (weeks/months) necessary to accomplish a certain activity using estimated resources is known as duration. This stage establishes how long each job will take to accomplish.
You can't figure out how long an activity will take until you know how much effort and resources it will need to execute it. This is the sequence in which the estimation procedure should be completed.
First, determine how much labor will be required.
Then comes estimating the resources.
Then comes estimating the task's length.
You'll need inputs to estimate activity durations.
a list of activities
Characteristics of an activity
Calendars of resources
Statement of the Project's Scope
Assets in organizational processes
Environmental considerations in the workplace
There are two major outputs.
Calculate the length of each activity.
Estimate activity durations-updates to project documents
PERT (Project Evaluation and Review Techniques) estimations are another name for this method.
Make a schedule
Develop Schedule is the process of creating a project scheduling model by examining activity sequences, resource needs, durations, and schedule limitations. Three key considerations are taken into account while scheduling each work.
Duration
Dependencies between tasks
Constraints
The project generates the start and end dates for each activity based on these parameters.
To make a schedule, you may utilize scheduling software. It creates a schedule model with estimated completion dates for project tasks.
This tool's input consists −
Plan for time management
a list of activities
Characteristics of an activity
Schedule for the project - network diagrams
Resource requirements for the activity
Calendars of resources
Estimates of activity duration
Statement of the Project's Scope
Register of dangers
Assignments of project personnel
Structure of resource allocation
Environmental considerations in the workplace
Assets in organizational processes
This would result in the following −
Timeline for the project
Diagram of the project's network
Bar charts or Gantt charts
Chart of milestones
Establish a baseline
Data that has been scheduled
Updates to project documentation
Schedule of Control
Control Schedule is the last step of the planning process. It is the practice of keeping track of project activities in order to keep the project process up to date and manage changes to the timetable baseline.
If modifications to the schedule are necessary, the change control procedure must be followed. The timetable should be monitored or regulated proactively by the management.
The control scheduling procedure has four basic outputs.
Plan for project management
Establish a baseline
Plan for time management
Timeline for the project
Information about job performance
Assets in organizational processes
The control schedule has five outputs.
Management of work performance
Asset updates for organizational processes
Request for a change
Updates to the project management plan
Updates to project documentation
Stage of Project Execution
The actions described in the project management plan make up the executing phase. This process includes managing stakeholder expectations, collaborating with people and resources, and completing other project deliverables-related tasks.
The outcome may need re-base lining and modifications to current project requirements throughout the execution phase. The project management plan or documentation may be impacted by actions performed during the execution phase.
Execution of Projects is Directed and Managed
As the process that produces project deliverables, this stage consumes the majority of the project's money, time, and resources.
To Direct and Manage Project Execution, there are four inputs.
Plan for Project Management
Request for a modification has been approved.
EEFs (Environmental Effects Funds) (Enterprise Environmental Factors)
OPAs are acronyms for "other people's money (Organizational Process Assets)
There are five outputs in all.
Deliverables
Data on job performance
Request for a change
Updates to the Project Management Plan
Updates to project documentation
Expert’s judgments, meetings, and reporting KPI (Key Performance Indicators) are all critical at this level.
Executing Quality Control
The process of assessing the quality requirements and the outcomes of quality control measures is known as performing quality assurance. It is the process of evaluating performance by documenting and monitoring the outcomes of quality operations. This process may be aided by a variety of techniques such as control charts, cost-benefit analysis, flowcharting, run charts, scatter diagrams, inspection & reviews, and so on.
The major source of information for this is
Plan for project management
Metrics of quality
Measurements for quality assurance
Information about job performance
However, the result of this is
Request for a change
Updates to the project management plan
Updates to project documentation
Asset updates for organizational processes
Getting a Project Team
The acquisition of project teams occurs during the execution phase since it is more probable that personnel with diverse skill sets would be needed throughout the process.
There are three primary factors to consider while assembling a project team.
Responsibilities and roles
Diagram of the project's structure
Plan for staffing management
There are three outputs in total.
Assignments of project personnel
Calendars of resources
Updates to the project management plan
Build a Project Team
The bulk of human resource procedures are involved in the execution phase, which includes the development of project teams. The primary goal of project team development is to increase team members' overall performance. This stage should begin as soon as possible in the project.
The project development team's inputs include −
Plan for human resource management
Assignments of project personnel
Calendars of resources
This procedure produces the following results −
Evaluations of team performance
Updates on the EEFs
Organize the project team
One of the most significant aspects of project management is project team management. It is the most challenging aspect of project management since many managers do not have direct contact with team members, making it impossible to assess their performance and determine their compensation.
To manage the project team process, there are five inputs.
Assignments of project personnel
Evaluations of team performance
Reports on performance
Plan for project management
Assets in organizational processes
The outputs are divided into four categories.
Asset updates for organizational processes
Updates on environmental variables in the workplace
Request for a change
Updates to the project management plan
Communicate effectively
One of the three communication characteristics is related to the execution process. There are three key communication characteristics that must be monitored in a communication management program.
Members of the project team to the project manager
To the program manager, project managers
To stakeholders or other sponsors, the program manager
Managing communications necessitates the use of a variety of tools.
Plan for communication management
Reports on work performance
EEFs
OPAs
This stage's outcome would be
Communications for the project
Updates to the project management plan
Updates to project documentation
Updates on OPAs
Carry out Procurement
There are two key roles engaged at this stage: the buyer and the seller. The actions included in the procurement process are as follows −
Send out the bidding packet to interested buyers.
Organize bidder meetings.
Examine prospective seller offers.
Choose the best-selling proposals.
The procurement procedure produces the following results −
Plan for project management
Documents used in the procurement process
Criteria for selecting sources
a list of qualified sellers
Proposals from the seller
Documents for the project
Decide whether to build or purchase.
a collaboration arrangement (teaming agreement)
Assets in organizational processes
You will have six outputs in total.
Selective vendors
Award of a procurement contract
Calendars of resources
Requests for changes
Updates to the project management plan
Stakeholder Engagement is managed
This stage entails actively managing project stakeholders throughout the duration of the project. Stakeholder expectations are recognized and swiftly handled to minimize unforeseen project delays or abandonment in the middle.
To manage the stakeholder process, there are five inputs.
Stakeholder database
Management plan for stakeholders
Plan for project management
a record of issues
a history of changes
Assets in organizational processes
This procedure produces the following results −
Asset updates for organizational processes
Request for a change
Updates to the project management plan
Updates to the project documentation
Review of the Project's Phases
The project phase review is completed at the conclusion of the execution phase. It aids you in documenting the actions that follow.
Keep a record of the outcome of your project management review.
Keep the sponsor up to date on the project's development.
Identifying any potential risks or concerns that may have hampered the project
Stakeholder deliverables created throughout the project are shown.
Request permission to go on to the next step.
Stages of project monitoring and control, as well as project closure
The monitoring and controlling phase begins after the execution phase to ensure that the project is on track. Various adjustments and evaluations are made during this phase in order to improve the project's performance.
Work on the project is monitored and controlled.
This stage entails keeping track of, evaluating, and controlling progress in order to accomplish the project's goal. It also makes certain that the deliverables follow the project management strategy. This step's major goal is to detect any modifications made after the project management plan was created so that appropriate preventative action may be taken.
This step requires the following inputs −
Plan for project management
Reports on performance
Estimated costs
Forecasts on time
Changes should be verified.
Environmental considerations in the workplace
Assets in organizational processes
While the final product comprises
Requests for changes
Updates to the project management plan
Updates to project documentation
Controlling Change Integratedly
It is one of the most crucial projects management processes. The effect of any modification is reviewed against the project at this point. If this stage changes in any component of a project, the whole project will be evaluated. It is preferable to apply modifications early in the project since the cost of making changes rises as the project proceeds.
This stage's input includes −
Plan for project management
Reports on work performance
Requests for changes
EEFs
OPAs
While the results are,
Change requests that have been approved
a history of changes
Updates to the project management plan
Updates to project documentation
Validate the scope of the project
The validating scope entails ensuring that the deliverables fit the customer's requirements. Validating Scope Management includes external checks with customers or stakeholders.
The validating scope requires the following inputs −
Plan for project management
Requirements
Documentation
Traceability matrix for requirements
Deliverables that have been verified
Data on job performance
While the scope validation's output contains −
Deliverables that have been accepted
Requests for changes
Information about job performance
Updates to project documentation
Scope of Control
Control scope guarantees that only the work that has been designated as being in scope is completed. The actual outcome is compared to the scope baseline to confirm that the whole scope of work has been completed.
The inputs to the scope control procedure are as follows −
Plan for project management
Information about job performance
Documentation of requirements
Traceability matrix for requirements
Assets in organizational processes
While the final product comprises
Measuring work performance
Asset updates for organizational processes
Requests for changes
Updates to the project management plan
Updates to project documentation
Schedule of Control
The Control Schedule procedure aids you in a variety of ways. It assists you in capturing the current schedule status, determining variation from the schedule baseline, comprehending the nature of the variance, and responding appropriately.
If modifications to the schedule are required, they must first go through the change control procedure, be re-evaluated, and then be utilized to update the schedule baseline.
The control schedule has four major inputs.
Plan for project management
Establish a baseline
Plan for time management
Timeline for the project
Information about job performance
Assets in organizational processes
Among the results are −
Measuring work performance
Asset updates for organizational processes
Requests for changes
Updates to the project management plan
Updates to project documentation
Phase of completion
The closing phase is the process of completing a project's controlled shut down at the conclusion. There are three closing events that take place in a project.
If the project is external, getting the client to accept the final deliverables is called product closure.
Ending the project officially entails closing administrative operations, updating project papers, and archiving relevant databases and records.
Closure of the project's resources- After the project's financial closure, the project's resources should be returned.
The following are some of the inputs for this procedure −
Plan for Project Management
Deliverables That Have Been Accepted
OPAs
This procedure produces the following results
The transition from final product, service, or outcome
Updates on OPAs
Summary
The steps are necessary to begin a new project are defined in the initiation phase. It specifies what the project should achieve in a reasonable amount of time.
The initiation phase is mostly made up of two activities.
Prepare a project charter.
Stakeholders should be identified.
The stakeholder registry and project charter may also be used in other project management process groups, such as the planning process.
The scope and goal of the project are determined during the planning phase. It entails generating a set of blueprints that will lead you through the project's execution and completion stages.
The actions described in the project management plan make up the executing phase. It is the most time-consuming and energy-intensive phase of the project life cycle. The project management plan or documentation may be impacted by actions performed during the execution phase.
The following are key tasks in the execution project life cycle phases
Plan and execute project management strategies
Execution of Projects is Directed and Managed
Carry out Task Assignments
Organize progress status meetings, and so forth.
The outcome may need re-base lining and modifications to current project requirements throughout the execution phase.
Before the closure phase, the monitoring and controlling stage ensure that the deliverables are in accordance with the project management plan.
The major goal of this phase is to identify any changes made after the project management plan was created, so that preventative action may be taken in the case of an unexpected outcome.
The closing phase is the process of completing a project's controlled shut down at the conclusion.
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