Project Life Cycle and Organization

                                                            

Project Life cycle and Organization                         

            Proj. Life Cycle is a collection of generally sequential and sometimes overlapping project phases name and the no. are determined by the mgmt.                            

            provides the basic framework for managing the proj. regardless of the specific work involved/                           

Characteristics of Proj. Life Cycle                           

1          * starting of the project                         milestone or when finishing will get the project charter

2          * Organizing and preparing                               milestone or deliverables , will get the Proj. Mgmt Plan

3          * Carrying out the proj.                         Accepted Deliverables

4          * Closing the project                             Archived prj. Docs

            during (1) cost and staff level is low, (3) is peak and goes down to low when (4)                                   

            Stakeholder influence, risk, uncertain is high during (1)  and gradually down

            cost of changes is low in the being and high when end

Product Life Cycle

            Generally sequential and non-overlapping, product life cycle have one or more projects

            Last phase is product retirement

Project Phases

            Division within a project to give extra control to effectively manage

            it is not a Proj. mgmt process Group

            to be segmented into logical subsets

            Close phase ends with some form of transfer or handover as phase deliverable

Imp      also referred as Phase exits, milestone or phase gates or  decision gates or stage gates or kill points

            A Mgmt review is often held to reach a decision to start the activity of a phase

            A project phase is close with review of deliverables

Stakeholders

            persons or organization whoa re actively involved in the proj. or whose interests may be positively or negatively.

Customers/users

            may b internal or external who directly use the project/project

Sponsor

            Financial resource

            serving as spokesperson to higher mgmt

            significant in charter and initial scope

            when beyond the control pf PM, sponsor serves as an escalation path

            also involved in phase-end review, go/no-go edecision when risks are high

            Portfolio manager

            high lebvel governance of a collection of projects or programs

            Acts as proj. selection panel

            review investment , values and risks

            Program Manager

            managing related projects in a coordinated way.

            interact with PMs. Cant control individually

            Proj. Mgmt Office

            can be stakeholder

            Admin support services

            training , mentoring

            resource alignment

            Proj. Manager (PM)

            TO achieve the proj. objectives

            developing the pmp and other componetns

            keepiong the proj. ontracks in terms of schedule and budget

            identifying , montioring and responding to the risks

            providing accurate and timely report to the project metrics

            Functional Managers

            key individuals who plays a mgmt role within admin. Such as HR, procurement, finance

            TO carry out the ongoing work

            Operational Management

            mgmt in core business area such as R&D, design, manufactuing , testing or maintenance

            Formal handoff occurs upon completion regarding tech. docs

            provides long term support

            Seller/business partners

            Seller -->vendors, suppliers, contractors are external company

            Business Partner are also external companies but they have special relationship , can do installation, support, training, customization

            Organization Influence

            Culture, style and structure to adhere by PM

            Culture norms  are cultues and styles

            Organ. Strcuture is Enterprise Env. Factor (EEF)

            in Functional , Staff members are grouped by Specialities scuh as Production, engineering

            Specialities are sub-divided into functional Organzation: Electrical engineering , Mechnical Engineering

            each function org. is an independent

            Organization Process Assets(OPA)

            It includes all the process related assets like informal plan, procedure, polics and guidelines

            procedures like process audits, checklists

            proposal evaluation criteria, performance measurement criteria

            Templates like risk work breakdown stru, proj. net work schedule diagram , contract templates

            project closure guidelines (final proj. audits, project validation, acceptance criteria)

            Finanical Controls like Account codes, required expenditure, time reporting

            issue and defect maintenance

            Change control procedures

            risk control procedures

            Corporate Knowledge base

            process mesaurement dbs

            project files(scope, cost, schedule, project calendars)

            historial info. And lesson learnt

            Informal and formal plans

            Policy, Procedure and guidelines

            Lessons learned                                               

            historical Information                                        

            updating and adding the OPA thruout the project by Proj tem members                                    

            2 types                                    

            Process & Procedures              Corporate Knowledge Base

                                                            Lessons learnt

                                                            Project files(scope, project cost)

                                                            issue and defect mgmt

                                                            configuration mgmt