Location via proxy:   [ UP ]  
[Report a bug]   [Manage cookies]                
Scribd Logo
Upload

Welcome to Scribd!

  • 60 views

    Project Life Cycle

    Uploaded by

    Nurul Qamar
    The document discusses the project life cycle, including phases such as initiation, planning, execution, monitoring and control, and closure. It describes key elements in each phase like developing project documents such as the project charter and feasibility study. The execution phase involves carrying out the project plan, managing changes, and controlling the project's schedule, costs, quality and other metrics. The final project closure phase ensures the project is formally closed out and handed off to the customer.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd

    Project Life Cycle

    Uploaded by

    Nurul Qamar
    60 views40 pages
    The document discusses the project life cycle, including phases such as initiation, planning, execution, monitoring and control, and closure. It describes key elements in each phase like developing project documents such as the project charter and feasibility study. The execution phase involves carrying out the project plan, managing changes, and controlling the project's schedule, costs, quality and other metrics. The final project closure phase ensures the project is formally closed out and handed off to the customer.

    Original Title

    Untitled

    Copyright

    © © All Rights Reserved

    Available Formats

    PPT, PDF, TXT or read online from Scribd

    Did you find this document useful?

    Is this content inappropriate?

    The document discusses the project life cycle, including phases such as initiation, planning, execution, monitoring and control, and closure. It describes key elements in each phase like developing project documents such as the project charter and feasibility study. The execution phase involves carrying out the project plan, managing changes, and controlling the project's schedule, costs, quality and other metrics. The final project closure phase ensures the project is formally closed out and handed off to the customer.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    60 views40 pages

    Project Life Cycle

    Uploaded by

    Nurul Qamar
    The document discusses the project life cycle, including phases such as initiation, planning, execution, monitoring and control, and closure. It describes key elements in each phase like developing project documents such as the project charter and feasibility study. The execution phase involves carrying out the project plan, managing changes, and controlling the project's schedule, costs, quality and other metrics. The final project closure phase ensures the project is formally closed out and handed off to the customer.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    of 40

    CHAPTER 2

    PROJECT
    LIFE CYCLE
    Project Life Cycle Diagram
    Characteristic of project life cycle

     Production
     Monitor /  Contract
     Purpose  Scoping control Closeout
    Objective  Select Team Quality  Project close
     Scope Members management down
     Draft schedule  Planning  Time  Team Feed
    Budget  Baseline management back
     Estimate schedule Cost Recommendatio
     Feasibility  Baseline budget Management n for further
    study  Risk action
    Management
    PHASES OF PROJECT LIFE
    Phase 1 ; Initiation / Startup

    The initiating processes determine the nature and


    scope of the project.
    If this stage is not performed well, it is unlikely that
    the project will be successful in meeting the business’
    needs.
    The key project controls needed here are an
    understanding of the business environment and
    making sure that all necessary controls are
    incorporated into the project.
    Any deficiencies should be reported and a
    recommendation should be made to fix them.
    Initiation / Startup (cont’d)

    The initiating stage should include a plan that


    encompasses the following areas:
    1. analyzing the business needs/requirements in
    measurable goals
    2. reviewing of the current operations
    3. financial analysis of the costs and benefits including
    a budget
    4. stakeholder analysis, including users, and support
    personnel for the project
    5. project charter including costs, tasks, deliverables,
    and schedule
    PROJECT INITIATION DOCUMENT
    The Project Initiation Documentation bundles
    the information which was acquired through
    the Starting up a Project and Initiating a
    Project processes in a PRINCE2 controlled project
    environment.

    Which means that the methodology not so much seeks


    a master document describing all of the project at
    hand, but more the collection of documents until
    Authorizing a Project up to then created.
    PROJECT INITIATION DOCUMENT
    OFTEN CONTAINS THE FOLLOWING
    STEP OF PROJECT PLAN
    PROJECT FEASIBILITY DOCUMENT

    The Project Feasibility Document is the tool Project


    Stakeholders use to seek funding for feasibility
    studies after a Client Brief has been approved by the
    Capital Expenditure Review Committee
     is the responsibility of the Faculty Operating Officer
    (FOO)/Support Services Head of Division (SSHoD).
    PROJECT CONCEPT DOCUMENT
    PROJECT CONCEPT DOCUMENT
    PROJECT CHARTER
    IMPORTANCE OF THE PROJECT CHARTER
    ELEMENTS OF THE PROJECT CHARTER

    Purpose: To be assembled from Problem and Goal


    Statements
    Value: To be assembled from the Business Case
    Scope: To be assembled from the high level business
    flow
    Team: To be decided as per the roles before beginning
    the project.
    Schedule: To be prepared as per the time frame
    provided at the beginning of the project
    CTQ Measures: To be assembled from the
    information collected during the problem and goal
    definition
    ACCESSIBILITY AND MODIFICATION
    Defining Scope

    Defining scope is to clearly describe the boundaries


    of a project the contractual agreements between the
    client and the services provider.
    WORK BREAKDOWN STRUCTURE

    A work breakdown structure element may be a


    product, data, service, or any combination
    WBS also provides the necessary framework for
    detailed cost estimating and control along with
    providing guidance for schedule development and
    control.
    ROLE ASSIGNMENT AND SCHEDULING

    Role assignment is assigning each member with


    their role in construction.
    They consist of roles that bring together various
    interests and skills, and provide better clarity
    between the responsibilities of each role.
    Scheduling is determination of timing of events in
    the project.
     Schedule can also be defined as detailed plan of the
    project work tasks with respect to time.
    FUND ALLOCATIONS

    The process of dividing a budget to subcategories.


    The Fund Council,is the decision-making body of the
    Fund, takes decisions on resource allocation on
    behalf of all Fund Donors.
    RISK MANAGEMENT

    Risk management is the continuing process to identify,


    analyze, evaluate, and treat loss exposures and monitor
    risk control and financial resources to mitigate the
    adverse effects of loss.
    Loss may result from the following:

     financial risks such as cost of claims and liability


    judgments
     operational risks such as labor strikes
     perimeter risks including weather or political change
     strategic risks including management changes or loss of
    reputation
    PROCUREMENT PLANNING

    Procurement planning is the process of deciding


    what to buy, when and from what source. During the
    procurement planning process the procurement
    method is assigned and the expectations for
    fulfillment of procurement requirements
    determined.
    Procurement Planning is important because:

    It helps to decide what to buy, when and from what


    sources.
    It allows planners to determine if expectations are
    realistic; particularly the expectations of the
    requesting entities, which usually expect their
    requirements met on short notice and over a shorter
    period than the application of the corresponding
    procurement method allows.
    Implementation activities and basic processes

    Execution of project plan


    Handle changes
    Project control
    EXECUTION OF PROJECT PLAN 

    A Project Execution Plan is much more than a chart


    showing timescales.
    It is a document describing how, when and by whom
    a specific target or set of targets is to be achieved.
    These targets will include the project’s products,
    timescales, costs, quality and benefits. It will do this
    by showing the major products, activities and
    resources required for the project.
    Handle changes 

    A project will undergo changes during some point in


    the software development life cycle (SDLC). The key
    is controlling the changes to manage the impact to
    the project plan, budget, and implementation
    schedule.
    Change Proposal
    Change Proposal
    is written
    is written

    Rework Proposal
    Rework Rework Proposal

    Change Proposal
    Change Proposal Rejected
    is reviewed Stop
    is reviewed

    Accepted

    Change proposal is
    Change
    designedproposal
    and is
    designed and
    documented, and an
    documented, and an
    implementation
    implementation
    schedule is created
    schedule is created

    Rework Proposal
    Rework Proposal
    Change Proposal
    Change Proposal
    is reviewed Rejected
    is reviewed Stop

    Accepted

    Change Proposal
    Change Proposal
    is implemented
    is implemented
    PROJECT CONTROL 

    Defined as management action, either preplanned to


    achieve the desired result or taken as a corrective
    measure prompted by the monitoring process.
    mainly concerned with the metrics of the project,
    such as quantities, time, cost, and other resources.
    The purporse for the project close-out section is to
    detail formal acceptance and an orderly process of
    ending the project and handing it off to customers.
    After project completion, the customer normally
    takes over the responsibility for the site.
    The site will be hosted somewhere, and operated by a
    support team.
    The customer can decide to manage the site
    themselves, or choose to hand this over to a partner.
    Make sure the customer receives the source code and
    related project resources, if this is part of the
    agreement.
    Roles and Responsibilities

    Activity Responsible

    Plan and carry out project close-down activities  Project manager

    Hand over source code to customer if applicable Project manager

    Plan, prepare and initiate Web site handover to Project manager


    support responsible 

    Ensure receivement resources and takeover of Customer


    Web site 

    Carry out Web site launch activities Customer

    Facilitate technical aspects of handover of Web Developer


    site to support
    PROJECT CLOSE DOWN ACTIVITIES
     This is the final stage in the project, and is often the one that
    is skipped on or sometimes missed altogether, with project
    managers and teams keen to move onto their next challenge.
     In this stage the responsibility of the project manager to
    ensure that the project is closed down properly. 
     The project manager should ensure that the client is happy
    with the deliverables and that the project is signed-off.
     All outstanding risks and issues should be addressed – either
    they are covered off and closed down or plans in place to
    address them after the project has closed.
    the
     Produce a final report that can be used to communicate
    project’s performance to management and other
    stakeholders.
    Why Project Closure Is Important??

    The project closure process is the last of the process


    groups, and is considered important for the project's
    success.
    All projects have a definite start and a specific end.
    A project closure process indicates the formal closing
    of a project,
    Commencement of the project closure process prevents
    the occurrence of additional expenditures by the project.
    A closing costs calculation is available to accurately
    determine the buyer's closing costs.
    The project closure process is repeated for all phases, if
    a project is completed in phases

    You might also like