Ch.2 Project LifeCycle & Organization

8/2/2019 Ch.2 Project LifeCycle & Organization

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Project Life

Cycle

&

Organization

Keystone ConceptsKeystone Concepts

Provided by IPECC Consultants

Developed by Shuja Ali

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22

ContentsContents

This Module Covers:This Module Covers: Basic DefinitionsBasic Definitions

Project Life CycleProject Life Cycle

Organizational Influences on Project Organizational Influences on Project

ManagementManagement Project Management SystemProject Management System



33

What is Project?What is Project?

A

project

is

a

temporary

endeavor

undertaken

to

A

project

is

a

temporary

endeavor

undertaken

to

create a unique product, service, or result.create a unique product, service, or result.

ProjectProject CharacteristicsCharacteristics

Temporary Temporary –– every project has a definite beginning every project has a definite beginning

and a definite endand a definite end

Unique Unique –– a project creates unique deliverablesa project creates unique deliverables

Progressive Elaboration Progressive Elaboration –– project detail will be project detail will be

developed in steps and continued in incrementsdeveloped in steps and continued in increments



44

The Difference

between

Projects

&

Operations

is:The

Difference

between

Projects

&

Operations

is:

Operations are:

• Ongoing

• Repetitive

• Circular

Projects are:

• Temporary

• Unique

• Linear

Project vs. Operational WorkProject vs. Operational Work



55

What is Project Management?What is Project Management?

Project Management is the application of Project Management is the application of knowledge, skills, tools and techniques to knowledge, skills, tools and techniques to

project activities to meet project project activities

to

meet

project

requirements.requirements.



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Managing a project typically includes:Managing a project typically includes:

Identifying requirements,Identifying requirements,

Addressing the various needs, concerns, and Addressing the various needs, concerns, and

expectations of the stakeholders as the project is planned expectations of the stakeholders as the project is planned

& carried

out,&

carried

out,

Balancing the competing project constraints including, Balancing the competing project constraints including, but not limited to: but not limited to:

oo Scope,Scope,oo Quality,Quality,oo Schedule,Schedule,oo Budget,Budget,oo Resources, &Resources, &

oo Risk.Risk.

Project Management Project Management



77

Projects

are

typically

disintegrated

into

logical

Projects

are

typically

disintegrated

into

logical

groupings of work, with one or more deliverables, groupings of work, with one or more deliverables, called called phases phases ..

Project Life CycleProject Life Cycle is the collection of these is the collection of these

sequential project phases, whose name & number sequential project phases, whose name & number

are

determined

by

the

control

needs

of

the

are

determined

by

the

control

needs

of

the

organization (s) involved in the project.organization (s) involved in the project.

Project Life CycleProject Life Cycle



88

Steps In Project Life CycleSteps In Project Life Cycle

ACTIVITY DISTRIBUTION

OF

A

TYPICAL

PROJECT

LIFE

CYCLE

Conceptual Phase – starting the project,

Planning Phase – organizing & preparing,

Execution Phase – carrying out the project work, &

Termination Phase – closing the

project.



99

Characteristics of Project Life CycleCharacteristics of Project Life Cycle

Cost & Staffing levels are low at start, peak as the work is

executed,

&

drop

rapidly

as

the

project

draws

to

a

close. Stakeholder influences, risk, & uncertainty are greatest at the

start of the project & decreases over the life of the project.



1010

Ability to influence the final characteristics of the project’s product, without significantly impacting cost, is highest at the start & decreases progressively.

Characteristics of Project Life CycleCharacteristics of Project Life Cycle



1212



1313

Project Management team must identify both internal &

external stakeholders,

to

determine

the

project

requirements

& expectations of all parties involved.

Project Stakeholders IdentificationProject Stakeholders Identification

Internal

Stakeholders

include

management,

other

employees, administrators, etc.

External Stakeholders

could

include

suppliers,

investors, community groups & government organizations



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Organizational Influences

on

Project

Organizational

Influences

on

Project

Management Management

Project

performance

is

greatly

influenced

by:

Organizational Characteristics

(i.e., its Cultures & Styles)

Organizational Structures

The project management team must be aware of how its

organization’s structure & system affect the project.



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Organizational Cultures & StylesOrganizational Cultures & StylesCultural

norms

include

a common

knowledge

concerning

how to approach getting the work done, what means are

considered acceptable for getting the work done, & who is

influential in facilitating the work getting done.

These cultures include, but not limited to:

Shared values, visions, norms, beliefs, & expectations

Policies &

procedures

View of authority relationships

Work ethic & work hours.



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Organizational StructuresOrganizational StructuresOrganizational

structure

is

an

enterprise

environment factor that can affect the availability of resources & influence how projects are conducted.

Three major organizational structures are:

Functional Organizational Structure

Matrix Organizational Structure

Projectized Organizational Structure



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Organizational StructuresOrganizational Structures



1818

Functional Organization Functional Organization

A hierarchical organization where each employee has one

clear superior,

&

staff

are

grouped

by

areas

of

specialization

& managed by a person ( functional manager) with expertise in

that area.



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Projectized OrganizationProjectized Organization

It is an organization where a project manager has a great deal

of independence

and

authority,

and

the

project

management

administration staff plays a permanent role in the

organizational projects.



2020

Matrix Organizations Matrix Organizations

Any organizational structure in which the project manager

shares responsibility

with

the

functional

managers

for

assigning priorities & for directing the work of persons

assigned to the project.

Functional &

Projectized

organizations

can

be

merged

in

three possible ways:

Weak Matrix Organization

Balanced Matrix

Organization

Strong Matrix Organization



2121

Weak Matrix OrganizationWeak Matrix Organization

Many characteristics of functional organization & PM acts as

an expediter

or

coordinator.



2222

Balanced Matrix OrganizationBalanced Matrix Organization

PM do not have full authority over projects & projects funding.



2323

Strong Matrix OrganizationStrong Matrix Organization

Many characteristics of projectized organization & can have full

time Project

Managers

&

administration

staff

of

PM.



2424

Composite OrganizationsComposite Organizations

Many

organizations

involve

all

these

organizational

structures

at various levels and are identified as Composite Organizations.



2525

ProjectProject‐‐

a

temporary

endeavor

undertaken

to

create

a

a

temporary

endeavor

undertaken

to

create

a

unique product, service, or result.unique product, service, or result.

Project ManagementProject Management ‐‐ the application of knowledge, the application of knowledge,

skills, tools

and

techniques

to

project

activities

to

meet

skills,

tools

and

techniques

to

project

activities

to

meet

project requirements.project requirements.

Project Manager (PM)Project Manager (PM)‐‐

the person

assigned

by

the

the

person

assigned

by

the

performing organization to achieve project objectives.performing organization to achieve project objectives.

Key DefinitionsKey Definitions



2626

This material

is

primarily

based

on:This

material

is

primarily

based

on:

A Guide to the A Guide to the

Project Management Body of KnowledgeProject Management Body of Knowledge(PMBOK Guide) (PMBOK Guide) – – 4rth Edition 4rth Edition

Published by:Published by:

PMI PMI (Project Management Institute)(Project Management Institute)

ReferenceReference

w w w . ipeccconsu l tan t s .com, 030 0 275463 6 , w bspro j ect@yahoo .com

Ch.2 Project LifeCycle & Organization

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