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5 Phases of Project Management

The document outlines the 5 phases of project management: initiation, planning, execution, monitoring, and closure. It describes the key activities and documents created in each phase, including project charters, work breakdown structures, communication plans, and status reports.

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Mamata Sreenivas
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191 views

5 Phases of Project Management

The document outlines the 5 phases of project management: initiation, planning, execution, monitoring, and closure. It describes the key activities and documents created in each phase, including project charters, work breakdown structures, communication plans, and status reports.

Uploaded by

Mamata Sreenivas
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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5 Phases of Project Management

According to PMI, “project management is the application of knowledge, skills, tools, and
techniques to a broad range of activities in order to meet the requirements of a particular
project.” There are five phases of project management and if the lifecycle provides a high-
level view of the project, the phases are the roadmap to accomplishing it.

Phase 1: Project Initiation

This is the start of the project, and the goal of this phase is to define the project at a broad
level. This phase usually begins with a business case. This is when you will research whether
the project is feasible and if it should be undertaken. If feasibility testing needs to be done,
this is the stage of the project in which that will be completed.

Important stakeholders will do their due diligence to help decide if the project is a “go.” If it
is given the green light, you will need to create a project charter or a project initiation
document (PID) that outlines the purpose and requirements of the project. It should include
business needs, stakeholders, and the business case. Note: There are plenty of PID templates
that adhere to PMBOK® Guide guidelines available online that you can download to help you
get started.

Tip: When creating a PID, don’t get too bogged down in technical requirements.
Those will be clarified and clearly defined in Phase 2.

Phase 2: Project Planning

This phase is key to successful project management and focuses on developing a roadmap
that everyone will follow. This phase typically begins with setting goals. Two of the more
popular methods for setting goals are S.M.A.R.T. and CLEAR:

S.M.A.R.T. Goals – This method helps ensure that the goals have been thoroughly vetted. It
also provides a way to clearly understand the implications of the goal-setting process.

Specific – To set specific goals, answer the following questions: who, what, where, when,
which, and why.
Measurable – Create criteria that you can use to measure the success of a goal.
Attainable – Identify the most important goals and what it will take to achieve them.
Realistic – You should be willing and able to work toward a particular goal.
Timely – Create a timeframe to achieve the goal.

For more information about S.M.A.R.T. goals and to download free S.M.A.R.T.
goal templates, read "The Essential Guide to Writing S.M.A.R.T. Goals."
 

C.L.E.A.R. Goals – A newer method for setting goals that takes into consideration the
environment of today’s fast-paced businesses.

Collaborative – The goal should encourage employees to work together.


Limited – They should be limited in scope and time to keep it manageable.
Emotional – Goals should tap into the passion of employees and be something they can form
an emotional connection to. This can optimize the quality of work.
Appreciable – Break larger goals into smaller tasks that can be quickly achieved.
Refinable – As new situations arise, be flexible and refine goals as needed.
 
During this phase, the scope of the project is defined and a project management plan is
developed. It involves identifying the cost, quality, available resources, and a realistic
timetable. The project plans also includes establishing baselines or performance measures.
These are generated using the scope, schedule and cost of a project. A baseline is essential to
determine if a project is on track.
 
At this time, roles and responsibilities are clearly defined, so everyone involved knows what
they are accountable for. Here are some of the documents a PM will create during this phase
to ensure the project will stay on track:

Scope Statement – A document that clearly defines the business need, benefits of
the project, objectives, deliverables, and key milestones. A scope statement may
change during the project, but it shouldn’t be done without the approval of the
project manager and the sponsor.
Work Breakdown Schedule (WBS) –This is a visual representation that breaks
down the scope of the project into manageable sections for the team.
Milestones – Identify high-level goals that need to be met throughout the project and
include them in the Gantt chart.
Gantt Chart – A visual timeline that you can use to plan out tasks and visualize your
project timeline.
Communication Plan – This is of particular importance if your project involves
outside stakeholders. Develop the proper messaging around the project and create a
schedule of when to communicate with team members based on deliverables and
milestones.
Risk Management Plan – Identify all foreseeable risks. Common risks include
unrealistic time and cost estimates, customer review cycle, budget cuts, changing
requirements, and lack of committed resources.
Tip: When creating a WBS, work packages shouldn’t be longer than 10 days. Be
sure to solicit the input and perspective from team members about their specific
tasks.

Phase 3: Project Execution

This is the phase where deliverables are developed and completed. This often feels like the
meat of the project since a lot is happening during this time, like status reports and meetings,
development updates, and performance reports. A “kick-off” meeting usually marks the start
of the Project Execution phase where the teams involved are informed of their
responsibilities.

Tasks completed during the Execution Phase include:

Develop team
Assign resources
Execute project management plans
Procurement management if needed
PM directs and manages project execution
Set up tracking systems
Task assignments are executed
Status meetings
Update project schedule
Modify project plans as needed

 While the project monitoring phase has a different set of requirements, these two phases
often occur simultaneously.
 

Phase 4: Project Performance/Monitoring

This is all about measuring project progression and performance and ensuring that everything
happening aligns with the project management plan. Project managers will use key
performance indicators (KPIs) to determine if the project is on track. A PM will typically
pick two to five of these KPIs to measure project performance:
Project Objectives: Measuring if a project is on schedule and budget is an indication
if the project will meet stakeholder objectives.
Quality Deliverables: This determines if specific task deliverables are being met.
Effort and Cost Tracking: PMs will account for the effort and cost of resources to
see if the budget is on track. This type of tracking informs if a project will meet its
completion date based on current performance.
Project Performance: This monitors changes in the project. It takes into
consideration the amount and types of issues that arise and how quickly they are
addressed. These can occur from unforeseen hurdles and scope changes.

During this time, PMs may need to adjust schedules and resources to ensure the project is on
track

Tip: Review the business case at the end of each phase and make adjustments to
the project plan as needed.

Phase 5: Project Closure

This phase represents the completed project. Contractors hired to work specifically on the
project are terminated at this time. Valuable team members are recognized. Some PMs even
organize small work events for people who participated in the project to thank them for their
efforts. Once a project is complete, a PM will often hold a meeting – sometimes referred to as
a “post mortem” – to evaluate what went well in a project and identify project failures. This is
especially helpful to understand lessons learned so that improvements can be made for future
projects.

Once the project is complete, PMs still have a few tasks to complete. They will need to create
a project punchlist of things that didn’t get accomplished during the project and work with
team members to complete them. Perform a final project budget and prepare a final project
report. Finally, they will need to collect all project documents and deliverables and store them
in a single place.

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