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 What is a project Life Cycle?
A project life cycle is a set of activities required to achieve a project goal or
objective.

Projects differ in size and difficulty, but all projects, whether large or small,
follow a life cycle.
Typical Project life cycle?
 The Phases of a Project

1. Initiation Phase
2. Planning Phase
3. Execution Phase
4. Monitoring and Controlling
5. Closing phase
 1. Initiation Phase

This phase signals the start of the project, and this is where the goals or needs
of the project are identified.

It can either be a business problem or an opportunity.

Applicable responses need to be documented in the business case along with

recommended workable solutions.
Key management steps during project initiation

• Design a business case

• Make a Project Charter
• Identify the high-level scope and deliverables:
• Conduct a feasibility study
• Ballpark the high-level cost and create a business case
• Identify stakeholders
• What are deliverables?
 What are deliverables?

Deliverables are the tangible or intangible outputs or outcomes that are produced by a
project. These can be products, services, documents, reports, or any other type of result
that is required by the project. Deliverables are typically defined in the project plan and are
used to measure the success of the project.

Deliverables can be broken down into two main categories:

Interim deliverables: These are deliverables that are produced during the project lifecycle
and are used to measure progress. For example, a design document, a prototype, or a
progress report may be considered interim deliverables.

Final deliverables: These are the deliverables that are produced at the end of the project
and are the primary focus of the project. For example, a new product, a completed building,
or a new software application may be considered final deliverables.
 What are deliverables?

Deliverables should be defined as specifically and as clearly as possible in the project plan,
so that everyone involved in the project understands what is required.

They should be measurable and achievable, with a clear set of acceptance criteria that are
used to determine whether the deliverable has been successfully completed.

It's important to remember that deliverables are not just the outputs of the project, but
they also represent the benefits and value that the project is intended to deliver to the
stakeholders. As such, they are a key measure of the success of the project and should be
carefully managed throughout the project lifecycle.
 1.1 Business case ?

A business case is generally a document that includes:

• A detailed description of the opportunity or problem, including the business

goals, problem/opportunity descriptions, prerequisites, limitations etc.
• A list of the different solutions available
• An analysis of how the new project will benefit the business, how much it will
cost, risks and issues associated with the project
• A description of the preferred solution
• Main project requirements
• A summarized plan for implementation that includes a schedule and financial
analysis
 1.2 Project Charter ?

Another important document that needs to be created at the beginning is the

project charter. It provides a preliminary portrayal of roles and responsibilities,
outlines project goals, identifies key stakeholders and defines project manager
competence. This serves as a measure of future permissions for the project.

Purpose of the project charter

• To get an overview of the project, the reasons for its implementation, and its
legitimacy
• To establish a general scope early in the project
• To determine the project manager and one should include a note about who will
review and approve the project order
 Project Charter extra reading

Visit the following links :

a) https://www.lucidchart.com/blog/how-to-make-a-project-charter How to Write a

Winning Project Charter
b) https://www.greycampus.com/opencampus/project-management-professional/project-
charter project charter
 2. Planning Phase

During this phase, the project solution is developed in as much detail as possible and
the plans necessary to achieve the project‘s goals.

This is the core of the project life cycle and tells everyone involved where they are
going and how they are going to get there.
Processes of Project Planning

The purpose of the project planning phase is to:

• Establish requirements of the business
• Establish cost, schedule, list of deliverables and delivery dates
• Establish plans for resources
• Acquire management approval and advance to the next phase
 Processes of Project Planning

• Planning scope - Identify the in-scope requirements for the project to

enable the creation of the work breakdown structure
• Work breakdown structure preparation - Use the output of the
breakdown of the project to come up with project tasks and sub-tasks
• Development of project schedule - List the entire schedule of activities
and detail the allocation of their order of execution
• Resource planning - Indicate the individuals who will be doing the work
and at which time. List any exceptional skills that are required to
accomplish the project tasks
• Budget planning - Estimate the amount of money needed to complete
the project
 Processes of Project Planning

• Procurement planning - At this stage, one concentrates on vendors

outside your company and outsources some of the resources needed for
the project
• Risk management - Plan for potential drawbacks and consider multiple
optional contingency plans and mitigation strategies to make sure you
minimise the likelihood of something undesirable slowing down or
stopping the project
• Quality planning - Evaluate the quality standards to be used for the
project
• Communication planning - Set up a communication system with all
project stakeholders
 3. Execution Phase
The project plan is executed, and the work is performed.

It is important to maintain control during implementation and

communicate as needed.

Progress is continuously monitored and applicable changes are being

made and recorded as variances from the original plan.

Project sponsors and other key stakeholders should be kept up to date on

the project’s standing according to the agreed-on regularity and format
of communication.
 3. Execution Phase key activities
1. Task management
The project manager oversees the tasks that need to be completed and assigns
them to the appropriate team members. The team members then carry out the
tasks according to the project plan.

2. Resource management
The project manager ensures that the team members have the resources they
need to complete their tasks. This may include tools, equipment, materials, and
personnel.

3. Time management
The project manager monitors the project schedule to ensure that the project is
on track and that the team members are completing their tasks on time.
 3. Execution Phase key activities
4. Communication
Communication is critical during the execution phase. The project manager needs
to ensure that all team members are aware of their roles and responsibilities, and
that they are aware of any changes to the project plan or timeline.

5. Quality control
The project manager ensures that the project deliverables meet the required
standards and quality levels. This may involve performing quality checks or
reviews, and making any necessary adjustments to the work.
4. Monitoring and controlling
Throughout the project, the project manager monitors the
project's progress and makes adjustments as needed.

This involves
• tracking the project's performance,
• measuring progress against the project plan,
• and identifying and mitigating any potential risks.

The project manager must ensure that the project stays on track
and that any issues or risks are addressed promptly. This phase is
critical because it ensures that the project stays on course and that
it is completed on time and within budget.
5. Closing phase
Also known as the completion phase.

The goals for this phase are :

• releasing the final deliverables to the customer
• handing over project documentation to the business
• terminating supplier contracts
• releasing project resources
• communicating the closing of the project to all stakeholders.
• taking note of lessons learned
Project life cycle challenges
1. Unclear objectives
One of the biggest risks in any project is unclear objectives. If the project objectives
are not well defined, it can be difficult to determine what work needs to be done,
how long it will take, or what resources are needed. This can lead to scope creep,
missed deadlines, and budget overruns.

1. Inadequate planning
Another risk is inadequate planning. If the project plan is not well thought out or
does not take into account all of the necessary details, it can lead to delays, quality
issues, and other problems. This is why the planning phase is so critical.

1. Lack of communication
Communication is essential throughout the project management life cycle. If
stakeholders, team members, or other key players are not kept informed, it can lead
to misunderstandings, missed deadlines, and other issues.
Project life cycle challenges
4. Resource constraints
Resource constraints can also be a challenge. If the project team does not have
access to the necessary resources, such as equipment, personnel, or funding, it can
make it difficult to complete the project on time or within budget.

4. Unexpected risks
Finally, unexpected risks can arise during the project management life cycle. These
might include external factors such as natural disasters, supply chain disruptions, or
changes in regulations, as well as internal risks such as team member turnover,
unexpected project scope changes, or technology failures. It's important to have
contingency plans in place to address these risks if they do occur.

Overall, managing these challenges and risks requires careful planning, clear
communication, and ongoing monitoring and control throughout the project
management life cycle.
 Software Development Lifecycles

A Software Development Lifecycle (SDLC)

provides a framework that defines tasks
performed at each step in the software
development process.

See BC Connect for details.

 SDLC Stages
1. Planning: This stage involves defining the project scope, objectives, and deliverables. It also
includes identifying the project team and establishing a project timeline and budget.
2. Requirement Gathering and Analysis: This stage involves gathering and analyzing user
requirements to understand what the software should do.
3. Design: This stage involves creating a detailed plan for the software, including the architecture, user
interface, and database design.
4. Development: This stage involves writing the code for the software. This may involve unit testing,
code reviews, and other quality assurance measures.
5. Testing: This stage involves testing the software to ensure that it meets the requirements and is
free of defects. This may involve black-box testing, white-box testing, and integration testing.
6. Deployment: This stage involves releasing the software to production. This may involve installing
the software on production servers, training users, and monitoring the software for performance
and stability.
7. Maintenance: Maintenance involves fixing bugs, adding new features, and adapting the software to
changing requirements.
 The Waterfall Model
The Waterfall model is a sequential approach to software development that progresses through a
fixed set of phases, where each phase is completed before the next one begins. It is often
referred to as a "linear" or "sequential" model due to its rigid structure.

See BC Connect for details.

Case Study:Project phases on a large Multinational Project
Maghilda Construction Company won a contract to design, construct and
commission the first copper mine in the North-West Province of South Africa.
There was no existing infrastructure for either the mining industry or large
construction projects in this part of Northern South Africa.
During the initiation phase of the project, the manager on the project, i.e. the
project manager, dedicated time, and resources on defining and finding a
project leadership team with the knowledge base, skillset and practical
experience to manage and oversee a large complex project in a remote area.
The project team deliberated and set up three offices to operate from:
• One was in Rustenburg, where a large mining construction project
infrastructure existed
• The second location was in Johannesburg to establish relationships and
economic expertise
• The third location was in Mafikeng, the largest town closest to the site of the
mine
With all three offices operational, the project launch team began developing
procedures for the project, getting the permissions required from the governing and
regulating bodies, and building relationships with South African and international
partners.
During the planning phase:
• The project team responsible for the project created an integrated project plan
that coordinated the activities of the design, procurement and construction teams
• The project control team also developed a detailed budget that enabled the
project team to track project expenditures and tally them against the expected
expenses
• The project design team built on the conceptual design and developed detailed
drawings for use by the procurement team
• The procurement team used the drawings to begin ordering equipment and
materials for the construction team, develop labour projections, refine the
construction schedule and set up the construction site
Although planning is an ongoing process on a project, the planning phase focused on
developing sufficient details to allow various stakeholders of the project team to
coordinate their work and allow the project management team to make project
decisions
The implementation phase represents the work done to meet the requirements
of the scope of work and fulfill the project goals and objectives. During the
implementation phase, the project team accomplished the work defined in the
plan and adjusted when the project factors changed. Equipment and materials
were delivered to the work site, labour was hired and trained, a construction site
was built and established, and all the construction activities, ranging from
breaking ground to sign-off, were accomplished.

The closeout phase included turning over the newly constructed plant to the
operations team of the client for commissioning the handover. A punch list of a
few remaining construction items was developed and those items completed,
closed and signed off. The office in Mafikeng was closed, the office in
Johannesburg archived and stored all the Mafikeng project documents, and the
Rustenburg office was already working on the next project. The accounting books
were reconciled and closed, final reports were written and distributed, and the
project manager and team started on a new project.
Read through the case study and answer these questions:

1. Which stakeholders were involved in the project?

2. What risks could have been encountered in the project?
3. What challenges could have been encountered through the project?