INTRODUCTION

In this Unit, we explain the phases of a project as well as the steps in the Project Management
process.

LEARNING OUTCOMES
By the end of this Unit, students should be able to:
1. Identify the Phases of a Project and the steps in the Project Management process.

PHASES OF A PROJECT AND PROJECT MANAGEMENT

Projects typically have identifiable phases and each phase has a unique set of challenges for the
project manager. There are four basic project phases that can be identified.

1. Initiation Phase

Under this project phase, the opportunity or problem is identified. An appropriate response to
the opportunity or problem is then determined and described (this is actually where the project
begins). Under this phase, major deliverables (outputs) and the participating work groups are
identified. It is under the initiation phase that the project team begins to take shape. Two main
questions are asked under this phase; can we do the project? (Issues of feasibility) and, should
we do the project? (Justification).

2. Planning Phase

Planning Phase is where the project solution is further developed in as much detail as possible.
Interim deliverables (outputs) are identified, along with the strategy for producing them.
Formulating this strategy begins with the definition of the required elements of work (tasks) and
the optimum sequence for executing them (the schedule). Estimates are made regarding the amount
of time and materials needed to perform the work and when the work is to be done. At this stage,
standards or quality of deliverables are discussed and established. The question of feasibility and
justification surfaces again, as formal approval to proceed with the project is ordinarily sought
before continuing.
 3. Execution Phase,

Under this project phase, the prescribed work (tasks) is performed under the supervision of the
project manager. Progress has to be continuously monitored (against the plan) and appropriate
adjustments are made and recorded as variances from the original plan. In most cases, approval
has to be sought before making any adjustments to the original implementation plan. Throughout
this phase, the project team has to remain focused on meeting the objectives developed and agreed
upon at the outset of the project. All this has to be done bearing in mind the need to adhere to the
schedule (Project time management), quality and budget.

4. Final phase, or the Close-Out Phase,

Under this phase, the concern is making sure that the project has satisfied or will satisfy the
original need(s) that were identified during the initiation phase. Ideally, the project culminates
with a smooth transition from deliverable creation (the project) to deliverable utilization (the post-
project life cycle). The customer accepts and uses the deliverables (if the project was performed
under contract). Throughout this phase, members of the project team are gradually re-deployed
and the project finally comes to an end.

However, although the project team and the project manager typically stop participating at this
point, they can benefit greatly from understanding and appreciating what goes on AFTER the
project.

THE PROJECT MANAGEMENT PROCESS: STEP BY STEP

The project management process provides details in the areas of mobilisation of materials,
project definition, risk management, and stakeholder management.

Step 1. Identify and Frame the Problem or Opportunity. In this phase, the fundamental need,
problem or opportunity is identified. The need, problem or opportunity is then quantified with
respect to factors such as its size, shape, and extent. This leads to the creation of a “Requirements
Document”, which articulates the need, problem or opportunity in much more detail.
The real need, problem or opportunity must be completely understood before attempting to define
the best solution. If this step is not handled properly, there is a very high likelihood the project is
going to fail. The project is likely to fail if the requirements are not fully defined, and impulse—
rather than a rational process—is used to determine the project solution.

Step 2. Identify and define the BEST Project Solution.

Here, the project manager has to decide the composition and skills level of the project team. The
project team should assist in identifying and defining the best project solution and all subsequent
process steps. This step begins by identifying all reasonable alternatives. Techniques such as
brainstorming or similar creativity techniques may help the team to identify alternative
solutions. The project team then singles out the “best” solution. The solution becomes the actual
project.

The project team then prepares Project Definition Documents. Project definition documents
consist of a comprehensive description of the preferred implementation plan, criteria for
project completion, and the definition of project success. In many organizations, this step
concludes with a formal proposal to management and formal approval or authorization to
proceed is granted. If the project is not approved, the process has to end at this stage.

Step 3. Identify task and Resource Requirements.

Once the project solution is identified, and the project has been approved, the next step is to
identify the task and the resource requirements. This is also referred to as project scope
management. Here, the project team has to identify all the work that needs to be done (the tasks).
Preliminary resource commitments should be secured for all the identified work.

Step 4. Prepare the Control Schedule and Resource Allocation Plan.

Creating the project schedule consists of several steps.

First, a network or logic diagram is prepared to display the optimum sequencing of the tasks
(Network diagram shows the total duration for the project and the expected completion date). Next,
the length of time required to complete each task (its duration) is estimated. Once the preferred
sequence of tasks, the estimated task durations, and an assumed project start date are done, the
team can place tasks in “real time”. The final part of this step consists of creating a logic-based,
time-scaled bar chart (Gant Chart) that will be used during the project execution to track
progress.

Step 5. Estimate Project costs and prepare a Project Budget.

Here, the project manager coordinates the preparation of a cost estimate for the project. A variety
of methods may be used to estimate cost, depending upon the level of detail that is needed. The
budget is used to monitor and control cost expenditures during project implementation.

Step 6. Analyse risk and Establish Stakeholder Relationships.

Once the project team has identified the work, prepared the schedule, and estimated the costs, the
three fundamental components of the planning process are complete. There is need to identify and
try to deal with anything that might pose a threat to the successful completion of the project.
This is called risk management. In risk management, “high-threat” potential problems are
identified. Action is taken on each high threat potential problem, either to reduce the probability
that the problem will occur or to reduce the impact on the project if it does occur. Risk analysis
should be a continuous process: the project team should be ever vigilant for threats to the project
success. In addition, the project team has to identify all the project stakeholders and establish or
solidify relationships that will be maintained throughout the life of the project.

Step 7. Maintain control and communicate as needed during execution.

During project execution, the project team carries out the identified tasks and progress information
is reported through regular team meetings. The team uses this information to maintain control over
the direction of the project and takes corrective or preventive action as needed. The first course
of action should always be to bring the project back “on course,” to return to the original plan. If
that can-not happen, the team should record variations from the original plan and record and
publish modifications to the plan.
Key stakeholders should be kept informed of project status according to an agreed-upon frequency
and format. The plan should be updated and published on a regular basis. Status reports should
always emphasize the anticipated end point in terms of cost, schedule, and quality of deliverables.

Step 8. Manage to an orderly close-out.

This step is often characterized by the development of a punch list. A punch list is a relatively
small list of tasks that the project team needs to complete in order to close out the project. Finally,
the team should conduct formal lessons learned sessions, to examine what went well and what
didn’t. This process helps in knowledge generation and experience which can be transferred
back to the project organization so as to help future project teams.

What Happens “After the Project” Is More Important than the Project

As mentioned above, the deliverables that your project produces will be accepted and used by a
customer, client, or user. Accordingly, your knowledge of how, why, when, and where your
project’s deliverables will be used should form the basis for making decisions throughout the entire
life of the project. This is called managing the project with a full life cycle perspective. This
perspective recognizes the fact that many of the decisions you make during the project will have
far-reaching and profound effects on the efficiency, productivity, utilization, and profitability of
the project deliverables after the project has been completed.