PMI Presentation

Its about eating the Elephant

Essentially breaking the project down into a sensible order, achievable communicable chunks.1Life Cycle A life cycle defines the inter-related phases of a project, programme or portfolio and provides a structure for governing the progression of the work. (APM, 2012)

All projects therefore have a defined start and progresses through a number of phases to conclusion. These phases are known as life-cyclesThe Project Manager needs to be aware of how the inputs and outputs of onelifecycle phase affect and shape the other.

There are two different lifecycles that work in conjunction with one anotherthroughout the course of every project. The project lifecycle describes thetasks that must be completed to produce a product or service. Different project lifecycles exist for specific products and services. (For example, the lifecycle followed to build a house is very different from the lifecycle followed to develop a software package.) The project management lifecycle defines how to manage a project. It will always be the same, regardless of the project lifecycle being employed.The Project Manager needs to be aware of how the inputs and outputs of onelifecycle phase affect and shape the other.

2Why do we need to know the lifecycleThe PMs focus will shift during the different phases.Concept and Definition - PM must make sure the plan reflects the wishes of the clientImplementation Keep the project on track

Basic Lifecycle

Concept (or the Business Case)The need, problem or opportunity is established for the proposed project. Plans are made that are sufficient to assess the feasibility of the proposed project, to enable a go/no-go decision to be made, often in the form of a business case. Need to decide if the project is viable and worth investing in the definition stage. Function of this stage is to week out bad projects

DefinitionPreferred solution is definedPlans and costs are refined to create a Project PlanThe Project Plan and the Business Case have to be approved before moving onto the next phase

ImplementationThe plan is put into action This phase can be split into smaller phases depending on the businessThe tasks which need to be undertaken to produce the deliverables are also defined. Typically this is the busiest phase of the basic life cycle. .HandoverThe final project deliverables are handed over. Once the deliverables have been formally accepted, the responsibility and ownership of the deliverable shifts from the project team to the sponsor and/or users. At this point, the project can be reviewed in order that lessons may be learnt from the teams experiences to improve future practice.

PMI Life CycleInitiation What to doPlanning How to do itExecution Do itClosure Hand it over

How does this differ from the APM version?

Planning instead of definition

PMBOKInitiate - the process in which it is decided that there is a need for a project and then the decision to go. Plan - the process in which the scope of the project is developed. Execute - the process in which the necessary actions are performed in order to accomplish the goals set in the planning stage. Close - the process in which the finished product or service is presented, indicating successful completion of the project. Monitor and Control is the group of processes in which the actions performed in the execute stage are supervised.

General Project Life CycleInitiation PhasePlanning Phase Execution PhaseClosing PhaseReengineering Allocate ResponsibilitiesEstablish Control Tools Audit & ReportDeploy DeliverablesCONTROLCONTROLCONTROLRisk AnalysisRisk AnalysisRisk AnalysisBy definition, all projects have a defined start point and progresses through a number of phases to conclusion. These phases of development are known as life-cycles. This four stage life cycle is generic however many organisations adopt life cycle models that can range between, say, 3 and 7. Sometimes organisations have key decision gates or controls at the end of one phase before giving permission to proceed to the next stage. This process will be typical in, say, new product development.

This diagram clarifies the types of activities and typical outputs or deliverables work to be accomplished in each phase. As you can see there are control points between the phases and risk management underpins the whole process. An outcome of the phased approach is that resources are not committed without thorough management review and discussion;

11Changes in Each Life-Cycle PhaseThe rate of expenditure of resources changes, usually increasing with succeeding phases until a rapid decrease at completion. The people, skills, organizations, and other resources involved in the project change in each life cycle phase. Major review of the entire project occurs at the end of each phase, resulting in authorization to proceed with the next phase, cancellation of the project, or repetition of a previous phase. Archibald, 1976Effort and the lifecycle

Project Life Cycles and Their EffectsWhich is which?The represents how the following aspects develop during the lifecycleClient InterestStakeholder InterestCreativityResourcesUncertainty

ConceptualizationPlanningExecutionTermination14Project Life Cycles and Their EffectsConceptualizationPlanningExecutionTerminationUncertaintyClient InterestStakeholdersCreativityResources15Client interest - The level of enthusiasm or concern expressed by the projects intended customer. Clients ca be either internal to the organization or external

Project stake The amount of corporate investment in the project . The longer the life of the project, the greater the investment

Resources - The commitment of financial, human and technical resources over the life of project

Creativity the degree of innovation required by the project, especially during certain development phases

Uncertainty the degree of risk associated with the project. Riskiness here reflects the number of unknowns, including technical challenges that the project is likely to face. Uncertainty is highest at the beginning because many changes have yet to be identified, let alone addressed.

Each of this activities has its own dynamic see the graph

Decision Gates

Many projects fail because project managers fail to transition projects between project phases.Alternative Models

Waterfall ModelSimple - strict sequencing of project work steps.Time spent on requirements and design saves time laterMany argue its a bad idea in practiceimpossible to finish a phase of a software product's lifecycle perfectly before moving to the next phases, clients may not know exactly what requirements they need before reviewing a working prototype and commenting on it.

Problems with the lifecycleThe model assumes that project environment are predictableThe scope of work is fully understood by the project teamOnce a phase is completed it would not be revisited again The project success is measured against the triple constraint of Time, Cost and Quality

Agile ManifestoWe are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:

Individuals and interactions over processes and toolsWorking software over comprehensive documentationCustomer collaboration over contract negotiationResponding to change over following a plan

That is, while there is value in the items on the right, we value the items on the left more.

Agile

The green shaded areas represent planning taking place throughout the lifecycle21What might a very high level Oil and Gas lifecycle look like?

that the installation phase leading to handover to operations and maintenance would probably be a specific project. Operations and Maintenance would then progress though the field life as business-as-usual activities. Further upgrading or tie-ins of other finds may lead to the instigation of further projects. Finally, at the end of life a decommissioning project may be instigated.

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Oil and Gasthat the installation phase leading to handover to operations and maintenance would probably be a specific project. Operations and Maintenance would then progress though the field life as business-as-usual activities. Further upgrading or tie-ins of other finds may lead to the instigation of further projects. Finally, at the end of life a decommissioning project may be instigated.

23Benefits of Project Lifecyclesensures that those involved within the project understand the process to be followedensures that the scope of the project is defined before implementationthe outputs or deliverable for each phase of the project are identifiedit allows for decision points within the project where at the end of each phase the project can be reviewedfacilitates the process of project planning as resources can be aligned to specific phases of the projectclarifies the work to be accomplished in each phase which means that resources are not committed without thorough management review and discussionmakes pricing and estimating easier if clear work definitions exist.The project lifecycle eases communication with those stakeholders, often senior manager who are less familiar with details of a project as it provides a term of reference.Unless a well-documented, clear picture of the life cycle process exists wont achieve the full benefits of project management.How a Project Starts .Identification of problem/opportunity recognition of business needClient provides a brief/terms of reference and supplier replies with a proposal/letter of intentOften the outputs (Deliverables) are specified but the means of delivery is left to the supplierTo get to the proposal the supplier needs to examine options project objectives and deliverables, investigate the costs, assumptions and constraints and present the preferred solution/resultsConversion of the outline brief into a Project Initiation Document (PID)

Project Mandate What ever it is that triggers the projectThis can be anything from a formal project brief to a verbal request

Initiation Process where all the necessary analysis is undertaken to allow the project to be plannedWhere projects are given formal approval to proceedPreparation of the Project Initiation Document (PID) or Project Charter also referred to as Project Scoping Document, Project Outline, Project Brief.

Project CharterIs the document that moves the project from the Initiation Phase to the Planning phasethe deliverable that grant the project team the right proceed to the more detailed planning phase (Kloppenberg, 2009)It forms a contract like agreement between sponsor and teamGives the Project Manager the authority to proceedDevelops a common understanding.

Business Case

Business Case Is Project worth it?Do the objectives align to the organisational goalsWhat are the benefitsFinancialCommercialReputationalIncreased opportunityWhat are the key deliverables?What are the performance indicators how will we know its successful

Whats a Business case Strategic rationaleOptions appraisalExpected benefitsCommercial aspects = costs investment appraisals, funding sourcesRisksTimescale

When developing the business case consult the stakeholders lower down the chain of command they will often have a clearer idea of the actual specific requirements and deliverables that the senior managers dont

After the green light ..Work with the sponsor and the stakeholder to develop the PID or the Charter

Its the start of the planning process.

Project Initiation Document (PID)PurposeGive the project authority to proceedDevelop common understanding with stakeholdersEnsure commitment of resourcesActs as a baselineContainsDetails of project goals and objectives and the critical success factors by which achievement of the objectives will be judged.Details of the project scope and any related areas that are considered to be out of scope.Details of identified risks and constraints and assumptions.PID ..Contractual aspectsSchedulesCostsResources RequiredProject TeamRisksAssumptionsConstraintsQuality evaluation methods