Day 3 Project Life Cycle and Organisation

Project Life Cycle:

Day 3 Part 1 Video:

 

• Not same as PMBOK's Process Groups.
• May  be specific to organizations, industries, type of projects.

Define:

•  What work is to be done
• What, when, which deliverables
• Who is involved
• How is to be Controlled and approved

Common Characteristics:

• Generally sequential
• Involve same form of technical transfer and / or signals from one phase to another
• Resources (people and money) low at start, peak at intemediate, and drops off near closing

Resource Levels:

Project Life Cycle:

• Risk of failing to achieve objectives is highest at start
• Certainty of completion gets better as project progresses
• Cost of changes and error correction generally increase as project continues
• Stakeholder's influence is highest at start

Stake Holder's Influence, Risk & Uncertainty:

Question: Stakeholders can be identified in which project management process groups?

A) Initiating, Planning, executing, monitoring and controlling and closing.

B) Initiating and Planning.

C) Planning and monitoring and controlling.

D) Monitoring and controlling and closing.

Product Life Cycle:

Consists of 

• Generally sequential
• Non-Overlapping product phases
• One product may have many projects. May make sense to manage them together.
• Example: development a new car, release for IPad.

Project Life Cycle & Product Life Cycle.

A Project life cycle may be a subset of a product life cycle

Phase to Phase relationship

Sequential Relationship

• A Phase can only start once the previous phase is complete

Overlapping Relationship

• Phase starts before completion of the previous one
• May result in increase risk of rework

Iterative Relationship

• Only one phase is being planned at any given time and the planning for the next is carried out as work progresses on the current phase and deliverables.

 Project phases

• Completion and approval of a deliverable
• Deliverable

• A measurable, verifiable, work product

• Eg: A report, a design, a prototype

Sub Phase: for reason of size, complexity, risk level and cash flow constraints

• Phase can overlap
• A Phase can be closed without subsequent phases initiated

• Phase end reviews also called Phase exit or Phase gates, Kill points.

 Quesiton:

The Project life cycle differs from the product life cycle in that the project life cycle:

A) Does not incorporate a methodology.

B)Is different for each industry.

C) Can spawn many projects

D) Describes project management activities.

Project StakeHolders

• Individuals or organizations that positively or negatively impact or are impacted by

project execution or completion.

• May influence project objectives and outcomes

• project management team must identify them, determine their requirements and

expectations, and manage their influence in relation to the requirements.

Relation of Project Stakeholders to Project:

 

 Project stakeholders

• Have varying levels of responsibilities, authority and involvement in project,
• which may change over time.
• May have conflicting objectives
• Positive stakeholders benefit from successful project outcomes
• Negative stakeholder (Oftern overlooked) see negative outcomes from project success

  

Key Stakeholders:

• Project Manager
• Person responsible for managing the project.

Customer

• Person or organization that will use the projects product

• Project management team

• Member of the project team who are directly involved in project managerment activies

• Project Team Members

• Member of the project team who are involved in project activies.

• Project management office (PMO)

• Can have direct or indirect responsibility for the outcome of the project
• Performing Organization
• The enterprise whose employees are most directly involved in doing the work of the project
• sponsor
• The person or group that provides the financial resources, in cash or in kind for the 
• Project . Helps resolve issues beyond the PM
• Influencers
• People or group that are not directly related to the acquisition or use of the product,
• but due to an individuals position in the customer organization or performing organization, can influence
• Others - Owners, investor, vendors, government agencies, family members etc.

Portfolio managers/ Portfolio review board 

Responsible for high level governance of a collection of projects or programs. 

Portfolio reveiw board act as a project selection.

Program Manager

Responsible for managing related projects in a coordinated way to obtain benefits and 

control not available from managing them individually.

Functional Manager

Key Individuals who played management role within an administrative role or functional
area of the business such as human resources, finance or logistics. They are assigned their
on permanent staff to carry out the daily ongoing work.

 Question:

The Sponsor's role on a project is BEST described as:

A) Helping to plan activities.
B) Helping to Prevent unnecessary changes to project objectives.
C) Identifying unnecessary project constraints.
D) Helping to put the project management plan together.



End of Project Management FrameWork - Life Cycle.

Any Questions???

Organization:

Day 3 Part 2 Video:

Organizational Influences

Project based organizations

• Derive revenue primarily by performing projects for others

• Those that have adopted management by projects

• Org Cultures and styles have direct influence on a project and are reflected in:

• Shared values, norms, beliefs & expectations
• Policies and procedures
• view of authority reslationships
• work ethic and work hours

Expeditor Vs Co ordintor

Project Expeditor

• Acts as a staff assistant and communications liaison
• Cannot make or enforce decisions
• PM role in a Functional Organization

Project Co ordinator

• Similar to Project expeditor, but has some power to make decisions, some authority

and reports and reports to a high level manager

• PM Role in a Weak Matrix Organization

Functional Organization

 

Functional Organization:

• Functional Manager has most power
• Project Manager will not have any power
• Project Manager will be just a expeditor
• Much time is needed for information to be propagated up to functional manager and 

time needed for coordination between functional mangers

PMP Exam Question:

A Project Manager is assisgned to complete a iTube project Once completed, this will be
the largest bandwidth undersea cable connecting the world. How ever, she is unable to
get enough resources. Many resources are busy completing process-related work and
she has hardly any authority to allocate these resource to her project. What form of organization
is she likely be working in??

A) Expediter
B)Functional
C)Matix
D) Super Matrix

Projectized Organization:

• Projectized Organization
• Project Manager has most power
• Easier for Project Manager to obtain resources

PMP Exam Quesiton.

Question:
In a Projectized organisation the project team:

A) Reports to the functional Manager
B) Has no loyalty to Project
C) Will disband at the end of the project and return to their "Home"
D) Reports to Many Bosses.

Weak Matrix Organization:

Weak Matrix Organization

• Project Manager does not have much power
• Project Manager just a project coordinator
• Functional Manager still hold most of the power

PMP Exam Question:

The Company PMO has come out with new titles for people working in the project. 
The titles are project managers, program managers, project sponsors project coordinators,project expeditors, project managers. Portfolio managers, and aligned
them to the roles as per PMI- defined in the PMBOK guide. How is a project expeditor 
different from a project coordinator?

A) The project expediter reports to a senior level manager.
B) The project expediter cannot make any decisions.
C) The project expediter is given some authority.
D) The project expediter can make significant decisions.


Balanced Matrix Organization:

• Balanced Matrix Organization
• Power is shared between the Project Manager and the Functional manager

 
 PMP Exam Question:

A project manager has very little project experience, but he has been assigned as the project manager of a new project. The project is to streamline the import and export of barbecue sauce from Asia into Europe. Since she will is working in a matrix type of organization to complete the project, she should expect communication to be:
A.open & accurate
B.simple
C.complex

D.done using email only since many project team members are in other countries.


Strong Matrix Organization:

• Project Manager has more power but still lower than Projectized Organization
• Presence of a PMO
• Project Manager need to compete with Functional Manager for resources

• Composite Organization:

• Structure Overview

• End of Project Management Framework –Organization Types
• Questions?