CC 603 PROJECT MANAGEMENT

PROJECT LIFE CYCLE

NAME :

MUHAMMAD NURHUSSEINI BIN ABDUL RAHMAN

16 DKA 11F2 054

AHMAD SYAHIRAN BIN MOHAMAD

16 DKA 11F2 062

CLASS

: DKA 5B

LECTURE`S NAME

: ENCIK DR KHALID GAZI BIN HAJI ALI

SESI

: DISEMBER 2013

CC 603 PROJECT MANAGEMENT

PROJECT LIFE CYCLE

NAME :

MUHAMMAD NURHUSSEINI BIN ABDUL RAHMAN

16 DKA 11F2 054

AHMAD SYAHIRAN BIN MOHAMAD

16 DKA 11F2 062

CLASS

: DKA 5B

LECTURE`S NAME

: ENCIK DR KHALID GAZI BIN HAJI ALI

SESI

: DISEMBER 2013

QUESTION : Explain the phases of project life cycle

c.

Implementation activities and basic processes

Execution of project plan

1. A Project Execution Plan is much more than a chart showing timescales.

2. Include the projects products, timescales, costs, quality and benefits. It will do this by
showing the major products, activities and resources required for the project.

3. It is a document describing how, when and by whom a specific target or set of targets
is to be achieved.

4. Execution cannot begin until there is a plan. Executing is the act of doing what it says
to do in the plan. It is completed when all the work is completed.

5. The project plan is a roadmap to how the project will progress through all project
phases :

Guide the execution of the project.

Document the assumptions, constraints, and alternatives.

Provide a tool to communicate with stakeholders.

Set scope, cost and schedule baselines for progress measurement and
control.

6. To complete an estimate, schedule and project control must have :

Scope of work

Risk management plan

Contract plan

Time management plan

Cost management plan

Change management plan.

7. Difference between plan and project plan.

Plan

Project Plan

A predetermined course of action over a

A formal, approved document used to

specified period of time which represents

guide both project execution and project

a projected response to an anticipated

control.

environment in order to accomplish a

specific set of adaptive objectives.

Handle changes

1. A formally defined change management system should be documented and

communicated to the project team.

2. Project Management Institute (PMI), Project Management Body of Knowledge

(PMBOK) defines a change management system as a collection of formal document

procedures that define how project deliverables and documentation will be controlled,
changed, and approved.

3. Change projects should be managed as projects with thorough planning and strict
co-ordination, but bearing in mind that organisational change always deals with
changing the way people behave and thus unavoidably also with organisational
learning.

4. Organisational and operational change projects call for a combination of knowledge

and skills derived from both project management and change management.

5. The project management body of knowledge form a sufficient presentation of skills

required from a qualified change project manager.

6. Change projects should be managed as projects with thorough planning and strict
co-ordination, but bearing in mind that organisational change always deals with
changing the way people behave and thus unavoidably also with organisational
learning.

7. The project management body of knowledge form a sufficient presentation of skills

required from a qualified change project manager.
8. Timing the change management approach for the project is outlined in the planning
phase, but change management is an ongoing activity that takes place troughtout the
entire project life cycle.

9. Each change is unique and the proper evaluation is a vital management practice.
The way that change request is depend on their importance and urgency with the
objective :

Understanding the impact of the changes on all affected parties.

Ensuring that all eventualities are considered.

Ensuring that due diligence has been exercised in the evaluation of the
change request.

Ensuring that all affected parties have been consulted.

Evaluating the impact of the change being considered and weight the cost
against the benefits of the original change request.

Project Control

1. Can be defined as management action, either pre planned to achieve the desired
result or taken as a corrective measure prompted by the monitoring process.

2. Project controls is mainly concerned with the metrics of the project, such as
quantities, time, cost, and other resources; however, also project revenues and cash
flow can be part of the project metrics under control.

3. Effective Project Controls process can be applied in a collaboration of its various subdisciplines.

4. Project control is that element of a project that keeps it on-track, on-time and within
budget.

5. Project controlling should be established as an independent function in project

management. It implements verification and controlling function during the
processing of a project in order to reinforce the defined performance and formal
goals. The tasks of project controlling are also :

The creation of infrastructure for the supply of the right information and its update

The establishment of a way to communicate disparities of project parameters

The development of project information technology based on an intranet or the

determination of a project key performance index system (KPI)

Divergence analyses and generation of proposals for potential project regulations

The establishment of methods to accomplish an appropriate project structure, project

workflow organization, project control and governance

Creation of transparency among the project parameters

6. Project control begins early in the project with planning and ends late in the project
with post-implementation review, having a thorough involvement of each step in the
process. Each project should be assessed for the appropriate level of control
needed: too much control is too time consuming, too little control is very risky.

7. If project control is not implemented correctly, the cost to the business should be
clarified in terms of errors, fixes, and additional audit fees.

d.

Close-up activities and benefits of efficient project closure

1. During the Close-out Phase, all project activities are completed and all deliverables
are finalized. The project sponsor reviews the project and all testing is completed.
Final reviews and documentation are completed and the customer accepts the final
project deliverable.

2. The activities of this phase also ensure that best practices are captured and can be
shared, and that continuous improvement on both team and personal levels is
practiced.

3. Project Manager Role :

The project manager is responsible for archiving project documentation, obtaining

deliverable sign-off, assessing customer satisfaction, capturing lessons learned,
debriefing team members, and completing performance evaluations.

4. Closing ensures that an organization learns from its experience. An organization

cannot get better at project management if it does not learn. Organizations learn by
documenting what was learned what went right and what went wrong and making
these documents available for reference on future projects.

5. The closeout phase represents the final stage of a project. Project staff is transferred
off the project, project documents are archived, and the final few items or punch list is
completed. The project client takes control of the product of the project, and the
project office is closed down.

6. The amount of resources and the skills needed to implement each phase of the
project depends on the project profile. Typically, a project with a higher-complexity
profile requires more skills and resources during the initiation phase.

7. Projects with a profile that indicates problems with alignment among key
stakeholders or political and legal issues will require specialized resources to develop
plans that address these issues early in the project.

8. A project with a lower complexity level will invest more resources in the execution
phase to complete the project as effectively and efficiently as possible.
9. Project closure involves the following steps :

Writing a project closure report. This report includes information such as the project
sign off, releasing of the staff, cost management and schedule management
strategies, lessons learned through the project, and what the results of the project
were.

Redistributing resources that were assigned to the project

Filing any administrative paperwork regarding the project's completion.

Preparing any stepping stones for the next project.

10. Benefits of Complete Project Closure

i.

There are many benefits that are derived from closing the project properly. It
improves the morale and confidence of the project team. The team members feel
a sense of achievement. Therefore, performance on future projects can improve.

ii.

Customer satisfaction is also increased. The company receives experience in

controlling project costs. Staff members can learn from the project's lessons and
they will be able to continually improve the company's processes.

Activity Checklist for Terminating a Project

1. Project closure must be recognized and documented. For the best possible project
closure, the project team must perform the following activities :

Closeout begins on the first day of the planning phase

Review outstanding work packages or activities

Confirm that resources are still available to perform any remaining work;

Review change control log to identify any outstanding change requests;

Check with sales and marketing to identify any outstanding items with the customers;
and prepare all project documentation for a post-project review.

2. There are also certain activities which the (overall) company must perform. They
are :

Identify and release available resources

Notify the transition team of the upcoming turnover

Prepare any necessary performance evaluations

Notify the accounting section and conduct internal review processes.

3. Even the customers must perform certain activities as well. They need to prepare all
their documentation showing that they have accepted the product or service created
by the project. They must ensure that all their assets are returned. Also, the customer
should provide the company (or project team) with their original signatures.

4. When completed, project closure verifies that all the other phases and defined
processes are completed and the project is no longer active.

RUJUKAN

1. Jawahar, I.M. and Gary L. McLaughlin (2001), Towards a Descriptive Stakeholder

Theory: An Organizational Life Cycle Approach, Academy of Management Review,
26 (3), 397-414.

2. Shenhar, Aaron J and Dvir, Dov. (2007). Reinventing Project Management. Harvard
Business School Press, Boston.

3. A Guide to the Project Management Body of Knowledge (PMBOK Guide), (2004)

Project Management Institute, Newtown Square, PA.

4. http://www.scribd.com/doc/48678006/PROJECT-LIFE-CYCLE

5. http://ebiz.uoregon.edu/poms2008/FullPapers/008-0269.pdf

6. http://www.sle-berlin.de/files/sletraining/PCM_Train_Handbook_EN-March2002.pd

7. http://suite101.com/a/project-closure-a129630

8. Project Management Life Cycle - Project Management [Video file]. Retrieved from
http://www.youtube.com/watch?v=817QqvrZX4U