Fundamentals of project management

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PART III: THE PROJECT LIFE-CYCLE

The Project Life-Cycle

 Awareness of the need for change (situation, context) and

recognition by stakeholders that only a project can bring about the desired change

 Consideration of project options

 Collection of basic information to perform a preliminary project feasibility assessment and determine possible project costs

and outcomes (positive and negative)

 Preparation of a formal project proposal for consideration by the project sponsors

 Undertake a detailed project feasibility study if required

 Decide whether project should be pursued, put on-hold for a future time or rejected

 Make contracts with key stakeholders, issue project charter

and assign resources for the project

 Move the project into the (detailed) planning phase

Overview of Project Initiation

Key Project Initiation Deliverables & Inputs

Project (Business) Case

Project Pre-Feasibility

Project Feasibility Report

Formal Project Proposal

Project Scope & Key Deliverables Project Requirements & Specifications

Project Resources Project Stakeholders Project Risks Project Assumptions & Constraints Project Policies, Processes, Systems etc

Limitations of the Project Initiation Phase

In the project initiation phase, a typical and serious

limitation is the lack of available of “quality

informa-tion” which exists about the project – especially for

complex projects and projects of a kind which have not

been attempted before

At initiation a project’s feasibility, outcomes, scope,

requirements and specifications, cost, time and risks,

stakeholders, resource needs etc are often not known

with a high degree of precision with the result that the

project may take longer, cost more and generally be

more diffcult to do than first thought when it was

con-sidered and accepted

The Initiation Phase of a Project

(Awareness of a Need)

All projects are conceived and undertaken in ponse to some need (problem, opportunity) – internal, external, legal and other

res-The need could be commercial in nature – for example, an automobile company seeks to bring out

a new SUV as it perceives a large market of tomers who would be willing to purchase it, or a software company is asked by one of its major clients to develop an accounting software for its organization On the other hand, the need could be non-commercial – for example, a municipal office wants to introduce a modern sewage system to re-duce health hazards or the federal government wants to construct a highway linking major urban localities An NGO may initiate a project to provide basic health facilities needed by a village

cus-The Initiation Phase of a Project

(Project Outcomes)

All projects have outcomes that are realized quent to (and sometimes during) their completion Some outcomes can be easy to quantify while others may not

subse-Project outcomes may be positive and/or negative and multifaceted For example, the (envisaged) out-comes or benefits of a provincial road construction project connecting two urban localities could be that transport between these localities becomes easier, quicker and cheaper and leads to a increase in the volume of trade and investment and economic pros-perity A negative outcome could be the project’s adverse environmental impact (chopping trees, dis-rupting ecological systems) and its social conse-quences for the communities which lie on both sides

of the road

The Initiation Phase of a Project

(Project Strategic Dimension)

The projects which any organization in the cial and public-sector undertakes must have a “stra-tegic fit” – it must be consistent with the organiza-tion’s mission, goals and objectives so that it can

commer-“add value” to it

In practice, methods and models have been devised

to assess a project’s strategic fit and its ness for selection in a project portfolio Commercial organizations typically look at factors such as a pro-ject’s profitability (measured in terms of its Return

appropriate-on Investment), risk, technical complexity and other criteria In the public sector, the profit motive is not

an overriding consideration unlike other factors such

as development plans, targets and priorities against which projects are undertaken

The Initiation Phase of a Project

(Project Goal, Objectives, Cost & Time)

Every project has one goal which is the ultimate tination of all project initiation, planning, execution and other activities

des-In addition to its goal, projects can have multiple objectives For example, when an NGO undertakes a project to improve secondary education facilities for students in a district by constructing a new school building, some of the project objectives may include prioritizing local resource suppliers and recruiting and selecting teachers preferably from the commu-nity

All projects necessarily incur cost and require time (per definition) Despite the existence of several estimation methods, acurate initial assessment of a project’s cost and time need can be challenging

The Initiation Phase of a Project

(Project Scope & Key Deliverables)

The goal of a project determines its scope, i.e., the work which has been performed in order for the project to be considered complete by its owner

Scope can be a tricky issue which may cause cations if it not carefully defined In projects, any-thing not included in the scope definition is consi-dered outside the project boundary or purview In determining a project’s scope, numerous require-ments and specifications (possibly subject to change over the course of the project) may be inputs

compli-Key deliverables of a project are the final composite deliverable (e.g an airport) and its constituting sub-deliverables (e.g airport buildings, runways, parking lots, shopping area)

The Initiation Phase of a Project

(Project Requirements & Specifications)

Requirements and specifications are key elements of any project The success or failure of the project is assessed largely in terms of the extent to which it satisfies its requirements and specifications

Requirements and specifications imply that a

pro-ject’s deliverables must exhibit certain defined

capa-bilities in terms of appearance, function, mance etc For example, the owners of a planned shopping mall may require that it is designed as a three-storied glass structure, is “aesthetically

perfor-pleasing”, can accommodate up to 120 shops and 25,000 visitors daily, in addition to conforming to all city building and environmental regulations The owners can also specify the dimensions of the mall and its constituting spaces, the interior décor and quality of the building materials

The Initiation Phase of a Project

(Project Resources)

No project can be attempted unless the requisite resources have been made available by the project sponsor and client

Resource consumption ultimately results in a cial cost but even having abundant funds does not mean that the resources specifically needed for the project in question are available For example, a financially robust and rapidly expanding software company may have come up with several good ideas for advanced software programmes catering to

finan-different market segments The company’s ability to undertake the projects concurrently would be deter-mined in large measure by its ability to mobilize the needed number of programmers inhouse or through external channels In such a case even a highly lucra-tive project may not be undertaken

The Initiation Phase of a Project

(Project Stakeholders)

All projects have stakeholders It is not possible to envision any project without their direct and indirect involvement

Project Stakeholders may range from very few in number to many millions Their interest in and attitude and behaviour towards the project in question may also vary considerably

When initiating any project, it is essential that the key stakeholders are identified and their stake in the project documented

Stakeholders can be a great source of help – and also pose a formidable obstacle – for a project and any new project must keep this in mind

The Initiation Phase of a Project

(Project Risks)

Risks are a defining element of projects Complex projects in particular harbor numerous and diverse risks and if these risks turn into events, they may endanger a project

When initiating any project it is essential to take an initial analysis of the risks inherent to the project, seeking in particular to identify those risks that may have a bearing on the project in the course

under-of its life-cycle If a project similar in nature was undertaken previously, then lessons learned from risk management on that project may be used for the new project

The Initiation Phase of a Project

(Project Assumptions and Constraints)

Projects are usually undertaken in very complex internal and external environments and are subject

to a multitude of factors and influences

Assumptions may constitute the basis for the quent planning and execution of the project For example, an assumption could be that the cost of project inputs will not increase over the project life-cycle, that project requirements will not signifi-cantly change and that all key stakeholders will support the project

subse-Constraints are factors which have a limiting effect

on how the project is undertaken These include for example constraints with regard to project policies, recruitment and selection, reporting, financial

outlays, completion of activities etc

The Initiation Phase of a Project

(Project Policies, Processes, Systems etc.)

Projects are not undertaken in a vacuum but in an environment which is characterized by diverse policies, processes, systems, infrastructure and so forth Project success is conditioned in part by the maturity of these “environmental factors”

When considering a new project careful thought must, therefore, be given to whether the project can

be supported to the extent it requires through the organization’s existing assets

Project Pre-Feasibility Studies

A Pre-Feasibility Study is done with the purpose of

determining whether or not it is worthwhile to

proceed with a detailed Feasibility Study of a project

Pre-Feasibility Studies have ”exploratory” framework

character but sometimes they evolve into full-fledged

Feasibility Studies

Pre-Feasibility Reports are usually of a (comparatively)

short length and duration than Feasibility Reports

which analyze a project in great detail

Example of a Project Pre-Feasibility Study

The Small and Medium Enterprise Development Authority has 118 pre-feasibility reports relating to projects

in Pakistan which are freely loadable from its website

down-The reports span following areas:

Agriculture, carpets, ceramics, chemicals, construction, dairy, education, electronics, entertain-ment, fisheries, food, furniture, gems & jewelery, IT, leather, light engineering, livestock, marbel &

granite, minerals, paper, petroleum, pharmaceuticals, plastic, services, textiles, tourism and travel, and trading

Project Feasibility Studies

A Feasibility Study is done with the purpose of

deter-mining whether or not it a project should be

under-taken A formal study is typically performed on large,

complex projects

Feasibility Studies can be regarded as projects in their

own right and are usually undertaken by experienced

consultants

Feasibility studies can be very detailed and explicit,

spanning volumes in some cases They look at

alterna-tive solutions and come up with the best possible one

Project Feasibility Studies

A Feasibility Study examines at diverse issues, including

the project’s technical feasibility, its financial viability, its social desirability and legal acceptability On infrastruc-

ture projects a Feasibility Study may assess the project’s ecological consequences and impact on archeological

and cultural assets

The Feasibility Report can contain a lot of useful

infor-mation for the project planning phase.

Feasibility Reports may sometimes generate erroneous

results which can cause serious problems for projects

Project Feasibility Case Studies

Karnataka State Highways Improvement Project

Hotel Development in Isle of

Wight County, VA, USA

Project Preliminary Scope Statement

The Project Preliminary Scope

Statement provides an indication

of the project deliverables and

serves as a guide for developing

the detailed project scope

statement and for planning the

• Project Acceptance Criteria

Project Preliminary Scope Statement

(Case Study)

SharePoint Portal Development

Project Charter

According to the Project Management Institute, the

Project Charter is the document that “formally authori-zes

the project”

The Project Charter provides the Project Manager and

Project Team with the authority to use resources for the

purpose of undertaking the project

The Project Charter is usually short and is issued by the

Project Sponsor or a senior official outside the level of the

project organization

Some Project Charters contain brief general information

about the project; others may contain specific details

Project Charter

Information contained in – or referred to in other project

documents – the Project Charter may span the following:

– Project Background– Purpose for undertaking the project– Project Justification

– Requirements– Stakeholder expectations from the project– Assumptions and Constraints

– Project Organization – Stakeholder Roles and Responsibilities– Schedule and milestones

– Indication of budget– Supporting infrastructure

Project Charter Case Studies

California Child Support Automation System

CMS