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The Project Management Life Cycle

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Sabawoon Gahiz

Every project, regardless of scope or complexity, goes through a series of stages from conception to completion. These phases of a project life cycle are synonymous to life cycle of living beings. There is no universal consensus on the number of phases in a project cycle. an understanding of the life cycle is important to successful completion of the project as it facilitates typical project consists of four phases: conceptualization (initiation), planning, execution and termination (closure). each phase is marked by one or more deliverables such as concept note, feasibility report, implementation plan, HRD plan, resource allocation plan, evaluation report etc.

David Biggins

Project management is increasingly important to organisations because projects are the method by which organisations respond to their environment. A key element within project management is the standards and methods that are used to control and conduct projects, collectively known as project management methods (PMMs) and exemplified by PRINCE2, the Project Management Institute’s and the Association for Project Management’s Bodies of Knowledge (PMBOK and APMBOK). The purpose of this paper is to apply the life cycle approach to PMMs, stimulate debate on the accuracy and merits of the life cycle approach and to facilitate the development of the life cycle in the future. Currently no life cycle process exists for PMMs. Developed from desk-based research and empirical evidence, a life cycle has been proposed consisting of five stages: Select, Embed, Tailor, Operate and Develop. The stages are explained and a call made for further research to develop and validate the life cycle model.

Nicholas Ahadjie

Project Management Journal

Didier Gourc , Germain Lacoste

PM World Journal

Dr Paul D Giammalvo

This paper goes on the record and challenges the definitions of “life cycle” and “life span” terminology Kik Piney and Dr. Ken Smith used in their respective articles AND to clarify the confusion between the names of the Asset Life Span PHASES and the PROCESS GROUPINGS, which unfortunately, share similar names and are frequently confused. Ref Piney, C. (2023). On the Subject of Project Life Cycle Terminology, Letter to the Editor, PMWorld Journal, Vol. XII, Issue VII, July https://pmworldjournal.com/article/on-project-life-cycleterminology Ref: Smith, K. F. (2023). Project Life Cycle * Sophie’s Choice: What’s in a Word? Commentary, PM World Journal, Vol. XII, Issue VI, June. Available online at https://pmworldlibrary.net/wpcontent/uploads/2023/06/pmwj130-Jun2023-Smith-project-life-cycle-sophies-choice-2.pdf

Catalina Soare

ATLANTIC INTERNATIONAL UNIVERSITY

Usman Aleshinloye

Project management principles are the tools and techniques required to the successfully deliver a product or service, the diligent integration of these principles' aids in the attainment of an organization's goals and objectives; these objectives could include an expansion project, a fresh endeavor, or to deliver a product or service. An objective is defined as an outcome toward which work is to be directed, a strategic position to be attained a purpose to be achieved; as a result, to be obtained, a result to be produced, or a service to be performed. (Project Management Institute, 2017). The vast range of project types that exist makes it almost impossible to define one set of processes that applies to all; however, every Project goes through five fundamental stages: • Initiating the Project • Planning for execution • Executing the Project • Monitoring and controlling the Project and • Closing the Project. These five steps form the life cycle of any project, the performance of managers in the integration of these steps tends to determine the success or failure of the Project. Projects vary considerably across different disciplines, industries, organizations, and locations… for most projects, these phases are essentially sequential, with the completion of an earlier phase being input to the start of a latter phase. (Adeola, 2019) This paper seeks to present the necessary processes and procedures, tools, and techniques that form the required mix for the proper integration of all the necessary elements of a project lifecycle. Under the Initiating stage, the paper looks at the process of authorizing the Project, at the Planning stage, it develops tools and techniques on how the works will be executed and managed. The Execution stage describes how the works are to be executed relative to all pre-developed baselines while the Monitoring and Controlling phase ensures strict adherence to all agreed plans and where changes are necessary, these are documented and accepted or rejected. In the closing phase, the paper describes the fundamental process for closing out a project, where project knowledge and lessons learned collected in the course of the Project are properly documented and stored away for future use. This paper covers the integration of the earlier mentioned five steps; it also seeks to explain how these processes are related from the point of view of their sequential arrangement and how they can effectively deliver a project on time, within budget, and within expected deliverables. The five steps provide inputs into each other, the initiating provides inputs to the planning, the planning provides input into the executing, and the executing delivers the product or service for closing while monitoring and controlling runs throughout the lifecycle of the Project, providing inputs as required.

Jana Kostalova

The project management theory and standards offer a wide range of project management methods and tools. To ensure the maximum possible effectiveness of application of a particular methods or tools, it is necessary to assess suitability of their application within project life cycle stages, and also their suitability from the point of view of the type of the solved project. The paper authors aimed to identify suitable project management methods and tools, and assess their applicability from the point of view of individual project life cycle stages and from the point of view of the type of the solved projects.

Shalini Gangatharan

Karthik D Netalkar

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Thread: Managing context in project environments

<p>Creative design agencies are unique organisations as various disciplines and priorities combine to deliver solutions in often complex client problems. A suite of software platforms is used in the day-to-day operations of project-based organisations, however there still appears to be a disconnect between communication and shared understanding. While the market for project management software is saturated, a need exists for a complementary platform that can help encourage shared understanding throughout the client project lifecycle.  This project aims to explore issues of boundary spanning, project knowledge management, and communication with DNA Design serving as a project partner. In this exploratory research process, a qualitative research approach revealed several issues revolving around inadequate handover processes, low work self-efficacy, and a lack of alignment between priorities.  The core finding of this project found that while practitioners do communicate throughout the project lifecycle, there is no one best fit for all project members and despite the high levels of communication, many practitioners feel they lack the necessary information and understanding in a client project. From this core finding, the product development strategy pivoted. Instead of developing and implementing a knowledge repository, it could be more beneficial for DNA and other project-based organisations to consider strategies and technologies to actively manage expectations and understanding within a client project.  The proposed solution, Thread, aims to track each project team members’ attitudes at a regular interval to map the stage of the project lifecycle and provide DNA a bird’s-eye view of the user experience of project team members to allow for active project management during the project lifecycle and a quantifiable post-project review process.  It is hoped the recommendations and proposed solution can be scaled to other project- environment organisations as the challenges of knowledge sharing and communication are felt heavily in multi-disciplinary teams and organisations. As the future of organisations are moving towards specialised knowledge workers, it is increasingly important that staff are aware of the context of the project to be empowered and productive.</p>

Integrating Construction 4.0 Technologies: A Four-Layer Implementation Plan

This research explores the current state of Construction 4.0 and discusses a four-layer implementation of Construction 4.0 in the industry. The research methodology consists of an extensive literature review to gain insights about Construction 4.0 and frame the four-layer implementation plan. A case study is also presented to showcase the proposed implementation plan. Nine Construction 4.0 technologies were discussed, their integration throughout the project lifecycle was presented in a roadmap, their integration and connectivity with one another were outlined in an interaction roadmap, and the requirements necessary for achieving the 4.0 transformation were articulated. However, the proposed implementation plan is focused on nine Construction 4.0 technologies. The research presents a comprehensive plan for integrating Construction 4.0 technologies into the industry and serves as a guideline to help construction companies better understand the implications of Construction 4.0.

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Modelling the relationship between building information modelling (bim) implementation barriers, usage and awareness on building project lifecycle, national dairy deriving value through project management.

Complexity academic level Study level: MBA and Executive Education Applicability: This case can be taught in the project management course. It will cover the project-planning phase, which is an iterative or progressive elaboration for the entire project lifecycle. The case will help in discussing how project management is an important discipline to manage projects and stakeholders effectively. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 2: Built environment.

Building and construction quality: systematic literature review, thematic and gap analysis

PurposeThe purpose of this study is to examine, review and analyse the current literature on building and construction quality and determine the related themes and gaps.Design/methodology/approachA systematic review approach was adopted on the building quality literature, and keywords such as “construction” or “building”; “defect” and “quality” or “rework” were searched through the Scopus, Web of Science and Google Scholar databases. A number of articles were found and filtered by title, abstract and keyword relevancy. Further articles were cross-referenced from these and again filtered by title, abstract and keyword relevancy. The time period for the search was 2000–2020. A total of 97 articles were found and analysed on the topic.FindingsA number of recurring themes were found throughout the literature. They are safety, occupier satisfaction, cost, time, licensing, culture, training, software and building quality frameworks, classifications and recommendations. These themes were linked to display relationships between them from the literature. Based on the project lifecycle stages, an amalgamated classification system was developed and is presented here. The gaps in the current literature have been analysed and reported on.Originality/valueA comprehensive descriptive, thematic and gap analysis was conducted on the available literature of building and construction quality. The emerging themes were discovered, their relationships were demonstrated and the research gaps were identified. A new classification system positioned in the project lifecycle stages is presented.

Adopting International Learnings to Improve the Performance of New Zealand’s Infrastructure Supply Chain

Growing interest in the productivity of the infrastructure sector has increased due to cost and time overruns in major projects. In this regard, many developed countries have failed to implement a framework to ensure that project success is met through newly available technologies and business initiatives to ensure the user is the most important beneficiary. This review paper provides a review of international research relating to the life cycle, firm-level operations, and collaborative business models of infrastructure projects. The review initially identified the importance that understanding key phases and procurement models has on the efficiency of a project’s life cycle. A key indicator of the likelihood of good performance across a supply chain lies with the ability to understand the efficiencies of the firm-level operations. The literature has noted that successful projects are able to perform well across an organizations end-to-end involvement and be able to share risks among mature organizations. This paper provides a review of how a collaborative business model can benefit a project lifecycle and firm-level operations. The global research currently has identified the need for a collaborative approach that reduces the risk within all organizations through common goals, effective end-to-end project systems and consideration of the entire project lifecycle. The paper provides a detailed review of international practices in an infrastructure supply chain that have the potential to address New Zealand’s infrastructure project failures.

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Systematic Review: Implementation of Product Lifecycle Management in Industries

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• Harish Vishnu Gunjal 13 &
• Rajendra M. Belokar 13  

Part of the book series: Lecture Notes in Mechanical Engineering ((LNME))

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In the era of Industry 4.0, global industries are moving from traditional approach of manufacturing to digitalisation to improve the productivity. To achieve the efficient productivity, best tool observed is product lifecycle management (PLM). PLM is a concept which manage and integrate information related to a product complete lifecycle from design, development, manufacturing, material requirement, vendors, customer feedback, recycle, etc. This paper reviews five case studies—foundry, power transformer, fashion, automotive and aerospace industry who implement PLM, which will answer the three questions—(1) Why PLM implementation is needed in industry? (2) How to implement PLM in industry? (3) What are the benefits of PLM implementation? A generalised overview of PLM implementation procedure is answered. Comparison of conventional technology and PLM technology is explained through changes experienced by five industries. Conclusion provides the benefits to industry after PLM implementation. Future research is needed over the PLM implementation according to Industry 4.0.

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Acknowledgements

We thank to Siemen Centre at Punjab Engineering College, Chandigarh to provide practical experience of PLM software-Teamcenter.

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Department of Production and Industrial Engineering, Punjab Engineering College (Deemed to be University), Chandigarh, India

Harish Vishnu Gunjal & Rajendra M. Belokar

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Department of Production and Industrial Engineering, Punjab Engineering College, Chandigarh, India

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Department of Mechanical Engineering, University of Aveiro, Aveiro, Portugal

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Gunjal, H.V., Belokar, R.M. (2023). Systematic Review: Implementation of Product Lifecycle Management in Industries. In: Singh, R.P., Tyagi, M., Walia, R.S., Davim, J.P. (eds) Advances in Modelling and Optimization of Manufacturing and Industrial Systems. Lecture Notes in Mechanical Engineering. Springer, Singapore. https://doi.org/10.1007/978-981-19-6107-6_19

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Published : 24 February 2023

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