Lecture 03: Project Life Cycle

Question 1

Project Life Cycle

Answer 1

Question 2

General Overview - Corporate Investment Life Cycle

Answer 2

Question 3

Definition Concept - Conceptualization

Answer 3

• development of initial goal and technical specifications for a project
• scope of the work is the determined, necessary resources( people, money..) identified and important organizational contributors or stakeholders sigend on

Question 4

Definition Design or Planning

Answer 4

• stage in which all detailed specifications, schematics schedules and other plans are developed.
• individual pieces of the project (work packeges) are broken down, individual assignments made and the process for completion clearly delineated

Question 5

Definition Implementation and Execution

Answer 5

• actual work of project is performed,system developed, product created and fabricated.
• during execution phase, the bulk of project team labour is performed

Question 6

Definition Commission or Handover

Answer 6

• completed project got transferred to the costumer
• resources reassigned, project formally closed out
• specific subactivites are completed → project shrinks and costs decline rapidly

Question 7

Summary of Project life Cycle

Answer 7

• phases get their names from deliverables
• sequence of project generally involves technology transfer or handover from one phase to the next
• the end of a phase is marked by a review of deliverables and performance to determine if project should continue
• each phase could be panned an controlled like a mini project (own budget)
• each phase may be performed by different departments or contractors

Question 8

Project life Cycle of large projects

Answer 8

Question 9

overlap between phases

Answer 9

• fast tracking
• phases ar eshown in sequnce but in practice may be some overlap between
• deliverables from former phases are generally approved before work starts in next phase

Question 10

multi phase project

Answer 10

Question 11

Project life Cycle Diagramm (client interest, project stake, resources, creativity, uncertainty)

Answer 11

• client interest: level of enthusiasm /concern expressed by projects intended customer
• project stake: amount of corporate investment in the project
• resources; financial, human, technical
• creativity: degree of innovative required by the project
• uncertainty: number of unknows, including technical challenges

Question 12

Project Life Cycle ( Impact of risk/ uncertain and cost of changes based on project time )

Answer 12

Question 13

Level Of Influence Vs Cost Of Changes
front end importance)

Answer 13

Question 14

Project Organization - 3 types

Answer 14

• functional organizations: companies are stuctured by grouping peaple performing similar activites into departments
• project organizations : comanies are structured by grouping peaple int project teams on temporary assignments
• matrix organisations: companies are structured bycreating a dual hierarchy in which functions and projects have equal prominence

Question 15

Functional oraganization form

Answer 15

• probably most common organizational type used in business for not project based organisations
• logic/common: group peaple departments performing similar activities into units →organizational links primarly among those who perform similar functions (accounting, marketing…)
• devision of labour in the functional structure (not basedd on the type of product or project ) but raher according to the type of work performed
• members routinely work on multiple projects or support multiple product lines
• specuializations and expertise in functional areas
  *

Question 16

Strenght Functional organizational forms for project management

Answer 16

+ projects can be developed within basic functional structure ( no disruption or change to firms design)

+ development of in depth knowledge and interllectual capital

+allows fpr standaard career paths

Question 17

weakness Functional organizational forms for project management

Answer 17

– functional siloing makes it difficult to achieve cross functional cooperation

– lack of costumer focuse

– longer time to complete projects

– varyinfg interest or commitent

Question 18

Project organizational Forms

Answer 18

• project organisations are set up with their exclusive focus at running projects
• examples: construction companies, boing airbus , softwear…
• each project is sekf contained business with a dedicated team
• better suited to eneble rapid and effetive coordination among diverse functions
• firm assigns ressources from functional pools directly to the project (for time they need it )
• project manager has only control over resources unit uses
• functional departments chief role is to coordinate project manager and ensure all resources they need are available

Question 19

strenghts of project organizational forms for project management

Answer 19

1. project manager sole authority
2. improved communication
3. effective decision making
4. creation of project management experts
5. rapid response to market opportunities

Question 20

weakness of project organizational forms for project management

Answer 20

• expensive to set up and maintain teams
• chance of loyality to the project rather than to the firm
• difficult to maintain a pooled supply of interllectual capital
• Team member concern about future once project ended

Question 21

Matrix organizational forms

Answer 21

• combination of functional and project activites (balance between unctional organization and project form)
• creates a dual hierarchy, there i a balance of authority between project emphasis and the firms functionla departmentalization(indviduals ar elinked to project and their function)
• each individual has two supervisors (project manager and functional manager)

Question 22

strenghts of matrix organizationals forms

Answer 22

+ suited to dynamic envirnoments

+ equal emphasis on project management and functional efficiency

+promotes coordination across functional units

+maximizes scarce resources

Question 23

weaknesses of matrix orgnizational forms for project management

Answer 23

– dual hierarchies mean to bosses

– negotiation required in order to share resources

– workers caught beween competing project and functional demand

Question 24

2 forms of matrix organizational forms

Answer 24

Question 25

Heavyweight matrix project organization form

Answer 25

• contains strong project links
• heavyweight project manager
  
  • complete budget authority
  • heavily involved in performance evaluation of the team mebers
  • makes most of the major resource allocations decisions
• organization and functional managers have relatively little authority and control
• project team is considered as the primary orgaizational unit
• the notion of a team much more meaning than in functional organizations

Question 26

Lightweight matrix projects organization

Answer 26

• weaker project links and realitively strong functional links
• the project manager :
  
  • more coordinater and administrator
  • updates schedules, arranges meetings ..
  • no real authority and control in the project prganization
• functional managers are responsible for budget, hireing and firering and performance evaluation

Question 27

Summary of organizational forms

Answer 27

Question 28

Choosing an Organizational Structure

Answer 28

1. which organizational performance factors are most critical to success
   
   1. functional organizations : specializations and deep expertise in the functional areas
   2. project organizations: enable rapid and effective coordination among diverse function
2. Question needs to be answered:
   
   1. how important is cross functional integration
   2. How critical is cutting edge functional expertise to business success?
   3. Can individuals from each function be fully utilized for most of the duration of a
      project?
   4. How important is product development speed?

Question 29

three forms of Project management office

Answer 29

• Supportive low control; consultative and provide P M resources and training
• Controlling moderate control; requires compliance to adopted P M
  standards/processes
• Directive high control; directly manages projects

Question 30

Phase 1 -Concept

Answer 30

• cost estimation
• risk management
• economics
• quality management
• project organization

Question 31

Phase 2 - Design and planning

Answer 31

• design
• scope management
• time planning (critical path methode)

Question 32

Phase 3 - Implementation or Execution ??

Question 33

Phase 4 - Commission and /or Handover