PROJECT

ON

“PROJECT CYCLE CHARACTERSTICS”

SUBMITTED IN PARTIAL FUFILLMENT

FOR
THE AWARD OF THE
DEGREE OF
BACHELOR OF BUSSINESS ADMINISTRATION (B&I)

(2018-2021)
SUBMITTED BY: SUBMITTED TO:

Krishna Dr. Heramb Nayak

Roll No.: 00914901818 (FACULTY)

B.B.A. (B&I)-VIth Semester

Maharaja Surajmal Institute

C-4 JANAK PURI NE DELHI-110058

Website: www.msi-ggsip.org

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 TABLE OF CONTENTS

SERIAL NO. PARTICULAR PAGE NO.

1. Introduction 3-4

2. Characteristics 4-5

3. Phases 6-9

4. Stakeholders 10

5. Organizational culture and 10

style
6. Purpose 11

7 Objectives 12-16

8 Size of the Project 17

9 Project Outcomes 17

10 Glossary 18-22

11 Conclusion 23

12 Bibliography 24

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 PROJECT MANAGEMENT

 Project management is the application of methodologies, tools and processes to

successfully plan and execute projects. Project management intelligently makes use of
teams and resources to complete project activities within the boundaries of time, cost and
scope.
 The project objective is defined by the client or stakeholder, and a project manager uses
the methodologies of project management to create a plan that defines the resource
allocation, tasks, milestones and deliverables necessary to meet the stakeholders’
requirements.

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Project Life Cycle

Definition:-
A project life cycle shows typically distinct phases a project passes through as it progresses.
“Project managers or the organization can divide projects into phases to provide better
management control. Collectively these phases are known as the project life cycle.

In this paper we apply a project life cycle that consists of the following phases: Initiation,
Planning, Executing and Closing. Monitoring and controlling take place as part of all phases to a
different degree with expected importance during the executing phase.

Project:-
A project is a temporary endeavor undertaken to create a unique product, service, or result. The
temporary nature of projects indicates that a project has a definite beginning and end. The end is
reached when the projects objectives have been achieved or when the project is terminated
because its objectives will not or cannot be met, or when the need for the project no longer
exists.

The Project life Cycle-Overview:-

A project life cycle is a collection of generally sequential and sometimes overlapping project
phases whose name and number are determined by the management and control needs of the
organization or organization involved in the project, the nature of the project itself, and its area
of application .

Characteristics of the Project Life Cycle:-

Projects vary in size and complexity. No matter how large or small, simple or complex, all
projects project scan be mapped to the following life cycle structure

• Starting the project,

• Organizing and preparing,

• Carrying out the project work, and

• Closing the project.

Typical Cost and Staffing Levels Across the Project Life Cycle:-

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Impact of variable based on project time:-

The Project Life Cycle consists of four phases:-

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 Define

 Plan

 Do It!

 Close

Note: Depending on the project management method used, the project life cycle phases may be
referred to in other terms, such as:

 Project Initiation, Project Planning, Project Execution, Project Closure.

 Define, Plan, Execute and Deliver.

Define:-
In this phase, solutions to an academic or business opportunity are evaluated and the preferred
approach is defined. The project team decides what they intend to produce (deliverables) and
how they will know they have completed the project.

Participants involved in developing the project proposal and business needs documents include
the sponsor, business process owner(s), project manager, business analyst(s) and technical
architect.

The Business Case precedes a project's definition and explains why the project is being initiated.
Projects can be initiated to create a final business case; in that situation, a Preliminary Business
Case to confirm strategic fit and business need, typically no more than one or two pages, sets the
groundwork for a project that will have a full business case as its result.

FIRST PHASE:-

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Project Initiation
The Project Initiation Phase is the first Project Phase and is usually represented by the
conceptualization of the project. The purpose of this phase is to specify what the project should
accomplish. One can start a new project by defining its objectives, scope, purpose and
deliverables to be produced. One can also hire your project team, setup the Project Office and
review the project, to gain approval to begin the next phase. During this phase, Project Team is
responsible for the following activities:

 Conducting Interviews and yellow pad sessions with customers and stakeholders.

 Conduct research and brainstorming sessions for generating more necessary information.

 Preparation of Project Feasibility Document, Project Concept Statement and Project Charter.

SECOND PHASE:-

Project Planning
This is the phase of the project where the concept is verified and developed into a workable plan
for implementation. The objectives are defined along with the required deliverables.

The purpose of this stage is to develop the project management plans across the following areas:

1. Integration (Coordination, Planning, Change Control)

2. Scope

3. Time (Schedule)

4. Cost (Budget)

5. Quality

6. Human Resources (Staffing)

7. Communications

8. Risk

9. Procurement

At this stage the core project team is formed. It includes the business process owner(s), project
manager, clerical support, business analyst, subject matter expert, technical architect, technical
lead, programmer and database administrator.

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Key stakeholders or representative key stakeholders are consulted and advisory committees or
task groups are identified and formed.

Remaining skills and personnel requirements are identified and assignment or hiring proceeds.

THIRD PHASE:-

Project Execution
This is the phase of the project where the project plan is carried out. Projects proceed in different
ways depending on the required project outcomes as well as the schedule, staffing and cost
constraints. Project management activity during this phase involves:-

 Keeping people informed about progress of the project, ensuring project priorities are
understood and translated into which activities are "in progress."
 Monitoring the environment, anticipating problems and taking action to counter any
issues affecting the project scope, schedule or budget.
 Reviewing change requests with the project team and recommending whether they will
be done within the project or not. Change requests may result.

FOURTH PHASE:-

Project Closure
Project Closure Phase is the last phase of the Project Life Cycle. The commencement of the
Project Closure Phase is determined by the completion of all Project Objectives and acceptance
of the end product by the customer. In this phase, you will formally close your project and then
report its overall level of success to your sponsor. It includes:

 Perform Project Closure report

 Review Project Completion

Project closure Project closure includes the following task:-

 Release of the the resources, both staff and non staff and their redistribution and the
allocation to other project if needed.
 Closure of any financial issue like labour contract etc.
 Collection and completion of all project records.
 Achieving of all project records.
 Documenting the issue faced in the project and their resolution This helped other project
to plan for such types of issues in the project initiation phase itself.

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  Recording lesson learned and conducting a session with the project team on the same.
this helps the productivity improvement of the team and helps identify the do’s and
dont’s of the project
 Celebrate the project completion is party time Folks!!

The basic process of the project closure phase involves:-

 Administrative closure
This is a process of the preparation of closure document and process deliverables. This includes
the release and distribution of the project resources.

 Development of project post implementation evolution report. it includes:-

 Project sign off
 Staffing and skills
 Project organisational structure
 Schedule management
 Cost management
 Quality management
 Configuration management
 Customer expectation management
 Lesson learned

 Taking the project life-cycle model a step further consider some other
interesting characteristics:-
 The project phase take their name from the deliverable of the face example initiate,
design, construct or handover.
 The sequence of the project phase generally involve some form of technology transfer for
handover from one phase to the next phase such as:
 project brief to design and development
 detailed design to manufacture
 construction to commissioning
 commissioning to operation

 This has also been called over the Wall transfer if it is not accompanied
With appropriate discussion and explanation:-
 The end of project phase generally marked by a review of both that deliverable and
performance in order to determine if the project should continue into the next phase.
 Each phase can be planned and control as a mini project.
 Each phase may be performed by different departments for companies.

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  As the project progresses through the face if the goals and objective change so the project
management process should reflect this change.

Stakeholders
Stakeholders are persons or organizations (e.g.customers, sponsors, the performing
organization, or the public), who are actively involved in the project or whose interests may be
positively or negatively affected by the performance or completion of the project. Stakeholders
may also exert influence over the project, its deliverables,and the project team members .The
project management team must identify both internal and external stakeholders in order to
determine the project requirements and expectation of all parties involved .

The Relationship Between Stakeholders and the Project the Project:

Organizational Cultures and Styles

Cultures and styles may have a strong influence on a project’s ability to meet its objectives.
Cultures and styles are typically known as “cultural norms .”

Most organizations have developed unique cultures that manifest in numerous ways including,
but not limited to :

• Shared visions, values, norms, beliefs, and expectations,

• Policies and procedures,

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• View of authority relationships, and

• Work ethic and work hours.

Clear and accurate definition of a project is one of the most important actions you can take to
ensure the project's success. The clearer the target the more likely you are to hit it. Defining a
project is a process of selection and reduction of the ideas and perspectives of those involved into
a set of clearly defined objectives, key success criteria and evaluated risks.

This definition process should culminate in the production of a Project Definition document,
sometimes called a Project Charter. The Project Definition document should be approved and
issued by a manager with the authority to apply organisational resources to the project activities.
Therefore, the seniority of the manager or the management team will be commensurate with the
size, cost and business value of the project. As a minimum, the Project Definition should include
a statement of the business need that the project seeks to address and the description of the
product, service or deliverable business objectives that will be its output. When a project is
performed under a contract between seller and buyer, the signed contract may well serve as the
project charter for the seller. However this may not necessarily be the case for the buyer whose
project may include more than the product or service purchase under the contract.

The way to define a project is to ask a standard set of questions of yourself (as project leader) the
project team, colleagues with particular expertise and senior managers. The questions fall into
the categories given below.

The Purpose (or Mission)

This is the reason for doing the project

 Who wants it done and why?

 What is its title?

The Goals
These are the targets we want to meet

 What is it we want to achieve?

 When do we want to achieve it?
 What are our specific aims?
 Why are these goals essential to the project?

Objectives
We need to define specific measurable objectives from our broad aims. These objectives will tell
us if we have met our goals and to what standard.

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From our list of specific goals for the project we must develop a set of measurable objectives that
will confirm that we have reached certain project milestones (or way points) including the final
one of project completion.

The measurable objectives (when achieved) demonstrate the extent to which the beneficial gains
have been achieved, the goals have been met and that the purpose of the project has been
achieved.

Deliverables
The fundamental objective of a project is to deliver something new.

It is not always easy to distinguish between aims (goals), objectives and deliverables. If the
project is to create new products or modify existing ones, then the list of deliverable items may
be as simple as a set of part or product numbers. It may be 3 sets; new parts or products, obsolete
parts or productsand products or parts not affected by the project. These deliverables are easily
distinguishable from the goal.

Project Constraints
Every project has constraints. The primary ones are the trade off between Time, Resources and
Performance Criteria. We must define our project so that we can manage these constraints.

To define our project we have to make some hard choices to select and balance these constraints.
Let us look first at Resources and Performance Criteria and then Time.

Resources
Resources are people, equipment and money. They may be internal or external and include
suppliers, contractors, partners, statutory bodies, governments, banks, loans, grants, expert
opinion (Lawyers, Accountants, Consultants), etc.

Generally, we are reasonably good at estimating or obtaining estimates for the use and costs of
external resources. Where we aren't we can obtain expert opinion (another cost). Where we often
fail is in estimating the cost of the use of our internal resources, particularly people.

Aside from the employment costs, there are:-

 the costs to the service provision they normally perform,

 the cost of substitution to maintain the service,
 the loss of opportunity for them to work on other projects (i.e. the loss of the benefit
those projects would deliver),
 and the cost of training associated with the project work.

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Because internal resources are so constrained it is vital that we select our projects with the
utmost care to maximise the use of that resource. Defining projects helps us to make this
selection objectively and rationally. Consider these definitions :-

Work in a project is proportional to the number of Objectives and the Performance Criteria

Clearly, if we reduce the number of our objectives and the performance standard (e.g. 5% rather
than 10% improvement of sales or reduction of costs then we can reduce the work required to
complete the project.

Number of resources deployed x Time = Work

So, another way of expressing work is in the number of resources we will need and the time
those resources will have to be deployed on the project. If we can reduce the work we can reduce
the time and/or the number of resources. It must be borne in mind that the relationship between
the number of resources deployed and the time it takes to do a given amount of work is not
linear. Often, just adding people to a project can increase the time because they have to be
trained, managed and their work co-ordinated with others. All this takes work and therefore time.

Therefore, to reduce the cost of a project and/or to conserve resources for other projects we need
to keep the work to a minimum consistent with achieving the aims and objectives of the project.
But as the Work is reduced by increasing the Resource Capability there is a trade off between
resource cost and Total Cost. There may also be a reduction in overall project time and this may
have its own opportunities, benefits and/or cost savings.

Performance Criteria
The Performance Criteria are the things the project will deliver and to what quality standard they
will be delivered. For example:-

project to connect travelling or home workers to the corporate computer network may have 3
possible sets of performance criteria.

1. Every external employee must have modem access to corporate and external E-mail via the
Internet

2. Every external employee must have access to corporate E-mail and one departmental server
via ISDN connections

3. Every employee must have access to all corporate computer systems via ISDN (from home)
and modem (from hotels)

The equipment costs; the number and complexity of tasks and the knowledge requirement
associated with each of these performance criteria is very different. For example it is not possible

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to deliver the same performance using a modem as it is using an ISDN line so further definition
is required if performance criteria 3 is selected.

One of the main reasons for producing a well defined Project Definition is to ensure that the
Performance Criteria are set and agreed. We must define what it will NOT deliver, what it will
deliver, and to what quality standard. The clear aims and the measurable objectives derived from
the definition process enable us to set the Performance Criteria and the quality standard. Why is
this important?

The number, size and complexity of Project Tasks are directly proportional to the Performance
Criteria which have been set for the project. The Performance Criteria, therefore, determines the
amount of work to be done.

Time
If we choose to reduce the Resource Days by increasing the Resource Capability this will not
necessarily reduce the Total Cost because the reduction in resource days may be out weighed by
the increased Resource Cost.

However, improved Resource Capability will reduce the task time and there is often a delivery
Time Cost associated with a project so that the cost to the organization will be less or its income
improved. This is the so called 'window of opportunity' factor.

So it is self evident that there is always a trade off decision to be made between Time, Resources
and Performance Criteria. This is why the Project Definition is so important. It allows us to
define that trade off, to have the senior managers approve it and the consequent allocation of
resources.

Risk Analysis
We need to identify, quantify and make contingency plans to deal with project risks.

The constraints on a project are one form of risk. The project may well have specific constraints
that lead to identifiable risks. What do we mean by project risk? A risk is anything that will have
a negative impact on any one or all of the primary project constraints - Time, Resources and
Performance Criteria.

Some examples might be:-

A key person with specialist skills is required for several projects. If one of those projects over
run then that person will be required to work on several projects at the same time. If this is not
practical then the other projects will be delayed.

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A person selected to do work on a project may not have the skills to do the work. If this risk is
identified then the project plan can allow for training time and learning curve time. Alternatively,
another resource may be identified.

Risk can be reduced by analysing what is essential data, what is accurate data and what is merely
nice to have. Risk is minimised by transferring only essential data that is also accurate. Re-enter
essential but inaccurate data and store the rest on CD-ROM when the data transfer part of the
project is complete. You may never use this data but you will have a warm and comfortable
feeling for having done it. Obviously, putting only your best people on the project will also
substantially reduce the risk of delay and the consequences of having inaccurate data.

The Value of Project Lifecycle Methodology

There are some companies that have built reputations for being able to consistently manage
projects effectively. However, the vast majority of organizations have a more spotty reputation.
A lot of the blame for these problems can be traced back to a lack of project management
processes and discipline. However, typically if a company lacks processes for project
management, they also are not going to have a standard process for the project lifecycle either. In
fact, much of the value of project management comes from its application across the lifecycle.
The following examples should help illustrate this:

 The initial parts of project management focus on defining the work and building a schedule.
The schedule is going to be focused on executing the project using a lifecycle model. Even if you
have great project management processes in place, you still need to know the basic models for
the lifecycle. If you are not clear how you will execute the project, you are going to have faulty
estimates and a poor schedule.

 After the project is defined you need to manage it using project management process. Many
of these processes are based on the lifecycle. For instance, problems are going to arise during the
execution of the project that will require issues management. There are going to be quality
control and quality assurance processes in place. Some of these will focus on the project
management processes, but most of the quality control work, and much of the quality assurance
work, will be focused on lifecycle activities. Likewise, most of the aspects of risk will be related
to project execution and project deliverables. Risk management is a project management
function, but its application on a project will typically be in relation to executing the lifecycle.

 Managing people is a project management function. However, except for the project manager,
the project team members are all going to be executing various parts of the lifecycle. So the
application of people management during the project will be in relation to the lifecycle. If you do
not understand the lifecycle required for your project, you are going to have problems managing
the project team, assigning them the right work and dealing with their concerns.

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The value proposition for utilizing a standard lifecycle process goes something like this. It takes
time and effort to understand and utilize a standard project lifecycle across the entire
organization. This cost is more than made up for over the life of the project by:

 Ensuring that all of the necessary work is included in the initial estimates and the initial
schedule.
 Allowing the use of a standard lifecycle model that may account for the majority of the
work required for your project. This increases the start-up time required for your project.
 Helping ensure that planning is done before execution in all steps of the lifecycle. This
cuts down on misdirected work and rework.
 Using standard templates and processes gets everyone in the organization comfortable
with the major deliverables required on a project and the general flow of the project,
again resulting in a faster startup time.

People who complain that lifecycle methodology is a lot of 'overhead' forget the point. Your
project needs to utilize some type of lifecycle process. The question is whether you will learn
from and take advantage of pre-existing processes and templates, or whether you will attempt to
invent everything from scratch. Although every project is unique, the lifecycle model typically is
not. The general lifecycle model you use will probably be similar to one that has been used
dozens (or hundreds) of times at your company before, and millions of times in other
organizations. There is no reason to reinvent everything for your project. It just takes longer and
contains more inherent risk. The better approach is to utilize a standard set of lifecycle processes,
techniques and templates.

 Good lifecycle processes require an upfront investment of time and effort for analysis and
planning.
 Your organization is not committed:- It's hard to utilize good lifecycle skills in an
organization that doesn't value the skills. For instance, if you take the time to formally
document the business requirements, and your client asks why you were wasting your
time doing it, then you probably are not going to be very excited about formally
documenting the requirements on your next project. To be effective, the entire
organization must support a common set of processes and models.
 You don't know how to:- You may find that the lack of lifecycle processes is not a matter
of will, but a matter of skill. Sometimes people are asked to manage and execute projects
without the training or the experience necessary. In those cases, they struggle without the
right tools or training to execute their projects effectively.
 Senior managers think that lifecycle management is a tool:- When you discuss the project
lifecycle with some managers, they initially think you are trying to implement a tool.
Actually there are many aspects of the lifecycle that can be supported by tools.
 You may have been burned (or buried) in the past:- A common criticism of methodology
is that it is cumbersome, paper intensive and takes too much focus away from the work at
hand. Sometimes this criticism is a feature of the first bullet point above.

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 Project Management - Size of the Project
The size of the project measured by investment (dollars, days of effort) and the probability the
project will face particular risks greatly influences:

 the recommended (and required) formality associated with completion of each project phase;

 the number of advisory bodies

 the communication needs

 the technique used in finalizing requirements and product "look and feel"

 the required experience level of the personnel assigned or recruited to manage the project

 the required experience level of the personnel assigned or recruited as team members
completing the project deliverables or outcomes

 when and how often the project approval body or sponsor must be consulted for approval to
proceed

Information technology projects often involve the purchase of expensive equipment or software.
If such products are new to the University, the project risk increases as shown by the project risk
table.

Regardless of the investment required for hardware or software, the critical investment is the
people whose skills are needed to produce the desired outcomes. The work effort and associated
Human Resources (HR) budget must be considered when determining the approach to use to
manage and complete the project.

Project Management - Project Outcomes

Project teams consist of personnel with skills and knowledge in IT project management, business
functional requirements, application and database security and technical environment
specifications; teams come together for a period of time to produce an end result or product.

Examples of types of IT projects include:

 Functional and Requirements Analysis

 Feasibility Study
 Needs and Options Recommendation
 Product Evaluation and Selection
 Request for Proposal
 Software Development, Implementation and Integration
 Purchased Software Implementation and Integration

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  Network Implementation and Upgrade.
“Glossary”

Project Management Plan

 A baseline tool used as a reference for managing the project. It is the most important
document in the overall planning, monitoring, and implementation of a project and
should be "owned" by the project manager and his/her team. The plan should include:
 A definition of overall objectives, statements on how these should be achieved (and
verified)
 Estimates of the time required
 The budget
 Quality policy
 Safety, health and environmental policies, and
 The risk management strategy.
 Other items of a technical, commercial, organizational, personnel or control nature might
also be included.

Project Management Process

 Project cycle, phases, and activities that are managed by the techniques and tools of the
ten project management elements to ensure that all project control gates are completed
satisfactorily and that project objectives are accomplished. The formality of application is
tailored to the type of project and value and risk of the project.

Project Management Software

 A class of computer applications specifically designed to aid with planning and
controlling project costs and schedules.
 A computer application designed to help with planning and controlling resources, costs
and schedules of a project.

Project Life Cycle Cost

 Cumulative cost of a project over its whole life cycle. Editor's Note: Presumably "whole
life cycle" refers to all of the project's phases from owner's conception to completion and
transfer.

Project Life Cycle, Phases and Stages

 The division of the time required to accomplish a project into sequential time periods.

Project Location
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  The site on which, or at which, the work of the project takes place.

Project Log
 A project diary. A chronological record of significant occurrences throughout the project.

Project Logic
 The relationships between the various activities in a project.

Project Logic Drawing

 A representation of the logical relationships of a project.

Project Maker
 A person charged with total responsibility for creating a viable project, including public
relations, political, economical, technical, etc. (Archaic: A person that repeatedly
proposes unnecessary or impossible projects.)

Project Management Team

 The members of the project team who are directly involved in project management
activities. On some smaller projects, the project management team may include virtually
all of the project team members.
 Members of the project team who are directly involved in its management.

Project Management Manual

 A set of instructions for organizing and managing a specific project.

Project Management Office ("PMO")

 The organizational entity with full time personnel to provide a focal point for the
discipline of project management. Also known as project office, project management
center of excellence, or directorate of project managers.
 The group of technical, business and management personnel assigned full time to a
program or project in support of the Program/Project Manager. The group may include
personnel from participating organizations.

Project Manager ("PM")

 The person who heads up the project team and is assigned the authority and responsibility
for conducting the project and meeting project objectives through project management.

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  Person responsible to the client for the project work.
 The individual appointed with responsibility for project management of the project.
 The person assigned responsibility and accountability for the project and is given the
necessary authority to undertake that responsibility. The project manager reports to the
project Sponsor.
 The Project Manager is the individual responsible for the day-to-day management of the
project.
 The individual responsible for managing a project.
 The person responsible for delivering the project in the agreed schedule, to the correct
technical specification, i.e. defined to meet user requirements, and within the approved
budget and other specified criteria, e.g. Key Performance Indicators.
 A non-technical role to take day-to-day responsibility for management of the project
throughout all its phases.
 Individual or body with authority, accountability and responsibility for managing a
project to achieve specific objectives.
 A project level position responsible for integrating the efforts of all project contributors
on his or her project.
 An individual who has been assigned responsibility for accomplishing a specific unit of
work. The project manager is typically responsible for the planning, implementing,
controlling, and reporting of status on a project. Editor's Note: In this definition the
project manager is responsible for "a unit of work", not necessarily the whole project.
This is often the case in the real world of complex projects where "units of work" are
assigned to different companies or organizations and consequently there is a proliferation
of project managers on the project.
 The worker with overall responsibility for the project. The Project Manager needs to
ensure tasks are scheduled, allocated and completed in accordance with project
schedules, budgets and quality requirements.
 The person with authority to manage a project. This includes leading the planning and the
development of all project deliverables. The project manager is responsible for managing
the budget and work plan and all project management procedures (scope management,
issues management, risk management, etc).
 The role with total business responsibility for an entire project; the individual who
directs, controls, administers, and regulates a project acquiring software, a
hardware/software system, or services. The project manager is the individual ultimately
responsible to the end user.

Project Management Body of Knowledge ("PMBoK")

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  An inclusive term that describes the sum of knowledge within the profession of project
management. As with other professions such as law and medicine, the body of
knowledge rests with the practitioners and academics that apply and advance it.
 All subject areas covered in sufficient depth to understand and apply sound project
management principles and practices necessary for the successful planning and
accomplishment of projects.
 All those topics, subject areas and intellectual processes which are involved in the
application of sound management principles to the collective execution of any type of
effort which qualify as projects.

Project Management Competence

 The ability to effectively apply skills and behaviors to improve project performance.

Project Management Elements

An interactive group of 10 management responsibilities applied to all phases of the Project Cycle
by all organizations participating in the project to accomplish the project objectives. These ten
elements are:

1. Project Requirements.

2. Organizational Options.

3. Project Team.

4. Project Planning.

5. Opportunities and Risks.

6. Project Control.

7. Project Visibility.

8. Project Status.

9. Corrective Action.

10.Project Leadership.

Project Management Information System

 The gathering, recording, filtering and dissemination of pertinent information for
members of a project team.
 A system used to chart activities and data and used to track progress and information
flow in a project that is most frequently computerized, but not always.
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Project Management Integration
 The harmonizing of the four core project management functions of scope, quality, time
and cost, through the four facilitating functions of risk, human resources,
contract/procurement and information/communications, for purposes of satisfying the
project's stakeholders. Scope and quality reflect the technical requirements of the project.

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 Conclusion
 The project life cycle constists of phase that are necessary to successfully complete a
project. The project life cycle shows the levels of consistency in project management and
each tage must be approved or it will not go on . As the project goes through each phase
there has to be some sort of review to determine the status of the project. Therefore,
phase reviews are conducted after each stage to identify where the team is and provides
an update on the project to make sure the objectives were met.
 Project phase are shown in sequences into Proforma but in practices there may be some
overlap between Phases.
 Project life cycle descriptions can be very general or very detailed.
 Most project life cycle share the number of common characteristics
 Phases are generally sequential and Defined by some form of Technical information
transfer for technical component handoff
 cost and staffing level are low at the start peak during the intermediate phase, and drop
rapidly as a Project draw to a conclusion

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 Bibliography

WEB RESOURCES:-

www.google.com

Books:-
Project Management, Harvey Maylor, 4th edition.

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