Uganda Management Institute

Module: Project Management Principles

PROJECT LIFE-CYCLE MANAGEMENT

By Jedras Mpirirwe
Tel. 0772326027 /0700346412
[email protected]

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 Session objectives
Participants to appreciate and usefully
apply:
*The concept of PLC mgt
*The different PLCs
*Phases of PLC: The Generic Model
*What activities characterize the different
phases

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The Project Management Process

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 Introduction
 PLC serves to capture and define the beginning
and end of the project.
 Usually projects are scaled down into phases for
easy management and performance tracking.
 The project phases may be many, but most
practitioners use four (The Generic Project Life
Cycle)
 The PLC is characterized by a slow-rapid structure
i.e., a progressive build up as the project is defined
and developed, full and intensive activity during
implementation, followed by winding down of the
work and the final termination.
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Illustration

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Concept clarification

• Project Cycle Management (PCM) is a term

used to describe the management activities
and decision-making procedures used during
the life-cycle of a project (including key tasks,
roles and responsibilities, key documents and
decision options).
• The PLC refers to a logical sequence of
activities to accomplish the project’s goal,
purpose & objectives.
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Project Life-cycle Models
The Traditional Model
The World Bank Model
PMI Model
PCM Logical Framework Approach LFA
European Union & Management Development
Institute
Method 123 Project Mgt Methodology (MPMM)
The Generic Model

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1. The Traditional Model

The Traditional PLC, developed by Baum (1970) while

working with the World Bank.
• Identification
• Preparation
• Appraisal and selection
• Negotiation & Board approval
• Implementation
• Evaluation

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2. The (New) World Bank Model

The idea has been that the past projects were not
demand driven but rather supply driven, thus project
failures.
• Listening
• Piloting
• Demonstration
• Mainstreaming

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 3. The PMI Model

• Initiation
• Planning
• Execution
• Control
• Handover

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5. European Union & Management Development
Institute

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7. The Generic Model of PLC: (CDEF)

Stage 1: Idea Conception =Birth/Germination

- Project identification
- Scope and objectives
- Pre-feasibility
- Appraisal
- Assess risks
- Decision: Go or no Go

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 Stage 2: Development=Growth

– Full plan/proposal development

– Designing and stating requirements of the
project team
– Quality standards are developed
– Detailed activity planning and activity scheduling
– Master plan- Policies and procedures
– Present final project document and secure
funding if necessary.

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 Stage 3: Execution and Control= Maturity
– Set up organization or decide host department
– Education and communication
– Procure goods and services
– Execute work
– Monitor and control

M&E concerns
– Monitoring should be continuous
– Success and failure
– What went well deserves a repeat
– What went wrong should be avoided!

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Stage 4: Finish/closeout

– Completion of work
– Achievement of benefits
– Disbanding and rewarding the team
– Evaluation
– Celebration of success
– Use of product and customer acceptance
– Records kept for future references

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 Key notes
 Project work may have several distinct stages. The
stages are closely related and the sequence may
be completed without notice. It may also be
repeated.
 Each phase involves different management
approaches and presents different tasks to be
performed.
 Project planning cuts across all phases and
initiation process is repeated at each successive
stage.
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Monitoring refers to continuous assessment of the
project performance. It involves collection of
accurate, reliable and timely info to identifying
implementation bottlenecks and take corrective
actions in a bid to achieve the intended planned
project objectives.
and
Evaluation is the process of establishing the extent
to which the project has been successful in
achieving the planned objectives and subsequently
ascertaining whether or not the project has
improved the lives of the target beneficiaries.

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Benefits of PLC
 Enable project team and stakeholders to
understand the process to be followed during the
life of the project.
 Capture the best experience within the
organization so that the life cycle process can be
improved continually and duplicated on future
projects.
 Enable all the project roles and
responsibilities, and the project planning,
estimating, scheduling, monitoring and control
methods and tools, to be appropriately related to
the overall project life cycle management process.
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 Critical Reflection

Unless a well-documented, understandable

picture of the life cycle process/model for
each project category/sub-category exists, it
is difficult to achieve the full benefits of modern,
systematic project management.

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 CATWOE Test in Determining a suitable PLC
 Customer for the project (Who pays?)
 Agents /stakeholders for the project (who does
what?)
 Transformation the project intends to achieve
(What results?)
 Worldview or major assumption of the
transformation (development hypothesis)
 Owner of the project (who are the beneficiaries)
 Environmental Constraints (natural, social,
political, economic) facing the project

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 Factors affecting project implementation/
ingredients for success

 Strong commitment by the organization

to the project objectives
 Appropriate design and adequate
preparation
 Good managers Vs good/good
projects/Execution team composition
 Favorable/unfavorable operating
environment and government policies.

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Factors for project failure (irrespective of a
clear PLC)
1. Managerial problems- Weak public administration and
management at the organization, manifested in issues like
poor planning, delays, faulty contracting procedures,
insufficient project supervision, slow response to change,
low staff morale and productivity, low staff retention rates.

2. Financial difficulties
- Insufficiency
- External factors such as inflation
- Misuse of project funds

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 3. Hostile environment- especially, the External
Note: The Project Environment consists of:
- Economic Environment
- Socio-political environment
- Cultural environment
- Geographical environment
- Legal environment

All the above result into: physical delays, cost

over runs, reduction in the project scope,
poor or deferred/postponed implementation.

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End