Project Management Lifecycle

1. Project Management Lifecycle Minder Chen, Ph.D. CSU Channel Islands Minder.chen@csuci.edu

2. Project Life Cycle • Project managers or the organization can divide projects into phases to provide better management control with appropriate links to the ongoing operations of the performing organization. • Collectively, these phases are known as the project life cycle.

3. Characteristics of the Project Life Cycle • The project life cycle defines the phases that connect the beginning of a project to its end. • Deliverables from one phase are usually reviewed for completeness and accuracy and approved before work starts on the next phase. • However, it is not uncommon for a phase to begin prior to the approval of the previous phase’s deliverables, when the risks involved are deemed acceptable. • There is no single best way to define an ideal project life cycle. • Industry common practices will often lead to the use of a preferred life cycle within that industry.

4. Project Lifecycle Methodology • Project life cycles generally define: • When the deliverables are to be generated in each phase? • What are the inputs required to produce the deliverables? • Whattechnical work to do in each phase? • What are the tools and techniques to be used in each phase? • How each deliverable is reviewed, verified, and validated? • Who is involved in each phase? • How to control and approve each phase?

5. Typical Cost & Staffing Levels Across the Project Life Cycle Cost and staffing levels are low at the start, peak during the intermediate phases, and drop rapidly as the project draws to a conclusion. Source: PMBOK 4, p. 16

6. Project Life Cycle FIGURE 1.1

7. Overlap of Process Groups in a Phase

8. Interaction Between Phases

9. Impact of Variable Based on Project Time • The ability of the stakeholders to influence the final characteristics of the project’s product and the final cost of the project is highest at the start, and gets progressively lower as the project continues. Source: PMBOK 4, p. 17

10. Characteristics of Project Phases • The completion and approval of one or more deliverables characterizes a project phase. • A deliverable is a measurable, verifiable work product such as a specification, feasibility study report, detailed design document, or working prototype. • In any specific project, for reasons of size, complexity, level of risk, and cash flow constraints, phases can be further subdivided into subphases. • Each subphase is aligned with one or more specific deliverables for monitoring and control. • Formal phase completion does not include authorizing the subsequent phase. • For effective control, each phase is formally initiated to produce a phase-dependent output of the Initiating Process Group.

11. Characteristics of Project Phases Phase-end reviews are also called phase exits,phase gates, or kill points.

12. Project Life Cycle and Product Life Cycle

13. Design Thinking Download PDF http://hbr.org/2008/06/design-thinking/ar/1

14. System Development Life Cycle Stages: Planning Analysis Design Implementation What Problems/Opportunities Requirements Soft/People Skills How Solutions Specifications Technical Skills Deliverables/Documentation Feasibility Study • Methodology • Life Cycle Process • Modeling Techniques • Process model • Workflow • Data flow diagram Data Process • Data model • Normalization • Entity-Relationship Diagram Prototyping Coding Implementation Testing UI • User Interface (UI) • Navigation diagram • Storyboarding • GUI Prototype

15. Structured Project SDLC • Users Participation • Documentation • Structured Techniques • CASE Tools • Quality Assurance Functional Specifications Analysis Design Requirements Specifications Cost/Benefit Analysis Design Specifications Preliminary Study Implemen- tation Approved Project Proposal Implemented System Approved Re-development Project Proposal Testing , Integration, & Installation Operation & Maintenance Integrated & Tested System

16. SDLC: System Development Life Cycle Requirements AS-IS vs. TO-BE Logical and physical Design specification • Programming/Coding • Testing • Training • Installation • Organizational implementation/changes Identify & prioritize IS development projects Bug fix and Upgrades IT Service Management (ITIL standard)

17. Deliverables/Documentations of SDLC Phases

18. Spiral Model http://en.wikipedia.org/wiki/Spiral_model http://upload.wikimedia.org/wikipedia/commons/e/ec/Spiral_model_%28Boehm%2C_1988%29.svg

19. Unified Process Structure Phases Process Workflows Inception Elaboration Construction Transition Business Modeling Requirements Analysis & Design Implementation Test Deployment Supporting Workflows Configuration Mgmt Management Environment Iter.#2 Iter.#n Iter.#n+1 Iter.#n+2 Iter.#m Iter.#m+1 Preliminary Iteration(s) Iter.#1 Iterations

20. The Ten Essentials of RUP • The Ten Essentials of RUP • Develop a Vision • Manage to the Plan • Identify and Mitigate Risks • Assign and Track Issues • Examine the Business Case • Design a Component Architecture • Incrementally Build and Test the Product • Verify and Evaluate Results • Manage and Control Changes • Provide User Support Source: http://www.therationaledge.com/content/dec_00/f_rup.html

21. http://upload.wikimedia.org/wikipedia/commons/4/4c/VA_IT_Project_Management_Framework.jpghttp://upload.wikimedia.org/wikipedia/commons/4/4c/VA_IT_Project_Management_Framework.jpg

22. Successful Principles • Primary principles for successful agile software development include: • Slash the budget • If it doesn’t work, kill it • Keep requirements to a minimum • Test and deliver frequently • Assign non-IT executives to software projects

23. Reasons for Project Failures • Primary reasons for project failure include • Unclear or missing business requirements • Skipping SDLC phases • Failure to manage project scope • Scope creep/Feature creep: Scope Creep (also called requirement creep) in project management refers to uncontrolled changes or continuous growth in a project's scope. This phenomenon can occur when the scope of a project is not properly defined, documented, or controlled. It is generally considered a negative occurrence, and therefore should be avoided. • Failure to manage project plan • Changing technology

24. http://en.wikipedia.org/wiki/Rapid_application_development