JABATAN KEJURUTERAAN AWAM

CC608 BUILDING SERVICE

SESI : DISEMBER 2014

PROGRAM DKA

KELAS

TITLE

DKA5A

ASSIGNMENT 2

DATE

24/3/2015

LECTURERS
NAME

EN. SHAHRIZAL BIN

SHAMSUDIN

NAMA

NO. PENDAFTARAN

MAIZAN SOFIA BINTI MOHD MAAROF

15DKA12F2015

INTRODUCTION
Every project has certain phases of development. A clear understanding of these
phases allows managers and executives to maintain control of the project more
efficiently. By definition, a project has a beginning and an end and passes through several
phases of development known as life cycle phases. These phases are varied depending
upon the industry involved but all follow the same basic steps. It is important to realize
that the project life cycle for each project may differ, in both the number of phases it may
have and the detail within each of these phases.
The project life cycle consists of four phases, initiation, planning, execution
and evaluation.

PROJECT LIFE CYCLE

INITIATION

The initiation phase, which labels as starting the project includes all the
activities necessary to begin planning the project. The initiation phase typically begins
with the assignment of the project manager and ends when the project team has sufficient
information to begin developing a detailed schedule and budget. Activities during the
initiation phase include project kick-off meetings, identifying the project team,
developing the resources needed to develop the project plan, and identifying and
acquiring the project management infrastructure such as space and computers. On
projects where the scope of work for the project is not well defined, the project team will
invest time and resources in developing a clearer scope of work. On projects where the
major project stakeholders are not aligned, the project team will expend resources and
time creating stakeholder alignment.
Unlike project milestones, some activities associated with project initiation may be
delayed without delaying the end of the project. For example, it is advantageous for the
project to have the major project stakeholders aligned from the beginning, but sometimes
it is difficult to get the commitment from stakeholders to invest the time and resources to
engage in an alignment process. Sometimes it is only after stakeholders begin observing
progress on a project that the project manager can facilitate the stakeholder alignment
processes.
Initiation phase that clarify the scope, project objectives, and feasibility of the intended
solution:
1. Understand what to build. Determine an overall vision, including the scope of
the system and its boundaries. Identify the stakeholders: who is interested in this
system and what are their success criteria?
2. Identify key system functionality. Decide which requirements are most critical.
3. Determine at least one possible solution. Assess whether the vision is
technically feasible. This may involve identifying a candidate high-level
architecture or doing technical prototypes, or both.
4. Understand the high-level estimate for cost, schedule, and risks associated with
the project.

Key considerations

Projects may have one or more iterations in the Inception phase. These are among the
reasons for multiple iterations:

Project is large, and it is hard to define its scope

Unprecedented system

Too many stakeholders with competing needs and complex relationships

Major technical risks demand the creation of a prototype or proof of concept

There are some commonly observed counterproductive patterns during the Inception
phase. Some teams postpone providing estimates until they analyse the entire domain and
have written a large amount of requirements documentation. This behaviour often leads
to "analysis paralysis." Another pattern is poor planning of Inception iterations. Avoid
such patterns by planning iterations during Inception in a way that iterations are riskdriven, include early integration and testing, and produce a product increment that you
can demonstrate to stakeholders. By default, have one potentially short iteration in
Inception to avoid analysis paralysis.

PLANNING PHASE
The next phase, the planning phase, is where the project solution is further developed in
as much detail as possible and the steps necessary to meet the projects objective are
planned. In this step, the team identifies all of the work to be done. The projects tasks
and resource requirements are identified, along with the strategy for producing them. This
is also referred to as scope management. A project plan is created outlining the
activities, tasks, dependencies, and timeframes. The project manager coordinates the
preparation of a project budget by providing cost estimates for the labour, equipment, and
materials costs. The budget is used to monitor and control cost expenditures during
project implementation.
Once the project team has identified the work, prepared the schedule, and estimated the
costs, the three fundamental components of the planning process are complete. This is an
excellent time to identify and try to deal with anything that might pose a threat to the
successful completion of the project. This is called risk management. In risk
management, high-threat potential problems are identified along with the action that is
to be taken on each high-threat potential problem, either to reduce the probability that the
problem will occur or to reduce the impact on the project if it does occur. This is also a

good time to identify all project stakeholders and establish a communication plan
describing the information needed and the delivery method to be used to keep the
stakeholders informed.
Finally, you will want to document a quality plan, providing quality targets, assurance,
and control measures, along with an acceptance plan, listing the criteria to be met to gain
customer acceptance. At this point, the project would have been planned in detail and is
ready to be executed.
The purpose of this phase is to establish the baseline of the architecture of the system and
provide a stable basis for the bulk of the development effort in the next phase.
There are objectives for the Elaboration phase that help you address risks associated with
requirements, architecture, costs, and schedule :

Get a more detailed understanding of the requirements. Having a good

understanding of the majority of requirements enables you to create a more
detailed plan and to get buy-in from stakeholders. Be sure to gain an in-depth
understanding of the most critical requirements to be validated by the architecture.

Design, implement, validate, and establish the baseline for the

architecture. Design, implement, and test a skeleton structure of the system.
Although the functionality is not complete yet, most of the interfaces between the
building blocks are implemented and tested. This is referred to as an executable
architecture.

Mitigate essential risks, and produce accurate schedule and cost

estimates. Many technical risks are addressed as a result of detailing the
requirements and of designing, implementing, and testing the architecture. Refine
and detail the high-level project plan.

Key considerations
The number of iterations in the Elaboration phase is dependent on, but not limited to,
factors such as green-field development compared to maintenance cycle, unprecedented
system compared to well-known technology and architecture, and so on.
Typically, on the first iteration, it is better to design, implement, and test a small number
of critical scenarios to identify what type of architecture and architectural mechanisms
you need, so you can mitigate the most crucial risks. You also detail high-risk
requirements that have to be addressed early in the project. You test enough to validate
that the architectural risks are mitigated.
During the subsequent iterations, you fix whatever was not right from the previous
iteration. You design, implement, and test the remaining architecturally significant
scenarios, ensuring that you check all major areas of the system (architectural coverage),
so that potential risks are identified as early as possible.

IMPLEMENTATION (EXECUTION) PHASE

During the third phase, the implementation phase, the project plan is put into
motion and the work of the project is performed. It is important to maintain control and
communicate as needed during implementation. Progress is continuously monitored and
appropriate adjustments are made and recorded as variances from the original plan. In
any project, a project manager spends most of the time in this step. During project
implementation, people are carrying out the tasks, and progress information is being
reported through regular team meetings.
The project manager uses this information to maintain control over the direction
of the project by comparing the progress reports with the project plan to measure the
performance of the project activities and take corrective action as needed. The first course
of action should always be to bring the project back on course in example to return it to
the original plan. If that cannot happen, the team should record variations from the
original plan and record and publish modifications to the plan. Throughout this step,
project sponsors and other key stakeholders should be kept informed of the projects
status according to the agreed-on frequency and format of communication. The plan
should be updated and published on a regular basis.

Status reports should always emphasize the anticipated end point in terms of cost,
schedule, and quality of deliverables. Each project deliverable produced should be
reviewed for quality and measured against the acceptance criteria. Once all of the
deliverables have been produced and the customer has accepted the final solution, the
project is ready for closure.

The purpose in this phase is to complete the development of the system based upon the
baseline architecture.
There are objectives for the Construction phase that help us to have cost-efficient
development of a complete product -- an operational version of your system -- that can be
deployed in the user community :
1. Iteratively develop a complete product that is ready to transition to its user
community. Describe remaining requirements, fill in design details, complete the
implementation, and test the software. Release the first operational version (beta)
of the system and determine whether users are ready for the application to be
deployed.
2. Minimize development costs and achieve some degree of parallelism. Optimize
resources and leverage development parallelism between developers or teams of
developers by, for example, assigning components that can be developed
independently of one another.

Key considerations
Typically, the Construction phase has more iteration (two to four) than the other phases,
depending on the types of projects:

Simple project: One iteration to build the product.

More substantial project: One iteration to expose a partial system and one to
mature it to beta testing

Large project: Three or more iterations, depending upon the size of the project.

CLOSING PHASE
During the final closure, or completion phase, the emphasis is on releasing the final
deliverables to the customer, handing over project documentation to the business,
terminating supplier contracts, releasing project resources, and communicating the
closure of the project to all stakeholders. The last remaining step is to conduct lessonslearned studies to examine what went well and what didnt. Through this type of analysis,
the wisdom of experience is transferred back to the project organization, which will help
future project teams.

CONCLUSION
As a conclusion, in the project life cycle, the most influential factors affecting
the outcome of the project often reside at the early stages. At this point, decisions should
be based on competent economic evaluation with due consideration for adequate
financing, the prevalent social and regulatory environment, and technological
considerations. Architects and engineers might specialize in planning, in construction
field management, or in operation, but as project managers, they must have some
familiarity with all such aspects in order to understand properly their role and be able to
make competent decisions.
Since the 1970's, many large-scale projects have run into serious problems of
management, such as cost overruns and long schedule delays. Actually, the management
of megaprojects or super projects is not a practice peculiar to our time. Witness the
construction of transcontinental railroads in the Civil War era and the construction of the
Panama Canal at the turn of this century. Although the megaprojects of this generation
may appear in greater frequency and present a new set of challenge, the problems are
organizational rather than technical.
It is customary to think of engineering as a part of a trilogy, pure science,
applied science and engineering. It needs emphasis that this trilogy is only one of a triad
of trilogies into which engineering fits. This first is pure science, applied science and
engineering; the second is economic theory, finance and engineering; and the third is
social relations, industrial relations and engineering. Many engineering problems are as
closely allied to social problems as they are to pure science.
As engineers advance professionally, they often spend as much or more time on
planning, management and other economic or social problems as on the traditional
engineering design and analysis problems which form the core of most educational
programs. It is upon the ability of engineers to tackle all such problems that their
performance will ultimately be judged.
The greatest stumbling block to effective management in construction is the
inertia and historic divisions among planners, designers and constructors. While technical
competence in design and innovation remains the foundation of engineering practice, the
social, economic and organizational factors that are pervasive in influencing the success
and failure of construction projects must also be dealt with effectively by design and
construction organizations. Of course, engineers are not expected to know every detail of
management techniques, but they must be knowledgeable enough to anticipate the
problems of management so that they can work harmoniously with professionals in
related fields to overcome the inertia and historic divisions.

Paradoxically, engineers who are creative in engineering design are often

innovative in planning and management since both types of activities involve problem
solving. In fact, they can reinforce each other if both are included in the education
process, provided that creativity and innovation instead of routine practice are
emphasized. A project manager who is well educated in the fundamental principles of
engineering design and management can usefully apply such principles once he or she
has acquired basic understanding of a new application area. A project manager who has
been trained by rote learning for a specific type of project may merely gain one year of
experience repeated twenty times even if he or she has been in the field for twenty years.
A broadly educated project manager can reasonably hope to become a leader in the
profession; a narrowly trained project manager is often relegated to the role of his or her
first job level permanently.
The owners have much at stake in selecting a competent project manager and in
providing her or him with the authority to assume responsibility at various stages of the
project regardless of the types of contractual agreements for implementing the project. Of
course, the project manager must also possess the leadership quality and the ability to
handle effectively intricate interpersonal relationships within an organization. The
ultimate test of the education and experience of a project manager for construction lies in
her or his ability to apply fundamental principles to solving problems in the new and
unfamiliar situations which have become the hallmarks of the changing environment in
the construction industry.

REFERENCE

http://www.method123.com/template-project-life-cycle.php
http://blog.method123.com/2010/10/07/project-management-life-cycle-2/#!
prettyPhoto
http://www.mastering-project-management.com/project-managementprocess.html
https://www.its.ny.gov/pmmp/guidebook2/Origination.pdf
http://www.iil.com/downloads/Archibald_Di_Filippo_ComprehensivePLCModel
_FINAL.pdf