PART III: THE PROJECT LIFE-CYCLE

Assistant Professor Dr. Aurangzeb Zulfiqar Khan Department of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan

The Project Life-Cycle

Initiation

Monitoring, Evaluation & Control

Planning

Implementation

Closure

Assistant Professor Dr. Aurangzeb Zulfiqar Khan Department of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan

Overview of Project Initiation

PHASE I: Project Initiation & Definition Awareness of the need for change (situation, context) and recognition by stakeholders that only a project can bring about the desired change Consideration of project options Collection of basic information to perform a preliminary project feasibility assessment and determine possible project costs and outcomes (positive and negative) Preparation of a formal project proposal for consideration by the project sponsors Undertake a detailed project feasibility study if required Decide whether project should be pursued, put on-hold for a future time or rejected Make contracts with key stakeholders, issue project charter and assign resources for the project Move the project into the (detailed) planning phase
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Assistant Professor Dr. Aurangzeb Zulfiqar Khan Department of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan

Key Project Initiation Deliverables & Inputs

Project (Business) Case
Aclnowledgement of a Need Envisaged Project Outcomes

Project Pre-Feasibility

Project Strategic Dimension Project Goal & Objectives, Cost & Time

Project Feasibility Report

Project Scope & Key Deliverables Project Requirements & Specifications

Formal Project Proposal

Project Resources Project Stakeholders

Preliminary Scope Statement

Project Risks Project Assumptions & Constraints

Project Charter

Project Policies, Processes, Systems etc.

Assistant Professor Dr. Aurangzeb Zulfiqar Khan Department of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan

Limitations of the Project Initiation Phase In the project initiation phase, a typical and serious limitation is the lack of available of quality informa-tion which exists about the project especially for complex projects and projects of a kind which have not been attempted before. At initiation a projects feasibility, outcomes, scope, requirements and specifications, cost, time and risks, stakeholders, resource needs etc. are often not known with a high degree of precision with the result that the project may take longer, cost more and generally be more diffcult to do than first Assistant thought when itProfessor Dr. Aurangzeb Zulfiqar Khanand was con-sidered Department of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan

The Initiation Phase of a Project

(Awareness of a Need) All projects are conceived and undertaken in res-ponse to some need (problem, opportunity) internal, external, legal and other. The need could be commercial in nature for example, an automobile company seeks to bring out a new SUV as it perceives a large market of cus-tomers who would be willing to purchase it, or a software company is asked by one of its major clients to develop an accounting software for its organization. On the other hand, the need could be non-commercial for example, a municipal office wants to introduce a modern sewage system to reduce health hazards or the federal government wants to Khan Assistant Professor Dr. Aurangzeb Zulfiqarconstruct a highway Department of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan linking major urban localities. An NGO

The Initiation Phase of a Project

(Project Outcomes) All projects have outcomes that are realized subse-quent to (and sometimes during) their completion. Some outcomes can be easy to quantify while others may not. Project outcomes may be positive and/or negative and multifaceted. For example, the (envisaged) out-comes or benefits of a provincial road construction project connecting two urban localities could be that transport between these localities becomes easier, quicker and cheaper and leads to a increase in the volume of trade and investment and economic pros-perity. A negative outcome could be the projects adverse environmental impact (chopping trees, dis-rupting ecological Assistant Professor Dr. Aurangzeb Zulfiqar Khan Department of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan systems) and its social conse-quences for

The Initiation Phase of a Project

(Project Strategic Dimension) The projects which any organization in the commer-cial and public-sector undertakes must have a stra-tegic fit it must be consistent with the organiza-tions mission, goals and objectives so that it can add value to it. In practice, methods and models have been devised to assess a projects strategic fit and its appropriate-ness for selection in a project portfolio. Commercial organizations typically look at factors such as a pro-jects profitability (measured in terms of its Return on Investment), risk, technical complexity and other criteria. In the public sector, the profit motive is not an overriding Assistant Professor Dr. Aurangzeb Zulfiqar Khan consideration of Information Technology, Islamabad, Pakistan Department of Management Sciences, COMSATS Instituteunlike other factors such as

The Initiation Phase of a Project

(Project Goal, Objectives, Cost & Time) Every project has one goal which is the ultimate des-tination of all project initiation, planning, execution and other activities. In addition to its goal, projects can have multiple objectives. For example, when an NGO undertakes a project to improve secondary education facilities for students in a district by constructing a new school building, some of the project objectives may include prioritizing local resource suppliers and recruiting and selecting teachers preferably from the commu-nity.

All projects necessarily incur cost and require time (per definition). Despite the existence of several estimation methods, Assistant Professor Dr. Aurangzeb Zulfiqar Khan acurate initial of Information Technology, Islamabad, Pakistan Department of Management Sciences, COMSATS Institute assessment of a projects

The Initiation Phase of a Project

(Project Scope & Key Deliverables) The goal of a project determines its scope, i.e., the work which has been performed in order for the project to be considered complete by its owner. Scope can be a tricky issue which may cause compli-cations if it not carefully defined. In projects, any-thing not included in the scope definition is considered outside the project boundary or purview. In determining a projects scope, numerous require-ments and specifications (possibly subject to change over the course of the project) may be inputs. Key deliverables of a project are the final Assistant Professor Dr. Aurangzeb Zulfiqar Khan composite deliverable Technology, Islamabad, Pakistan Department of Management Sciences, COMSATS Institute of Information (e.g. an airport)

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(Project Requirements & Specifications) Requirements and specifications are key elements of any project. The success or failure of the project is assessed largely in terms of the extent to which it satisfies its requirements and specifications. Requirements and specifications imply that a pro-jects deliverables must exhibit certain defined capa-bilities in terms of appearance, function, perfor-mance etc. For example, the owners of a planned shopping mall may require that it is designed as a three-storied glass structure, is aesthetically pleasing, can accommodate up to 120 shops and 25,000 visitors daily, in addition to conforming to all city building and environmental regulations. The owners Assistant Professor Dr. Aurangzeb Zulfiqar Khan Department of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan can also specify the dimensions of the

The Initiation Phase of a Project

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The Initiation Phase of a Project

(Project Resources) No project can be attempted unless the requisite resources have been made available by the project sponsor and client. Resource consumption ultimately results in a finan-cial cost but even having abundant funds does not mean that the resources specifically needed for the project in question are available. For example, a financially robust and rapidly expanding software company may have come up with several good ideas for advanced software programmes catering to different market segments. The companys ability to undertake the projects concurrently would be determined in Dr. Aurangzeb Zulfiqar Khan Assistant Professor large measure by its ability to Department of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan mobilize the needed number of

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The Initiation Phase of a Project

(Project Stakeholders) All projects have stakeholders. It is not possible to envision any project without their direct and indirect involvement. Project Stakeholders may range from very few in number to many millions. Their interest in and attitude and behaviour towards the project in question may also vary considerably. When initiating any project, it is essential that the key stakeholders are identified and their stake in the project documented. Stakeholders can be a great source of help and also pose a formidable obstacle Assistant Professor Dr. Aurangzeb Zulfiqar Khan for a project of Information new project must Department of Management Sciences, COMSATS Institute and any Technology, Islamabad, Pakistan

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The Initiation Phase of a Project

(Project Risks) Risks are a defining element of projects. Complex projects in particular harbor numerous and diverse risks and if these risks turn into events, they may endanger a project. When initiating any project it is essential to under-take an initial analysis of the risks inherent to the project, seeking in particular to identify those risks that may have a bearing on the project in the course of its life-cycle. If a project similar in nature was undertaken previously, then lessons learned from risk management on that project may be used for the new project.
Assistant Professor Dr. Aurangzeb Zulfiqar Khan Department of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 14

The Initiation Phase of a Project

(Project Assumptions and Constraints) Projects are usually undertaken in very complex internal and external environments and are subject to a multitude of factors and influences. Assumptions may constitute the basis for the subse-quent planning and execution of the project. For example, an assumption could be that the cost of project inputs will not increase over the project life-cycle, that project requirements will not signifi-cantly change and that all key stakeholders will support the project.

Constraints are factors which have a limiting effect on how the project is undertaken. These include for example Assistant Professor Dr. Aurangzeb Zulfiqar Khan constraints with regard to project policies, Department of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan

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(Project Policies, Processes, Systems etc.) Projects are not undertaken in a vacuum but in an environment which is characterized by diverse policies, processes, systems, infrastructure and so forth. Project success is conditioned in part by the maturity of these environmental factors. When considering a new project careful thought must, therefore, be given to whether the project can be supported to the extent it requires through the organizations existing assets.

The Initiation Phase of a Project

Assistant Professor Dr. Aurangzeb Zulfiqar Khan Department of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan

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Project Pre-Feasibility Studies

A Pre-Feasibility Study is done with the purpose of determining whether or not it is worthwhile to proceed with a detailed Feasibility Study of a project. Pre-Feasibility Studies have exploratory framework character but sometimes they evolve into full-fledged Feasibility Studies. Pre-Feasibility Reports are usually of a (comparatively) short length and duration than Feasibility Reports which analyze a project in great detail.

Assistant Professor Dr. Aurangzeb Zulfiqar Khan Department of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan

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Example of a Project Pre-Feasibility Study

The Small and Medium Enterprise Development Authority has 118 prefeasibility reports relating to projects in Pakistan which are freely down-loadable from its website. The reports span following areas: Agriculture, carpets, ceramics, chemicals, construction, dairy, education, electronics, entertain-ment, fisheries, food, furniture, gems & jewelery, IT, leather, light engineering, livestock, Assistant Professor Dr. Aurangzeb Zulfiqar granite, minerals, marbel & Khan Department of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan paper, petroleum,

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Project Feasibility Studies

A Feasibility Study is done with the purpose of deter-mining whether or not it a project should be under-taken. A formal study is typically performed on large, complex projects. Feasibility Studies can be regarded as projects in their own right and are usually undertaken by experienced consultants. Feasibility studies can be very detailed and explicit, spanning volumes in some cases. They look at alterna-tive solutions and come up with the best possible one.

Assistant Professor Dr. Aurangzeb Zulfiqar Khan Department of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan

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Project Feasibility Studies

A Feasibility Study examines at diverse issues, including the projects technical feasibility, its financial viability, its social desirability and legal acceptability. On infrastruc-ture projects a Feasibility Study may assess the projects ecological consequences and impact on archeological and cultural assets. The Feasibility Report can contain a lot of useful infor-mation for the project planning phase.
Assistant Professor Dr. Aurangzeb Zulfiqar Khan Department of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan

Feasibility Reports may sometimes generate

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Project Feasibility Case Studies

Karnataka State Highways Improvement Project Hotel Development in Isle of Wight County, VA, USA

Assistant Professor Dr. Aurangzeb Zulfiqar Khan Department of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan

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Project Preliminary Scope Statement

Project Goal and Objectives Project Deliverables Project Requirements Project Boundaries Project Assumptions & Constraints Project Risks and Issues

Department of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan

The Project Preliminary Project Organization Scope Statement provides Project Cost and Schedule an indication of the project deliverables and serves as Configuration a guide for developing the Project Approval Requirements detailed project scope Project Acceptance Criteria statement and for planning the project. Assistant Professor Dr. Aurangzeb Zulfiqar Khan
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Project Preliminary Scope Statement

(Case Study)

SharePoint Portal Development

Assistant Professor Dr. Aurangzeb Zulfiqar Khan Department of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan

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Project Charter According to the Project Management Institute, the Project Charter is the document that formally authori-zes the project. The Project Charter provides the Project Manager and Project Team with the authority to use resources for the purpose of undertaking the project. The Project Charter is usually short and is issued by the Project Sponsor or a senior official outside the level of the project organization.
Assistant Professor Dr. Aurangzeb Zulfiqar Khan Department of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan

Some Project Charters contain brief general

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Project Charter Information contained in or referred to in other project documents the Project Charter may span the following:

Project Background Purpose for undertaking the project Project Justification Requirements Stakeholder expectations from the project Assumptions and Constraints Project Organization Stakeholder Roles and Responsibilities Schedule and milestones Indication of budget Assistant Professor Dr. Aurangzeb Zulfiqar Khan Department of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan Supporting infrastructure 25

Project Charter Case Studies

California Child Support Automation System

Assistant Professor Dr. Aurangzeb Zulfiqar Khan Department of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan

CMS

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