CHAPTER 2(PART 1)

PROJECT LIFECYCLE
(CONCEPT OF PROJECT LIFECYCLE)

BY:
MOHAMAD SHAHRIZAL BIN ALIAS
 PROJECT LIFECYCLE
The sequence of phases
through which the project
will evolve.

The lifecycle is the

only thing that uniquely
distinguishes projects
from non-projects.

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 PROJECT LIFECYCLE
Project management basically starts with an idea.

Project manager will be involved from an early

stage to the completion of the project.

Project construction are very complicated due to

its dynamic characteristic.

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 BUILDING PROJECT EXAMPLE

1. It starts with an idea.

2. Combine with money, the project is born.

3. The project is presented in form of drawing and

specifications.

4. The project then built by contractor.

5. When finish, the project is turned over to the owner.

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 PROJECT INITIATION
1.Initiation/idea will be used for feasibility
study, requirement and process overview and
the like.
2.During the initiation stage, the need for the
project construction will be identify.
3.The process is as follows:
i. Review all options.
ii. Check the requirement.
iii. Identify position in corporate planning.
iv. Check whether project will be funded.

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 PROJECT INITIATION
FEASIBILITY STUDY

1. Feasibility Study will consider the suitability of the

process, space requirements, and the possible use of
standard design.

2. If the study found that the proposal is not feasible for

example in terms of engineering, the proposal will be re-
evaluate.

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PLANNING AND BASIC
PROCESSES
i. Defining scope

ii. Work breakdown structure

iii.Role assignment and scheduling

iv. Fund allocations

v. Risk Management

vi. Procurement planning

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 ACTIVITIES
IMPLEMENTATION
i. Execution of project plan

ii. Handle changes

iii.Project control

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 EXECUTION OF PROJECT PLAN

i. The stage where 2-D drawing becomes

the real thing.

ii. Main element consist of managing &

coordinating field operation
throughout construction phase.

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EXECUTION OF PROJECT PLAN
iii. The construction professionals
must;
Schedule works & activities.

Choose the most efficient & safest

construction techniques.

Constantly direct and motivate.

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HANDLE CHANGES / VARIATIONS
There are 2 conditions that may appear
in considering variation which are:

Changes by the Changes by the

builder owner

i. Managing the variation process should follow the process

set out in the contract OR
ii. At least get them in writing.

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CLOSE-UP ACTIVITIES /
TURNOVER

i. The project must be turn over to the

owner for use.

ii. Starting point from construction phase to

operation stage.

iii. Operation stage is where owner or end

user to evaluate the product.

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 Normal Premature

CONDITIONS Perpetual
FOR CLOSURE

Changed
Priority Failed
Project

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 WORK BREAKDOWN STRUCTURE

i. Hierarchical outline that identifies

the product and work elements involved
in a project.

ii. It is a breakdown of the work into

smaller, manageable pieces.

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 BICYCLE EXAMPLE

LEVEL 1 Bicycle

LEVEL 2 Seating Powertrain Structure

LEVEL 3 Chain Pedal Gear

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 FOUR PHASE PROJECT
LIFECYCLE
Define
Key Purpose
Propose a project to senior
management with a brief written
document to establish a shared
understanding of the proposal before
writing a Plan, Schedule,
and Budget
Key Questions
Is this the right project?
What results should it achieve?
How will success be measured?
Key Activities
Understand stakeholder interests
and expectations
Establish a shared high-level
understanding of the proposed
project and its intended results
Key Deliverables
Project Definition Document and/or
Business Case
Moving to the Next Phase
When your Project Definition Document
and/or Business Case are approved by
senior management, move to the Plan
Phase
16
Plan
Propose a project in more detail, and
outline a clear approach for executing the
project in a Plan, Schedule, and Budget
How will the project achieve its
objectives?
When will the project finish?
Who will do what?
What will it cost?
How will risks/issues be managed?
Thoroughly plan the project activities,
schedule, and resource requirements
Provide more detailed information to
senior management for discussion
and approval
Project Plan
Project Schedule
Project Budget
When your Project Plan, Schedule, and
Budget are approved by senior
management, move to the Implement
Phase
Implement
Do the work described in the Project Plan, Shut down the project in a controlled
aligned with the Schedule and Budget
How is project work progressing?
What issues and risks does the
project face, and how should these
be managed?
How much is the project actually
costing?
Mobilize the team to execute the
Project Plan
Control the execution of the Project
Plan
Communicate with stakeholders
Report project status
Update the Project Plan, Schedule,
Budget, and Business Case as
needed
Project Manual
Status Reports
Risk, Issue, and Change Logs
Updated Plans, Schedules, Budgets
As project deliverables near completion,
move to the Close Phase
Close
manner
Is the work of the project complete?
Did the project achieve its
results/outcomes?
What did the team learn that could
help other projects?
Where do project staff go next?
Demonstrate that the project is
complete
Assess the success of the project
Undertake administrative close-out
Transfer knowledge to the
permanent organization
Support departing staff
Final Acceptance Document
Lessons Learned Document
Project Archives
When this phase is complete, the project
is finished
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