Project Life Cycle in Industrial Engineering
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=== Initiation: Starting the project === | === Initiation: Starting the project === | ||
This phase is where the project objectives are defined and the aspects of the project agreed. It is the phase where a problem is identified and potential solutions suggested. The scope of work is now defined in detail. | This phase is where the project objectives are defined and the aspects of the project agreed. It is the phase where a problem is identified and potential solutions suggested. The scope of work is now defined in detail. | ||
| + | *One of first steps is the stakeholder analysis, Understanding which people or organizations will be impacted by or can influence your project, and what is in scope of the project is critical for ensuring your project's success. The easiest way is to ask the project stakeholders to sign the WBS (or PBS). Being asked to sign their agreement against the scope will force a careful analysis of the requirement which can save a lot of time and cost later. | ||
| + | *During this phase it is important to talk with project members in order to give an opportunity to engage with anyone who knows the work better than they may do. This stage is also an opportunity to engage the wider project team in working together. | ||
| + | *Initiation time allows the project team to define the work in a logical way, without being distracted by the timeline which comes later in the planning stage. By ensuring each step of defining your project is done methodically, it will lead to a better result, and increase the chances of project success. | ||
| + | *Developing the responsibility assignment matrix (RAM) before the planning stage allows the project team to avoid the distraction of reality at too early a stage. It is too tempting to modify resource requirement because of assumptions about availability instead of simply and methodically agreeing who should have responsibility for what work. It is also important to keep the distinction between responsibility (at this stage) and resource allocation (who will do the work, agreed at the planning stage). | ||
| + | *There is often much confusion between programmes and projects. It should be clear at this stage. There are 3 important parameters in project management: time, cost and quality. | ||
| + | |||
====Example initiation phasee==== | ====Example initiation phasee==== | ||
Revision as of 12:46, 16 February 2018
All projects can be mapped to a generic life cycle structure. A project life cycle is a sequence of steps through from the beginning to the end of the project, they are sequential and, generally in industrial engineering, there are 4 four main phases which are: Initiation, Planning, Execution and Closure. Phases can be broken down by intermediate milestones, specific results or deliverables. The project life cycle also allows for the gate procedure to be used, this is a tried and tested method for delivering projects on time, within budget and to the expected quality targets. The life cycle provides the basic framework for managing the project, regardless of the specific work involved, it is independent from the product life cycle produced by or modified by the project.[1]
Contents |
Big idea
Most of industrial projects follow a Life Cycle Model [2] which have all the time the same structure, with 4 steps: Initiation, Planning, Execution and Closure. This structure is often used in industrial engineering, because there is a communication with upper management or other entities less familiar with the details of the projects. Taken together, these steps represent the road a project takes from the beginning to its end and are generally referred to as the project “Life Cycle”. The interfaces of the phases form milestones for progress payments and reporting progress to top management, who can then make the decision to abort or provide further funding. Sometime, the production of a prototype begin before the end of the design, this is known as concurrent engineering and is often employed to reduce the overall project programme. [3]
Initiation: Starting the project
This phase is where the project objectives are defined and the aspects of the project agreed. It is the phase where a problem is identified and potential solutions suggested. The scope of work is now defined in detail.
- One of first steps is the stakeholder analysis, Understanding which people or organizations will be impacted by or can influence your project, and what is in scope of the project is critical for ensuring your project's success. The easiest way is to ask the project stakeholders to sign the WBS (or PBS). Being asked to sign their agreement against the scope will force a careful analysis of the requirement which can save a lot of time and cost later.
- During this phase it is important to talk with project members in order to give an opportunity to engage with anyone who knows the work better than they may do. This stage is also an opportunity to engage the wider project team in working together.
- Initiation time allows the project team to define the work in a logical way, without being distracted by the timeline which comes later in the planning stage. By ensuring each step of defining your project is done methodically, it will lead to a better result, and increase the chances of project success.
- Developing the responsibility assignment matrix (RAM) before the planning stage allows the project team to avoid the distraction of reality at too early a stage. It is too tempting to modify resource requirement because of assumptions about availability instead of simply and methodically agreeing who should have responsibility for what work. It is also important to keep the distinction between responsibility (at this stage) and resource allocation (who will do the work, agreed at the planning stage).
- There is often much confusion between programmes and projects. It should be clear at this stage. There are 3 important parameters in project management: time, cost and quality.
Example initiation phasee
Planning: Organizing and preparing
This phase is where the project is broken down into manageable areas of work and planned in terms of time, cost and resources. This is a continuous process and will extend throughout the execution phase of the project.
Example planning phase
Execution: Carrying out the work
During this phase the work is implemented, controlled and monitored.
Example execution phase
Closure: Closing the project
The purpose of the Project Closure Phase is to formally close the project. During Project Closure, there are several key activities that need to be performed...
- Verify that the completion criteria are met
- Create a project closure report
- Collect and archive project artifacts
- Perform a project postmortem
Example closure phase
Applications
Limitations
It is important to ensure the project life cycle used on your project is appropriate to the work being carried out and split into distinct and manageable phases.
Annotated Bibliography
- Project Management Institute (2013). A Guide to the Project Management Body of Knowledge (PMBOK® guide): This book explains in details the Life Cycle Model.
- Albert Lester (2007). “Project Management, Planning and Control” : This book explains differents methods and model of project management, planning and control.
References
- ↑ Project Management Institute. “A Guide to the Project Management Body of Knowledge (PMBOK® guide)” – Fifth Edition, 2013. Page 38 to 46
- ↑ http://apppm.man.dtu.dk/index.php/Life_Cycle_Model December 2014
- ↑ Albert Lester. “Project Management, Planning and Control” – Fifth Edition. Elsevier Ltd. 2007. Page 37 to 39
