Knowledge

process

Skill

tool

technology

The project is over

There may be duplication of elements in some project deliverables, but such duplication does not change the essentially unique nature of the project work

Temporary does not necessarily mean short-lived

The products, services or results created by the project are generally not temporary in nature

Ongoing work is usually performed repetitively according to the organization's existing procedures. In contrast, due to the unique nature of the project, there may be uncertainty about the product, service or outcome it creates

Projects can be conducted at all organizational levels. A project may involve one person, one organizational unit, or multiple organizational units.

A product can be a component of other products or itself an end product;

A capability (such as a business function that supports production or distribution) that can be used to provide a service;

An outcome, such as a result or document (for example, knowledge generated by a research project that can be used to determine whether a trend exists or whether a new process will benefit society).

develop a new product or service;

Changes in the structure, staffing or style of an organization;

Develop or purchase a new or improved information system;

Construct a building or piece of infrastructure;

Implement a new set of business processes or procedures.

start up

planning

implement

monitor

ending

identify needs;

Address the various needs, concerns, and expectations of stakeholders when planning and executing projects;

Balance competing project constraints, including (but not limited to):

The relationship between these factors is that any change in one factor will affect at least one other factor

reflect:

Different project stakeholders may have different views on which factors are most important, further complicating the issue

Changing project requirements may result in additional risks

In order to achieve project success, the project team must be able to correctly analyze the project situation and balance project requirements

Because changes may occur, the project management plan needs to be revised and progressively detailed throughout the project life cycle.

Progressive elaboration refers to the continuous improvement and refinement of plans as information becomes more detailed and estimates become more accurate

It enables the project management team to conduct more in-depth management as the project progresses

Projects are often used as a means to achieve an organization's strategic plan

Market demand (for example, in response to a shortage of gasoline, a car company approved a research and development project for low-fuel consumption vehicles);

Strategic opportunities/business needs (e.g., a training company approves a new course development project to increase revenue);

Customer requirements (such as a power company approving a new substation construction project to supply power to a new industrial park);

Technological advances (such as an electronics company approving a project to develop faster, cheaper, and smaller laptops after advances in computer storage and electronics);

Legal requirements (e.g. a chemical company approves a project to develop guidelines for handling new toxic substances)

A major function of the PMO is to support the project manager in a variety of ways

Responsibilities, but not limited to:

Project managers and PMOs have different goals and have different requirements, but all their efforts must meet the strategic needs of the organization.

Role differences between project managers and PMOs may include

At the project closing stage

When developing new products, upgrading products or increasing production;

When improving operations or product development processes;

Before the product exits operation (end of product life cycle).

At each point in time, deliverables and knowledge are transferred between projects and operations as related work is completed

Operations is a continuous work that produces repetitive results. It uses allocated resources to perform basically unchanged operations according to institutionalized standards in the product life cycle.

Unlike the ongoing nature of operations, projects are temporary efforts.

Knowledge: What does the project manager know about project management.

Practical Ability: What the project manager is able to do or achieve by applying project management knowledge.

Personal Qualities: How the project manager acts when executing a project or related activities. Personal qualities include attitudes, key personality traits, and leadership—the ability to guide the project team toward achieving project goals and balancing project constraints.

organizational culture, structure and processes;

Government or industry standards (such as regulatory agency regulations, codes of practice, product standards, quality standards and process standards);

Infrastructure (such as existing facilities and fixed assets);

Current human resources status (such as personnel skills, literacy and knowledge in design, development, legal, contracting and procurement, etc.);

Personnel management systems (such as personnel recruitment and retention guidelines, employee performance evaluation and training records, overtime policies and time records);

The company’s work authorization system;

market conditions;

Stakeholder risk tolerance;

political climate;

The communication channels the organization already has;

Commercial databases (such as standardized cost estimate data, industry risk research materials, and risk databases);

Project management information systems (e.g., automation tools, including schedule software, configuration management systems, information collection and distribution systems, or web interfaces to other online automation systems).

Projects and project management are both conducted within an environment that is larger than the project itself. Understanding this broader environment helps ensure that project execution is consistent with corporate goals and that project management is consistent with the organization's existing practice methodologies.

This chapter will introduce

Cycle Definition: A project life cycle is a collection of project phases that are usually sequenced and sometimes intertwined.

Phase naming: The name and number of phases depend on the management and control needs of the organization or organizations involved in the project, the characteristics of the project itself, and its application field.

The project life cycle can be determined or adjusted based on the characteristics of the organization or industry, or the characteristics of the technology used.

While every project has a clear start and end point, its specific deliverables and activities during the project will vary significantly from project to project

The life cycle provides the basic framework for managing a project, regardless of the specific work involved.

Startup project;

organization and preparation;

Execute project work;

End project

Replenish

Product Lifecycle

project life cycle

Common: