Project Management Life Cycle Essay

Four Stairss of Project Management Life Cycle
Undertaking Management Life Cycle is a separation for a undertaking. Harmonizing to Ms. Cui’s research. directors can divide a whole undertaking to some stairss and connect those stairss with undertaking operation ; the amount of all those stairss are project direction life rhythm ( Cui. 2011 ) . There are four constituents in undertaking direction life rhythm. which are clip demand. undertaking phases. undertaking undertaking and undertaking consequence. By and large. because the capriciousness of undertaking. undertaking direction life rhythm frequently uses clip dimension to command and measure the undertaking ( Cui. 2011 ) . There are many ways to divide project life rhythm into stairss. Project Management Institute in United States ( PMI ) separates the undertaking life rhythm into three stairss: beginning phase. medium phase and concluding phase ( Cui. 2011 ) .

Chinese Project Management Body of Knowledge ( C-PMBOK ) separates the undertaking life rhythm into four stairss: Conception Phase. Development Phase. Implementation Phase and Final Phase. Though those two criterions have some differences. both of them separate a undertaking into many stairss in order to study and command the operation of undertaking. In my sentiment. the criterion of C-PMBOK is better than the criterion of PMI. C-PMBOK’s criterion is non merely based on clip dimension but besides based on activity dimension. C-PMBOK demonstrates the of import purpose for each phase. However. the criterion of PMI is merely based on clip dimension and fails to show purposes of phases. ( 1 ) Concept Phase

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In this measure. the undertaking practician should seek his or her best to clear up the nucleus mission. the clients’ demand. the purpose and the definition of his or her undertaking. In concern. undertaking practicians may direct a Request for Proposal ( RFP ) to clients. Harmonizing to the feedback of RFP. undertaking practician will do a basic construct for his or her undertaking. Feasibility study and undertaking design are two necessary paperss in this measure. ( 2 ) Development Phase

In this measure. undertaking practician should do the item program for the whole undertaking and discourse this program with clients. This measure is the last measure before the undertaking will be put into pattern. Not merely a program. a scheduling continuance should be set up for following phase. In add-on. undertaking practician should form the squad and arrange plants. ( 3 ) Execution Phase

In this measure. the undertaking is implemented. Undertaking squad should works as the undertaking program and guarantee all phased purposes achieved. ( 4 ) Final Phase
After Implementation Phase. the work of the undertaking is finished. However. completing all plants does non intend that the whole undertaking coatings. In this measure. some of import work still should be done. For illustration. in trading concern undertaking. undertaking practician should look into out whether the goods are delivered to rectify client and whether all bills are paid in clip. In add-on. the feedback from clients and the lesson learned are both should be done in this measure. Peoples should understand that those stairss supra are a general method to divide the undertaking life rhythm. Both criterions of C-PMBOK and PMI are guides instead than practical ways. In different industries. most of directors will utilize those ways to divide pull off their undertakings.

However. harmonizing to the different characters of industries. directors separate their undertaking based on their different demands. For Instance. in urban building industry. Morris Model is widely used in undertaking direction life rhythm ( Dong & A ; Wang. 2010 ) . Morris Model separates the undertaking life rhythm into four stairss. which is same as general method. However. stairss in Morris Model show the characters of urban building industry: Feasibility measure. urban planning and designing. constructing measure and seting into use measure ( Dong & A ; Wang. 2010 ) . The Ways to Evaluate and Control the Undertaking

To guarantee the undertaking runing good and on clip. the ways to measure and command are of import. In current undertaking direction life rhythm theory. three constructs are introduced to directors. which are used to measure the undertaking operation. ( 1 ) Checkpoint

Checkpoint is a specific clip point. Directors will put up many checkpoints in each stairss of project life rhythm. Every checkpoint will hold a specific clip span with another 1. Manager will compare the state of affairs of undertaking operation with undertaking program to look into whether or non the undertaking is on path. For illustration. when China Merchants Bank designed their new system. the director of IT section set a checkpoint every two hebdomad to measure whether this employees finished their work as undertaking program that is 1000 lines computing machine plans per hebdomad. ( 2 ) Milestone

Milestone is a specific clip point. excessively. However. different with checkpoint. the undertaking will be evaluated non merely whether the clip agenda is all right but besides whether the quality and end demands are achieved on milepost. Milestone will be set after a phase work coating. In a measure of project life rhythm. there will be many checkpoints but merely few mileposts. ( 3 ) Baseline

Baseline is a sort of particular milepost. The phase work before a baseline will be the footing of the phase work after this baseline. For illustration. when aeroplane company designs a new plane. engine design and tuning will be a phase work followed by a baseline because of three grounds. First. the engine design and tuning should be finish in clip because the fly trial can non be done without engine. Second. the quality of engine design and melody is the nucleus component of the safety of trial. Third. the engine design will be one of rudimentss of following phase work – plane tuning. When director set checkpoint. milepost and baseline. they need to see carefully. If the
clip spans between them are excessively short. the rating will be meaningless. However. if clip spans are excessively long. errors will roll up excessively many and serious to be fixed and rescued. Directors should seek to guarantee the undertaking is runing as agenda. If losing the checkpoint. milepost or baseline. directors need to repair their program to trail the clip expected agenda. or the undertaking might be delay or failed on quality.

Mention
Gray. C. F. . & A ; Larson. E. W. ( 2000 ) . Project Management: The Managerial Process. Boston: Irwin/McGraw-Hill. c2000. Project Life Cycle. ( 2010 ) . Retrieved from hypertext transfer protocol: //wiki. mbalib. com/wiki/ % E9 % A1 % B9 % E7 % 9B % AE % E7 % 94 % 9F % E5 % 91 % BD % E5 % 91 % A8 % E6 % 9C % 9F Dong. W. . & A ; Wang. J. ( 2010 ) . The Undertaking Management Life Cycle of Urban Construction Based on Parallel Engineering. Urban Construction. 4 ( 69 ) . 161-162. Retrieved from hypertext transfer protocol: //doc. mbalib. com/view/72774efdf93f3360debc6fa5f66edfd8. hypertext markup language Miao. Z. ( 2012 ) . The Management of Core Stage of PDM Project Life Cycle. E-Work. Retrieved from hypertext transfer protocol: //doc. mbalib. com/view/d1b58b855dd0dc9998b3ee7d4899a771. hypertext markup language Cui. L. ( 2011 ) . The Optimization Research of Project Management of “Graduate Student Research Project” . Journal of Guangxi University. Retrieved from hypertext transfer protocol: //doc. mbalib. com/view/c6c150395dca43e5a5755d199261d8b5. hypertext markup language