There are some nuanced definitions for a project life cycle, with organizations across different industries having their own twist on what best fits their project needs. With the diversity that comes with projects, it is understandable that different groups will tailor the definition, however, there are some key phases that are consistent across all groups. The generally accepted phases are as follows:
- Starting the project
- Organizing and preparing
- Completing the project tasks
- Closing out the project
A more commonly seen definition with the same phases are: Initiation, Planning, Execution, Closure. Each of these phases are complex in their own right, as these are simply umbrella terms that cover multiple tasks and choices. To fully understand each phase, it is important to look a little deeper.
Initiation
The initiation phase is when most of the major questions for the scope of the project are asked and answered. Questions such as “what is the purpose of this project, and what are we trying to accomplish with the result of this project?”
This phase is also defined as the processes and tasks performed to define the scope of a new project that contributes to the values and goals of the parent company or organization. A lot of the initiation phase tasks are performed outside of the project team, typically by the parent company executives and decision-makers, and these decisions and tasks will guide the project manager and project team throughout the life cycle of the project.
For this phase, and with all of the life cycle phases, there are outputs that are needed before the team can move on to the next phase. For the initiation phase, the two most common outputs are the project charter document and the project scope statement.
The project charter is a document that will guide the project team and organize how work will be distributed, expectations and responsibilities of the members, and other details that are often neglected or ignored. This document will serve as the guide for the project team, so the more detailed the project charter is the easier the project will be down the road.
The project scope statement is a similar document to the project charter, but is often intended to be more compact. The project scope statement defines the work of the project, the project deliverables, major objectives for the life cycle, and any important details or values/goals of the parent company that should be involved throughout the project. This document is where the team will keep all of the important details and dates for the entire project. This document will often be viewed by stakeholders and shareholders, so it is essential that this document is detailed and an accurate reflection of the team and project.
Planning Phase
The main function of the planning phase is to develop a full project plan that will encompass all parts of the project, and create a tangible roadmap for the project team. This phase will include all of the project scheduling, budgeting details and resource allocation, and give the project scope more depth and details as information is acquired and analyzed by the team.
A very common occurrence with this phase in many projects is overplanning the project and including too many details. Before the project begins, there are many unpredictable factors that will eventually change from the original project plan.
Therefore, is it important for the project team to plan for these changes and make the project plan flexible to a certain degree. Factors such as budget and time are subject to some fluctuation, so teams should anticipate this and include it within the project plan.
Most early project plans will aim to answer some key logistical questions about the project, such as:
- What will be the scope statement?
- Who will be on the project planning team?
- What deliverables will the project have, and what is the timeline for completion?
- What will the work breakdown structure look like?
- What are the main costs and who are the main suppliers?
- What will the schedule look like?
These are just a few of the questions asked during this period, and as expected the questions for this phase will be dependent on the project and industry. Regardless, the main factors of scope, time, cost and resources should always be addressed.
There are a few main outputs of the planning phase, which are the project management plan, the 9 areas of knowledge management plans, and ongoing plan updates. Starting with the project management plan, this is the bulk of the project plan which includes the budget, schedule and resource allocation with expectation of certain variability.
The 9 areas of management plans include: scope, time cost, quality, human resources, communication, risk, procurement, and stakeholder management. The project team should have some answers for all of these questions, again the understanding that the project is subject to changes throughout the life cycle. Furthermore, the team should describe their approach to each of these items, as well as their plans to adapt to changes throughout.
Again, the main focus of this phase is to develop a strong understanding and outline of the project and coordinate with the parties involved. The project plan will almost always change, so the project manager and team should include this within their plans.
Execution Phase
The main focus of the execution phase is to follow the project plan and provide deliverable(s) for the project. Simply put, the project team is using their project plan to produce outputs throughout the project as needed. Additionally, the execution phase can be broken down into two main parts: perform the required project tasks and monitoring and controlling of the project.
The monitoring and controlling tasks are related where the project team analyzes their project standing and output, and will often make changes or amendments to their initial project plan. Much documentation and team collaboration is needed by the project team to keep track of changes and progress along the project timeline.
The execution phase has the most volume of output since this is when the majority of the work is completed. The most common outputs from projects are project deliverables, measurements of project actions compared to the original project plan, identification of what needs to happen to keep the project progressing, and change management documents.
The change management document is a crucial part of the project, as it gives the project team an understanding of how the project actually turns out versus the original project plan.
The documentation that occurs during the project is some of the most valuable information a project manager can obtain, as it shows not just the progress but the comparison of the plan to the actual result. This can be applied to the future of the project as well as other similar projects in the future.
In that same respect, if a project manager is able to access documents or information about similar projects and how they resulted, this gives them an upper hand on the uncertainties of projects.
Closing Phase
The closure phase is when all of the deliverables are complete and in the hands of their intended beneficiaries. This includes both internal and external stakeholders. This is also the time where the project has some administrative closure, where project activities are closed out and final documentation that has been updated throughout the life cycle.
The closing phase should ultimately be the most straightforward phase, as all of the decisions and major actions of the project should be completed. Many of the tangible tasks of the closing period are tying up loose ends and completing the necessary documents for the project end.
This is also the time when the stakeholders are able to see most if not all of the completed project, and the vision of the project from the initiation phase are seen. The project team can use their progress tracking documents to see how close the final project result is compared to the initial plans.
Overall, this phase is centered around finishing touches and checking off the final boxes for the project requirements, and ensuring the project meets all of the demands of the parent company.
Summary
The total project life cycle is a long and extensive process, with a general foundation that most organizations will tailor to their own project needs and industry. This process can generally be broken into 4 main phases: Initiation, Planning, Execution, and closing; each of these phases contains many of their own standards.
Initiation Phase
This is when the project idea is formulated and the major questions of the project are asked and answered. The major factors such as time, cost, and scope are identified and documented for progress tracking purposes. The two main deliverables of this phase are the project scope statement and the project charter, which both address these big questions being asked by the project team.
Planning Phase
This is where the bulk of the logistical planning occurs, and the project team starts to address the big topics, such as resource allocation, budgeting, and timeline, all of which help give the project scope more depth and detail.
Again, for this phase the main deliverables are the project management plan, the 9 areas of knowledge management plans (scope, time cost, quality, human resources, communication, risk, procurement, and stakeholder management), and ongoing plan updates. Each of these deliverables has their own purpose in aiding the project team, but they all set the foundation for the team’s approach to the project.
Execution Phase
This is where the bulk of the project timeline is spent, with the most tangible output occurring for the project. The team knows what tasks are to be completed and when, however most projects will change due to various factors. Therefore, it is essential that the project team accurately document the project as it happens compared to the original plan. Continually documenting progress is also valuable as it is the main deliverable that the stakeholders can use to assess the project.
Closing Phase
The final stage of the life cycle, where most of the work is administrative closings and documentation occurs. The theme of this phase is typing loose ends, as most all of the tangible deliverables are completed or in the process of completion. This is when the project team and stakeholders are able to compare the original plan to the realistic outcome, and identify all of the factors that changed the original plan.