Unit 2: Project Life Cycles

2.1 Differentiate between linear, iterative and hybrid life cycles

- Linear: highly predictive and assumed that knowledge regarding the context is well
established and stable. Phases in the cycle enable clearer identification of priorities and
focus on the current work,
o Concept – Definition – Development – Handover – Closure – Benefits realisation
phase - transition
- Iterative: a life cycle that repeats one or more of the phases of a project before
proceeding to the next ones with the object of managing uncertainty of scope by
allowing objectives to evolve as learning and discovery takes place. Using an agile
approach to process and learning. Flexible project scope within timescale and budget
o Pre-Project, feasibility & foundations, Evolutionary Development (assemble,
review, deploy), Post project.
- Hybrid: pragmatic approach to achieving beneficial change that combines linear life
cycles for some phases or activities with an iterative life cycle for others e.g. agile
approach in the define and develop phases of a linear structure. Prototypes, time boxes
or parallel activities are used to acquire new insights, or explore high-risk optons etc
o Concept, Define (Include iterative life cycle to work with users), Development,
Handover, closure
 Difference Linear Iterative Hybrid
Structure Sequenial and structured approach – Repeats one or more phases Combines iterative and
where each phase flows directly into of a project life cycle, or linear, providing tailored
the next without revisiting previous iterations of planning, structure based on
stages. Best for when the expectation execution etc. Allows for project’s specific needs.
of each phase is clear, provides a clear several iterations, each one Balances structure of
project framework for the project generating successful linear and flexibility of
team to adhere to. Suited for stable, deliveries of further value. Its iterative. Eg iterative in
lower-risk enviroments suitable for projects with the testing phase,
evolving or uncertain provides stability for core
Control and information passed on to requirements project requirements and
the next phase when milestones flexibility in addressing
defined in the PMP are reached and Greater flexibility and changes.
accomplished. The output/final adaptability, allows for
outcome is only available in the continuous improvement of
transistion phase of the life cycle (the deliverables based on
end). Ensures clear progression feedback and changing needs.
between phases and systematic Eg scrum does sprints
execusion of project eg waterfall iterations, enables teams to
model – best where requirements adapt and respond to
management, design etc can be done feedback quickly
in an orderly manner.

Change Limited flexibility for accomodating Change is embraced, short- Moderate flexibility in
management changes once phase is complete. time boxes of work mean managing change,
changing objectives and depending on which
Suited for projects with stable and priorities can be included in elements of linear and
well-defined requirements. next iteration to evolving iterative combined. Allows
requirements. changes to be managed
Change implemented to minimise while minimising
disruptions and maintain integrity of For continious improvement disruption to project plan
project plan, also so changes and adaptation. Eg Agile eg linear planning phase
evaluated before implementation, methodology, provides but iterative development
flexibility and responsiveness cycle to accommodate
Change is controlled and follows a to stakeholder feedback. changing priorities.
formal process. Outputs not different
from original specification, only
beneficial change approved.

Scope Projects with well-defined scope Evolving uncertain scope, Adaptability to varying
where requirements unlikely to flexibility to evolving scopes, stability for
change significantly. To establish clear requirements. Important for defined aspects of the
boundaries and deliverables upfront, accomodating changes to project and flexibility for
minimising scope creep. Eg scope based on feedback and evolving requirements.
 construction projects. evolving needs. Eg software Important so change can
projects with rapidly evolving be managed while
market. controlling core project
requirements.

2.2 Explain the differences between a project life cycle and an extended life cycle
Scope of phases:
A project life cycle contains the phases up to handover and closure, for clear endpoint defined
by handover and closure to mark completion of project, whereas an extended life cycle goes
beyond the handover and closure phase encompassing the benefits realisation phase. To ensure
benefits realised and can generate value for organisation, allows for monitoring outcomes to
achieve business objectives.
Accountability and Governance:
Project Life Cycle: Accountability for the project output is handed over to the end user or client
upon completion. This is crucial so handover of accountability ensures end user takes ownership
and for implementation and utilisation. In extended life cycle however, accountability for
adoption of the output remains within the project until the change is fully embedded in
operations. Governance also extends beyond project completion to ensure the realization of
benefits, important because allows for continues oversight and management of adoption
process so change is effectively embedded into operations and benefits are realised. Extended
governance helps adjust strategies to optimise benefits over time.
Knowledge Management and Collaboration:
Project Life Cycle: Knowledge boundaries may form between project teams and operations after
handover, potentially hindering collaboration and knowledge transfer. Dsbanding project team
can lead to loss of organisational learning and expertise. Extended Life Cycle: Maintains
accountability within a single organization, preventing the formation of knowledge boundaries
between project teams and operations. This fosters seamless collaboration and knowledge
sharing, ensuring the successful integration of project outcomes. Fascilitates transfer of lessons
learnt, best practice etc for continuous improvement.
2.3 Outline the role of knowledge and information management to inform decision making
Status Reporting: Knowledge Management (KM) assists the Project Manager (PM) in
comprehensively understanding the project's status concerning cost, schedule, and quality
relative to the predefined acceptance criteria outlined in the Project Management Plan (PMP).
Estimating: KM provides access to historical project data, enabling the PM to establish more
accurate schedules and costs by leveraging past project performance as benchmarks.
Risk Identification: KM facilitates risk identification through structured workshops, aiding the
PM in recognizing potential risks early in the project lifecycle.
Problem Solving and Option Appraisals: KM supports the PM in generating solutions for project
issues by leveraging their own expertise, as well as tapping into the collective knowledge and
ideas of team members and subject matter experts.
Availability of Information: KM ensures that decision-makers have access to relevant
information in suitable formats during critical project milestones, such as gate reviews,
facilitating informed decision-making.
Audits: KM, manifested through audits, promotes knowledge sharing and dissemination of best
practices, fostering continuous improvement across projects.
Explain the benefits of conducting reviews throughout the life cycle (including decision gates,
benefits reviews and audits)
Enhanced Decision-Making: Regular reviews provide opportunities to assess project progress,
identify potential risks, and make informed decisions. By gathering feedback and insights from
stakeholders at key milestones, project managers can adjust strategies, allocate resources
effectively, and mitigate risks in a timely manner. This proactive approach enhances decision-
making, leading to more successful project outcomes and organizational objectives.
Improved Quality and Performance: Reviews facilitate continuous evaluation of project
activities, deliverables, and processes. By conducting thorough assessments and identifying
areas for improvement, project teams can implement corrective actions promptly, address
issues before they escalate, and ensure adherence to quality standards. This focus on quality
and performance improvement fosters a culture of excellence within the organization, resulting
in higher-quality deliverables and increased customer satisfaction.
Maximized Benefits Realization: Reviews throughout the project life cycle enable organizations
to monitor progress toward achieving project objectives and realizing anticipated benefits. By
regularly evaluating outcomes against predefined success criteria, stakeholders can identify
deviations, adjust plans as necessary, and optimize resource allocation to maximize benefits
realization. This proactive approach ensures that projects deliver tangible value to the
organization, align with strategic goals, and contribute to long-term success.
Decision Gates: involve assessing project readiness to proceed to the next phase. This ensures
alignment with objectives, validates feasibility, and authorizes project progression. Validates
business case, so consider project performance. Typically occurring at the end of each project
phase, decision gates involve reviewing project status, risks, resources, and deliverables to make
informed decisions. Maybe stop project if decision is made. The key stakeholders involved
include the project sponsor, steering committee, and project manager.
Benefits Reviews: validate the achievement of project objectives and benefits realization. These
reviews measure project success, assess the impact on the organization, and ensure value
delivery, ensuring benefits achieved. Usually conducted after project completion and closure,
benefits reviews evaluate actual outcomes against expected benefits, monitor progress, and
adjust strategies as needed. The primary participants include the project sponsor, benefits
realization manager, and stakeholders.
Audits: provide an independent assessment of compliance and performance. They enhance
governance, mitigate risks, and ensure adherence to standards. Audits may occur at various
project milestones or upon project completion. In audits, project documentation, processes,
and controls are reviewed to identify areas for improvement. The responsible parties are
external auditors or internal audit teams, along with senior management.
Peer Reviews: offer feedback, insights, and validation from experienced professionals. They
improve project quality, validate assumptions, and promote collaboration. Peer reviews can
occur at any stage of the project life cycle. Leveraging diverse perspectives and expertise, peer
reviews identify issues, share knowledge, and enhance project outcomes. Participants include
peers within the organization, subject matter experts, and project managers.
Post-Project Reviews: evaluate overall project performance and capture lessons learned. They
document key insights, identify areas for improvement, and foster continuous learning. Typically
conducted after project closure, post-project reviews reflect on project successes and
challenges, analyze outcomes, and document recommendations for future projects. The
primary participants include the project manager, project evaluation team, and stakeholders.
Explain why projects may close early
 Alignment Shift: Projects may close if they no longer align with organizational objectives or
strategy. Reason: Changes in business strategy or objectives could render the project's goals
irrelevant or misaligned with the organization's direction. Stakeholders and PM responsible,
throughout life cycle.
 Benefits Unavailability: Planned benefits may become unavailable due to external factors like
competition or market changes.Reason: If external circumstances change, such as the
emergence of a superior product from a competitor, the anticipated benefits of the project may
no longer be achievable. Project sponsor or stakeholders steer and happens across life cycle.
 Unfavorable Results: Challenges during project development, such as budget or schedule
overruns, may lead to unfavorable results. Reason: If project deviations, such as significant
budget or schedule overruns, jeopardize the project's success or viability, early closure may be
chosen to mitigate further losses. PM, governance bodies etc and happens during project
evaluations and checkpoints.

3.1 differentiate between projects and business as usual (BAU)

 Project (Time Bound): Timebound, with defined start and end dates determined during project
justification. Example: Building a new office building, with deadlines set based on business needs
 and ROI calculations. Business as Usual (Ongoing): Ongoing operation of the business, such as
production line activities in a factory. No defined end date; continuous and repetitive tasks.

 Project (Unique): Unique, delivering specific outputs within a defined timeframe with a new
project team. Example: Developing a new software application with unique features. Business as
Usual (Routine): Involves repetitive tasks repeated in similar timescales to maintain efficiency.
Example: Daily customer service operations following standardized procedures.

 Project (Dynamic Teams): Team composition may change throughout the project to meet
demands. Example: Project teams may expand or contract based on tasks and schedules.
Business as Usual (Stable Teams): Stable team allocated to ongoing and repetitive tasks to ensure
consistency and efficiency. Example: Stable team managing routine maintenance tasks in a
factory production line.

3.2 differentiate between project management, portfolio management and programme management

Objective Focus:
Project Management: Focuses on delivering specific objectives within defined parameters and
timeframe. Example: Building a new website for a client within a specified budget and timeline.
Programme Management: Focuses on achieving beneficial change by coordinating related projects and
BAU activities. Example: Overseeing multiple projects to implement a new organizational strategy for
digital transformation.
Portfolio Management: Focuses on selecting and prioritizing initiatives to meet strategic objectives.
Example: Allocating resources to various projects and programs to maximize overall business value.

Scope:
Project Management: Manages individual projects with defined scopes, goals, and deliverables.
Example: Developing a new product prototype according to predefined specifications.
Programme Management: Coordinates multiple related projects and BAU activities to achieve strategic
objectives. Example: Implementing a company-wide change initiative involving multiple departments and
projects.
Portfolio Management: Manages a collection of projects and programs to achieve strategic goals.
Example: Prioritizing investments across various projects and programs to align with organizational
objectives.

Leadership and Management:

Project Management: Led by a Project Manager who oversees tasks, manages risks, and ensures project
completion. Example: Project Manager overseeing a team of developers to deliver a software application.
Programme Management: Led by a Programme Manager who designs programs, manages project
managers, and integrates outputs into BAU. Example: Programme Manager overseeing project managers
and ensuring alignment with overall program goals.
Portfolio Management: Managed by a Portfolio Manager who evaluates proposals, prioritizes initiatives,
and optimizes strategic benefits. Example: Portfolio Manager overseeing a portfolio of projects and
programs, ensuring alignment with organizational strategy.

Resource Allocation:
Project Management: Allocates resources specifically to individual projects.
Example: Allocating funds and personnel to complete the development phase of a project.
Programme Management: Allocates resources across multiple projects and BAU activities within a
program. Example: Distributing resources across various projects to ensure overall program success.
Portfolio Management: Allocates resources to different projects and programs within the portfolio based
on strategic priorities. Example: Prioritizing resource allocation to projects and programs that contribute
most to achieving organizational objectives.

Evaluation and Monitoring:

Project Management: Evaluates project progress against predefined objectives and milestones.
Example: Conducting regular project status meetings and milestone reviews.
Programme Management: Monitors the progress and alignment of multiple projects and BAU activities
with program objectives. Example: Reviewing interdependencies between projects and adjusting program
strategies accordingly.
Portfolio Management: Evaluates the performance and contribution of projects and programs to overall
strategic objectives. Example: Conducting portfolio reviews to assess the alignment of initiatives with
organizational goals and adjusting priorities as needed.

3.3 outline the relationship between programmes, projects and strategic change
Complexity: Programs are suited for complex, organization-wide changes, while projects are more
appropriate for simpler initiatives.
Scale: Programs are preferred for large-scale endeavors, whereas projects are better suited for smaller-
scale efforts.
Risk Severity: Projects are chosen for low to moderate risk initiatives, while programs are utilized for
higher-risk endeavors.