Project Lifecycles & Reviews

Question 1

Project Lifecycle

Answer 1

Defines the inter-related phases of a project, programme or portfolio and provides a structure for governing the progression of work

Question 2

Linear Lifecycle

Answer 2

• Sequence of distinct phases or stages
• A phase can only commence when the previous one has ended Phases cannot overlap
• Generic linear lifecycle:
  
  • Concept phase - need emerges, proposed solution is tested for feasibility
  • Definition phase - detailed plans made, capability to complete project put in place
  • Implementation phase - work takes place to produce products of project
  • Handover - activities involved with formal transfer of ownership from project team to client/sponsor and end users
  • Closeout - closing project down in consistent & organised manner

Question 3

Why structure linear projects in phases?

Answer 3

• Identification of smaller chunks of work that are more managable in terms of time, cost and spec
• Provide sponsor checkpoints and gate review points
• Improves the accuracy of estimating
• Focuses on the right work at the right time in the right order
• Application of specialist resource to each phase
• Reuce risk by committing to a phase at a time
• Phase completion shows evidence of progress

Question 4

Benefits of a Linear Lifecycle

Answer 4

• Works well for well understood and clearly defined outputs
• Highly structured
• Predictable
• Transparent for managing contracts

Question 5

Disadvantages of Linear Lifecycles

Answer 5

• Resistant to change
• Inflexible in relation to rework
• Potentially long sequence to handover
• Dividing knowledge & stages can create silos
• Can result in those in a later phase blaming the activity of the previous phase

Question 6

Incremental Lifecycles

Answer 6

e.g. Japan Claims - concept and definition phases plan out what is required in the same way as linear, but development broken down into smaller steps and benefits delivered at the end of each step

Question 7

Iterative Lifecycle

Answer 7

• Doesn’t attempt to start with full spec of requirements
• Dev begins by specifying and implementing part of requirements which are then reviewed to identify further requirements
• These could be enhancements or additional requirements
• Process is then repeated, producing a new version at the end of each iteration
• May employ technique of time boxes
  
  • Duration is fixed (usually resource too), meaning some requirements may have to be deferred
  • Requirements have to be prioritised

Question 8

Linear vs. Iterative

Answer 8

Question 9

Benefits of Iterative Lifecycles

Answer 9

1. Initital requirements captured at high level then allowed to evolve
2. Better suited for complex environments where upfront analysis is difficult to complete to the level required for linear
3. Provides more feedback loops
4. Focueses on what is important - business value-driven
5. Based on collaboration & rich communication
6. Builds change (an innovation) into D&D
7. Reduces cost of change

Question 10

Phase / Stage / Gate Reviews

Answer 10

Phase / Stage / Gate Reviews

• End of each stage
• PM reports back to board/sponsor to ask for permission to move onto next phase
• Board will review progress to date against baseline plan and approved changes
• Revisit business case to make sure still viable

Question 11

Project Status / Evaluation Reviews

Answer 11

• Carried out to determine project status as a particular point in time
• Can be carried out routinely, or triggered by:
  
  • Major milestone reached
  • Project crisis
  • Major scope changes
  • Change of management

Question 12

Peer Reviews

Answer 12

• Evaluation of work by people of similar seniority and competence of the people carrying out the work.
• Goal is to verify whether work satisfies the specifications

Question 13

Post Project / Lessons Learned Review

Answer 13

• Evaluations project against its success criteria
• Primary aim is to ensure lessons learnt can be applied to improve strategy, planning and management of future projects
  
  • Occurs after handover of deliverables
  • Is management review at end of project, does not consider technical issues
  • PM responsible for ensuring it takes place but should not lead - this should be done by independent facilitator
  • Non-confrontational

Question 14

Benefits Realisation / Post Implementation Review

Answer 14

• Evaluation of project outcome compared to that predicted in Business Plan
• 6-12 months after handover when solution bedded in
• Chaired by Sponsor
• Mainly operational people, but some project team may attend
• If full benefits not forthcoming, reasons are determined and action plan formulated
• Further benefits reviews may be necessary

Question 15

Why Projects may Close Early

Answer 15

1. Technical reasons which mean key aspects are impossible to deliver or too expensive
2. Project goes out of control due to poor PM leading to servere costs and time overruns
3. Requirements were poorly defined and/or realistic or have fundamentally changed
4. Cost, time and resource were badly underestimated
5. Lack of proper risk assessment leading to unexpected events
6. Planned resources could not be obtained / loss of personnel
7. Project no longer fits with corporate strategy
8. Need for the project product goes away
9. Project unable to comply with acceptance tests
10. Failure of client company or subcontractor