User talk:Dabdob

The Project Life Cycle

A typical methodology would involve a number of stages and activities which occur at different parts of the life cycle.

a. The preparation stage involves the project manager and sponsor in the preparation and approval of an outline project justification, plan and project budget.

b. The start up stage involves the selection and briefing of the project team and some discussion on the roles and organisation.

c. The Feasibility or Research stage will establish whether the project is feasible and establish the risks and key success measures. Unless the organisation undertakes research or new product development, feasibility often means ‘can this process or technology be cost effectively applied to the organisation or department’, rather than is it generally feasible. It may include the identification of external resources such as specialist consultants or product and service providers who may wish to tender goods, software or services for the project.

d. Defining and planning the project in more detail by writing and publishing a full definition of the project and determining a project plan. This work is undertaken by the team and co-ordinated by the project manager. Both should be communicated widely to ensure maximum understanding of the project’s objectives by all staff that will be affected by the project. Now is the time to ensure their input to minimise surprises at a later stage.

e. The implementation stage involves the execution of the project as agreed, whilst carefully monitoring progress and managing changes. The team may need to be expanded at this stage to resource all the tasks. If so, it is essential they are fully briefed and feel ‘included’ as part of the team.

f. The close down stage involves the satisfactory delivery (satisfactory to the project ‘customer’ that is) of the products or services that achieve the beneficial gain. A project review should be held to learn the lessons. These should be formally documented and published ‘warts and all’.