Project Lifecycle Phases
Navigating the complexities of enterprise IT project delivery requires a structured approach, making project lifecycle frameworks integral to systematically managing each phase. The generic project lifecycle phases include:
- Initiation: Defines the project and assesses its feasibility.
- Planning: Details on how to achieve the project’s objectives. =
- Execution: Implements plans to build the product, including people, process, technology, and information components.
- Monitoring and Controlling: Oversees the project to ensure it stays on track, applying risk mitigations and issue resolutions.
- Closing: Concludes all activities and formally completes the project.
As illustrated in Figure 3, these phases form a foundational framework adopted across various project management approaches. Despite variations in terminology or process segmentation by different industry standards and custom project management frameworks, their core objective remains constant: to provide a roadmap that guides projects from inception to completion.
PMBOK and PRINCE2 for Enterprise IT Project Management
There are various ways to manage an enterprise IT project, each with defined principles, practices, and outcomes. Two structured approaches, the PMBOK and PRINCE2, are particularly notable for their comprehensive frameworks and global recognition. Table 5 examines the attributes, differences, and similarities between PMBOK and PRINCE2, providing insights into how each can be adapted to meet project requirements and environments.
| Attribute | PMBOK | PRINCE2 |
|---|---|---|
| Focus | Project management processes | Project processes and framework |
| Flexibility | Highly flexible and adaptable to various project types | Structured with specific stages and principles |
| Approach | Descriptive | Prescriptive |
| Application | Broad application across industries | Created for the UK government projects but applicable globally |
| Documentation | Extensive, with a focus on tailoring to project needs | Standardised set of documents for uniformity and efficiency |
| Governance | Emphasises the role of the project manager | Strong emphasis on project board governance |
| Terminology | Unique to PMBOK | Specific to PRINCE2, but adaptable |
| Implementation | Requires adaptation to fit the project environment | Straightforward implementation due to its prescriptive nature |
| Philosophy | Based on best practices and the experience of project management professionals | Based on principles that dictate project management practices |
Building on the understanding of PMBOK and PRINCE2 attributes, Table 6 explores the alignment of each framework's processes with the generic project lifecycle phases.
| Generic Project Lifecycle Phases | PMBOK Process Groups | PRINCE2 Processes |
|---|---|---|
| Initiation | Initiating formalising authorisation defines scope and objectives and assesses feasibility while aligning stakeholders. |
Starting Up a Project (SU) ensures viability before committing resources, appointing key roles, and creating the initial plan.
Initiating a Project (IP) outlines the approach, assembles documentation, and establishes the structure, including the Project Initiation Documentation (PID). |
| Planning | Planning includes timelines, cost estimates, resource allocation, and risk management. |
Initiating a Project (IP) develops the project's direction and governance after initiation.
Managing Stage Boundary (SB) plans for the next stage with updated plans and reports, aligning with project objectives. |
| Execution | Executing coordinates resources to meet project goals. |
Directing a Project (DP) authorises, monitors, and controls stages per the business case.
Controlling a Stage (CS) oversees daily activities and facilitates decision-making. Managing Product Delivery (MPD) focuses on product delivery, quality, and scope. |
| Monitoring and Controlling | Monitoring and controlling track progress and performance, adjusting as necessary. |
Controlling a Stage (CS) manages stage progress, addressing issues and risks.
Managing a Stage Boundary (SB) assesses progress at the stage end, preparing for the next stage. Directing a Project (DP) provides strategic guidance and decision-making support. |
| Closing | Closing concludes the project, ensuring stakeholder satisfaction and documenting lessons. | Closing a Project (CP) formally ends the project, confirms deliverables are handed over, meets objectives, finalises documentation, and releases resources. |
PMBOK Process Groups
Following the overview of PMBOK, Figure 4 presents a simplified, linear depiction of its core process groups. Although this visual guide does not capture the complex interdependencies among the processes, it introduces the flow and specific activities within each PMBOK project management framework phase.
Note. Adapted from the PMBOK Guide.
- Initiating: Secures formal approval to start a project or new phase, identifies key stakeholders, defines initial goals, clarifies the project's value, and sets the foundation for governance.
- Planning: Designs the project roadmap, detailing how objectives will be achieved through schedules, budgets, resource allocations, and risk identification while establishing a quality management plan.
- Executing: Implements plans by coordinating people, resources, and processes to meet project specifications within specified quality, budget, and time constraints.
- Monitoring and Controlling: Concurrently tracks progress, identifies plan deviations and makes necessary adjustments.
- Closing: This process completes the project by formally accepting deliverables, releasing resources, and finalising contracts. It concludes with a post-project review to capture and analyse lessons learned to improve future processes.
PRINCE2 Processes
Following the overview of PMBOK process groups, Figure 5 presents a simplified, linear depiction of PRINCE2's structured process model. While this visual guide does not illustrate the complex interdependencies among the processes, it indicates the sequence and specific activities characterising each PRINCE2 project management methodology stage.
Note. Adapted from the PMBOK Guide.
- Starting Up a Project (SU): Verifies the viability, justifies the investment of time and resources, gathers initial information, defines the project approach, and ensures a clear project mandate.
- Initiating a Project (IP): Promotes a shared understanding among stakeholders of the project's objectives, scope, risks, and expected benefits. It also sets the strategy for execution, monitoring, and control.
- Directing a Project (DP): Allows the project board to maintain accountability for the project’s success through critical decision-making, guidance, and stage plan approvals.
- Controlling a Stage (CS): Manages day-to-day operations, including task assignment, monitoring progress, resolving issues, and reporting.
- Managing Product Delivery (MPD): Defining work packages and monitoring progress ensures product development meets project expectations and requirements.
- Managing a Stage Boundary (SB): Involves reviewing and planning stages, assessing progress, and making necessary adjustments before proceeding to the next stage.
- Closing a Project (CP): This phase concludes the project by verifying that all expected products have been delivered and informing stakeholders of the closure. It also includes documenting lessons learned and sharing knowledge.
