Project Lifecycle Phases
Effective delivery of enterprise IT projects requires a structured framework for managing complexity and alignment with organisational objectives. The project lifecycle provides a systematic approach to guide IT projects from inception to completion, supporting the delivery of services that integrate with IT service management practices. The generic project lifecycle phases include:
- Initiation: Defines the project’s scope, objectives, and feasibility to ensure alignment with business needs.
- Planning: Specifies timelines, resources, costs, and risk management strategies to achieve project goals.
- Execution: Coordinates resources, processes, and technologies to deliver the project’s outputs.
- Monitoring and Controlling: Tracks progress and performance, applying risk and issue management to maintain alignment with project objectives.
- Closing: Finalises all activities, confirms deliverables, and documents outcomes to complete the project.
As illustrated in Figure 3, these phases form a foundational framework adopted across project management methodologies. While terminology and process segmentation may vary among standards such as PMBOK and PRINCE2, the core purpose remains consistent: to provide a roadmap for delivering IT projects that enable effective service management.
PMBOK and PRINCE2 for Enterprise IT Project Management
Enterprise IT projects benefit from structured methodologies for the successful delivery of services and systems. Two widely recognised frameworks, PMBOK and PRINCE2, offer comprehensive guidance tailored to project requirements. Table 4 compares their attributes, highlighting differences and similarities to inform their application in IT project 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 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 |
Table 5 maps the generic project lifecycle phases to PMBOK process groups and PRINCE2 processes, illustrating their alignment in managing IT projects.
| Generic Project Lifecycle Phases | PMBOK Process Groups | PRINCE2 Processes |
|---|---|---|
| Initiation | Initiating formalises project authorisation by defining scope and objectives, assessing feasibility, and 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
The PMBOK framework provides a principle-based approach to managing IT projects, aligning with organisational objectives, and integrating with IT service management. Figure 4 illustrates the core process groups, presenting a simplified sequence of activities that guide IT project delivery. While it does not present all interdependencies, it highlights the key processes within each phase.
- Initiating: Authorises the project or phase, defines scope, identifies stakeholders, and establishes governance to deliver business value.
- Planning: Develops the project roadmap, specifying schedules, budgets, resources, quality standards, and risk management strategies.
- Executing: Delivers project outputs by coordinating resources, processes, and technologies to meet defined requirements.
- Monitoring and Controlling: Tracks performance, identifies deviations, and implements corrections to ensure project alignment.
- Closing: Finalises deliverables, releases resources, documents outcomes, and conducts a review to capture lessons for future IT projects.
PRINCE2 Processes
PRINCE2 offers a prescriptive framework to deliver IT projects with clear governance and control, supporting the deployment of services within IT service management environments. Figure 5 illustrates the core processes, presenting a simplified sequence of activities. While it does not show all interdependencies, it outlines the key stages of PRINCE2 project management.
- Starting Up a Project (SU): Assesses project viability, defines the approach, appoints roles, and justifies resource investment.
- Initiating a Project (IP): Establishes objectives, scope, risks, and benefits, setting governance for execution and control.
- Directing a Project (DP): Enables the project board to oversee progress, authorise stages, and ensure strategic alignment.
- Controlling a Stage (CS): Manages daily operations, assigns tasks, monitors progress, and resolves issues.
- Managing Product Delivery (MPD): Ensures deliverables meet requirements through defined work packages and progress tracking.
- Managing a Stage Boundary (SB): Reviews stage outcomes, plans the next stage, and adjusts strategies as needed.
- Closing a Project (CP): Verifies deliverable completion, finalises documentation, captures lessons, and confirms project closure.
