PROJECT LIFE CYCLE
AND OBJECTIVES
PROJECT MANAGEMENT LIFE-CYCLE
 1.
Initiation
 2. Planning
 3. Executing
 4. Closure
INITIATION OF A PROJECT
1. Create an idea
 2. Identify the project vision and objectives
 3. Define the complete scope of the project
 4. List all of the critical project deliverables
 5. State the customers and project stakeholders
 6. List the key roles and their responsibilities
 7. Create an organizational structure for the
project
 8. Document the overall implementation plan
 9. List any risks, issues and assumptions
 10. Appoint the project team
 11. Set up the project office
 12. Perform a phase review

PLANNING OF A PROJECT
1. Create a Project Plan
 2. Create a Resource Plan
 3. Create a Financial Plan
 4. Create a Quality Plan
 5. Create a Communication Plan
 6. Create a Risk Plan
 7. Contact the Supplies

DIFFERENT TYPES OF PROJECTS AND ITS
LIFE CYCLE (CONSTRUCTION PROJECT)
Different types of projects and its life
cycle (pharmaceuticals project)
DIFFERENT TYPES OF PROJECTS AND ITS LIFE
CYCLE (PHARMACEUTICALS PROJECT)
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Pharmaceuticals project
Discovery and Screening—includes basic and applied
research to identify candidates for preclinical testing.
Preclinical Development—includes laboratory and
animal testing to determine safety and efficacy as well
as preparation and filing of an Investigational New
Drug (IND) application.
Registration(s) Workup—includes Clinical Phase I, II,
and III tests as well as preparation and filing of a New
Drug Application (NDA).
Postsubmission Activity—includes additional work as
required to support Food and Drug Administration
review of the NDA.
DIFFERENT TYPES OF PROJECTS AND ITS LIFE CYCLE
(SOFTWARE PROJECT)
DIFFERENT TYPES OF PROJECTS AND ITS
LIFE CYCLE (SOFTWARE PROJECT)
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Proof-of-concept cycle—capture business requirements, define
goals for proof-of-concept, produce conceptual system design,
design and construct the proof-of-concept, produce acceptance
test plans, conduct risk analysis and make recommendations.
First build cycle—derive system requirements, define goals for
first build, produce logical system design, design and construct
the first build, produce system test plans, evaluate the first
build and make recommendations.
Second build cycle—derive subsystem requirements, define
goals for second build, produce physical design, construct the
second build, produce system test plans, evaluate the second
build and make recommendations.
Final cycle—complete unit requirements, final design,
construct final build, perform unit, subsystem, system, and
acceptance tests.
GOALS OF THE PROJECT
Goal is the desired result of an activity, which
may be achieved within the limits of a
certain time interval.
Needs
Objective necessity
Wishes
Ideas
Aims (results)
What?
How?
Aims (actions)
What?
Who?
With whom?
When?
How much is it?
Project execution
Fig. 1.5. Determination of project goals
With what?
GOLD RULE OF PROJECT MANAGEMENT
Goals must have a clear meaning.
The results obtained in achieving a goal
must be measurable, and the established
constraints and requirements, must be
feasible, that is, goals must be within the
field of acceptable solutions of the project
DETERMINING A GOAL
Determining the goal is regarded as a creative
process, can be divided into a number of certain
procedures:
 determining the goal indicators,
 determining possible goals of the project,
 describing the goals of the project
Determining the goal indicators can be carried out
on the basis of:
•requirements of the project,
•the goals of the enterprise in which the project is
being executed,
•the study of the enterprise environment
For determining the project goals, both
individual and group methods are used. Since a
search for the goal is a creative process, there are
no strictly regulated approaches.
Determining feasible project goals must be
clearly stated and described. The description of
the project goals must, in essence, become a
documented agreement of the main sides about
the project goals.
In addition, the following elements must be stated in a clear
and unambiguously interpreted way:
 The result of the project, which is described as a desired
state of the system depending on the type and kind of the
project;
 Completion deadlines, which are described as a time
interval within which it is preferable to bring the project
to a completion. As a rule, it is so far a statement of
intention, but, in a number of cases it can be binding.
 Costs, in the first description these may be budget limits,
but in a number of cases, a fixed upper limit of the costs.
 The way of the project goal changing.
 The hierarchy of interdependent goals.
In the
description of the project goals, it may be pointed out as
an addition which hierarchy must be accepted if one of the
project goals can no longer be achieved.
Decomposition of the goal (the construction of the goals
tree)
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Level 1. The formulation of the main goal. At this
upper level, the goal must describe the final product, for
obtaining which the investigated system is set up (the
project is carried out) in a most general, qualitative and
convenient for decomposition form.
Level 2. The decomposition of the main goal in
accordance with the products or the results (useful and
harmful) of carrying out the project. The introduction of
this level is necessary for multipurpose systems, on
whose output appears various products of their
functioning. In order to determine the decomposition
basis at this level, it is necessary to build a classification
of final products. At the first level of the classification,
the outputs are detailed into useful and harmful
(“waste”). At the second level of the classifier, both useful
final products and waste can be detailed by the objects of
activity, means of activity, subjects of activity and
organizational structures.
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Level 3. The formulation of subgoals, which are
determined by the requirements of the basic goal-setting
systems. At this level, subgoals are formulated which are
connected with the needs and interests of all the project
stakeholders in connection with creation of the project
final products.
Level 4. Decomposition by the production life cycle
components of the system (project) final product. To start
with, the system inputs and outputs must be identified.
The investigated system inputs at this level are the
complete list of goals derived at above (the third level of
the tree of goals). The basis of decomposition by the
investigated system inputs is the most general model of
public production of any final product, which includes the
following temporal sequence of functions:
finding out the demand for the product;
realization of the given product (service) production
process;
product consumption.
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Level 5. In the process of obtaining the final product, the
organizational system (project) comes forward as a functioning
structure whose elements and relations ensure the realization of
the life cycle of the final product creation. It gives rise to the
need for the application at this decomposition level of the
“composition” model, that is, decomposition of functions disclosed
at the fourth level of the tree of goals by the composition of the
system elements. The microstructure of any functioning socialeconomic system includes:
 the subject of labor (who works?);
 the object of labor (at what does one work, and from what
does one produce?);
 means of labor (with what does one work?);
 relations between the system elements, that is, the processes
of interaction in the production of the final products, and the
organizational structures (how the project fulfillment
processes are organized, how the work is carried out?).
Level 6. At the sixth level, the decomposition is carried out on the
basis of the management cycle model, which, in conformity with
any organizational management system, includes the following
main stages:
 forecasting;
 planning;
 organization;
 controlling;
 analysis of problem situations.
Level 7. Decomposition on the basis of the powers delegation
model:
 performance;
 coperformance;
 coordination;
 endorsement.