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LECTURESLIDESTOPIC2ProjectsinContextupd.pptxManaging Programmes and Portfolios (MPP) Module M32494
Projects in Context
Session Outcomes
An awareness and understanding of life cycles; linear, iterative and hybrid
An understanding of the benefits of life cycles
An understanding of reviews; decision gates, audits, post project reviews, benefits realisation reviews.
What are life cycles?
A framework comprising a set of distinct high-level stages required to transform an idea or concept into reality in an orderly and efficient manner. Life cycles offer a systematic and organised way to undertake project-based work and can be viewed as the structure underpinning deployment.
APMBoK 7th Edition
A project life cycle is the series of phases that a project passes through from its start to its completion. A project phase is a collection of logically related project activities that culminates in the completion of one or more deliverables.
PMBoK 6th Edition
Linear Life Cycle (APMBoK)
4
Concept phase
Understand the problem/opportunity
Gather high level requirements
Investigate feasibility
Identify the project environment
Identify/analyse stakeholders
Identify preferred solution
Prepare outline business case
Gain approval to proceed
5
Definition phase
Refine the work of concept
Develop the requirements
Define the scope
Schedule the work
Prepare the management plans
Develop the project cashflow and budget
Produce the deployment baseline
Produce the project management plan
Gain approval to proceed
6
Development / Deployment phase
Further requirements definition
Design stage
Build stage
Procurement
Manufacture
Component testing
Prepare for benefits realisation
Handover & Closure / Transition phase
User acceptance testing
Hand over to customer and obtain acceptance
Hand over to operational support and obtain acceptance
Dispose of facilities
Release resources
Finalise contracts and accounts
Archive project documentation
Undertake post project review – distribute lessons learned
Benefits realisation phase
Benefits are realised
Discover new benefits
Sponsor holds benefits realisation reviews
Benefits sustained throughout Operations
Operations phase
Use the products
Support and maintain the products
Upgrades (possibly new projects)
Runs in parallel with Benefits Realisation phase
Termination phase
Shutdown the operation
Make safe
Dispose of the product
Could include recycling product for re-use elsewhere.
Benefits of life cycles
Benefits of life cycles cont.
Iterative life cycle
Pre-project phase
Feasibility phase
Foundations phase
Evolutionary development phase
Deployment phase
Post-Project phase
Hybrid Life Cycle
Premature Close
Projects close early for a number of reasons:
A major issue occurs which costs too much to resolve
The external or internal environment changes
Funds are withdrawn
Staff are withdrawn
Benefits devalued
In all cases the business case will be come invalid
Decision often taken at decision gates
Move into the transition and adoption phases and make use of what has been completed where possible
Programme Life Cycle
Programme life cycle strategic approaches
There are four types of programme life cycle strategic approaches:
Linear
Incremental
Experimental
Evolutionary
Linear Lifecycles
Where the business transitions to the final new state through a single sequential series of activities each providing only partial capability (possibly even in a single tranche). This is suitable for stable, low-risk environments where the full benefit can be delivered through a single final roll-out.
Incremental Lifecycles
Where the transition to the new state is achieved through a staged series of smaller step changes in capability delivering increasing benefit. This is an approach that can deliver ‘quick wins’ to help engage stakeholders in an uncertain environment and build confidence towards the final end state, and is well represented within the ‘tranche’ framework.
Experimental Lifecycles
Where the programme runs parallel activities in order to explore high-risk options and fall-backs, where the way forward is unclear at first. The scope of this type of activity will depend on the risk appetite of the organisation – in some circumstances the approach may extend for the duration of the delivery phase.
Evolutionary Lifecycles
In this approach the programme takes a number of planned full transitions to business-as-usual, each of which are based on user/customer feedback from the preceding transition and implementation. This approach can be used for time-critical initial entry to market followed by follow-on solutions, but runs a possible risk of negative reputational impacts from continuous changes.
What are reviews?
Project reviews take place throughout the project life cycle to check the likely or actual achievement of the objectives specified in the project management plan.
APMBok 7th Edition
Decision gates
Undertaken at the end of phase or stage
Determines whether project should proceed or not
Major decision point for senior management
Informed by
Outputs from latest audits (if applicable)
Completion of current phase/stage
Plan for next phase/stage
External circumstances
Business case
Benefit:
Opportunity to confirm ongoing investment in the project (or not)
Audits
Undertaken by group outside the team
Project Office
Internal auditors
External auditors
Used to provide objective evaluation and assessment of the management of the project
Agenda includes, evaluation of project performance, likely success, use of project management processes, stakeholder engagement etc
There is a need to pass an audit
Benefit
Independent (external) assurance project is being managed properly (or not) / chance to take corrective action
Post project review
Takes place in the Transition Phase
Used to assess “did we do it right?”
Aims
Evaluate against success criteria
Determine what went well, what went badly, what could be done differently, separating cause from effect
Recognise individual and team performances
Evaluate the project processes and any tools or techniques used
Benefit
Opportunity to learn lessons and continually improve
Benefits realisation review
Undertaken some time after the products are in use
3 – 6 months perhaps?
Perhaps more than one?
Establish whether
The benefits have been realised (or not)
Any unexpected benefits have been realised
Any problems have been caused by the new products
Put in place corrective action if benefits not realised
Responsibility of the sponsor
Benefit
Opportunity to reinforce benefits realisation, realise new benefits, correct any problems
References
APM (2019) APM Body of Knowledge 7th Edition, Princes Risborough, Buckinghamshire
APM (2016) Project Management Qualification Study Guide, Princes Risborough, Buckinghamshire
PMI (2017) Project Management Body of Knowledge, 6th Edition
Further activity:
Please engage with Session 8 – Portfolio Delivery Cycle of ILX’s Management of Portfolios
