Pmbok Chapter 2 Summary
Jonathan Martin & Thomas Finnerty
08347751 & 09533699
Summary of chapter two
Project life cycle and organisation
12/09/12
4BCM1
Headings: 1. Project life cycle 2. Projects V. Operational work 3. Stakeholders 4. Organizational Influences on Project Management
Project life cycle and organisation:
The life cycle structure can be broken down into four headings. * Starting the project * Organizing the project * Carrying out the project work & * Closing the project
The above chart shows time against cost and staff effort. Cost and staffing are low at the start, then peak as work is carried out and then drop as the project closes. The reason for this is that the bulk of your expenditure will happen when more resources are being used.
Stakeholder influences, risk and uncertainty are greatest at the start. This happens because stakeholders need to have input at the beginning as it will be too late to make changes when construction begins. The level of risk and uncertainty is high because nothing has been put in motion and phases haven’t started. This makes it hard to measure.
To significantly influence the final product, without impacting on costs changes must be made at the start of the project.
The level of control is important for any project. Larger complex projects may require an additional level of control. This may be multiple teams or even specialised teams for specific phases. The work carried out may benefit from being divided into phases.
Product V. Project life cycle:
The product life cycle consists of generally sequential, non-overlapping phases determined by the need and manufacturing of the organisation. The last phase in a project could be the handing over of a building to the client.
The project life cycle occurs in one or more phases of the product life cycle.
The project life cycle = a service or result is an objective
Example:
A car manufacturer may have a new model to go to manufacture.
08347751 & 09533699
Summary of chapter two
Project life cycle and organisation
12/09/12
4BCM1
Headings: 1. Project life cycle 2. Projects V. Operational work 3. Stakeholders 4. Organizational Influences on Project Management
Project life cycle and organisation:
The life cycle structure can be broken down into four headings. * Starting the project * Organizing the project * Carrying out the project work & * Closing the project
The above chart shows time against cost and staff effort. Cost and staffing are low at the start, then peak as work is carried out and then drop as the project closes. The reason for this is that the bulk of your expenditure will happen when more resources are being used.
Stakeholder influences, risk and uncertainty are greatest at the start. This happens because stakeholders need to have input at the beginning as it will be too late to make changes when construction begins. The level of risk and uncertainty is high because nothing has been put in motion and phases haven’t started. This makes it hard to measure.
To significantly influence the final product, without impacting on costs changes must be made at the start of the project.
The level of control is important for any project. Larger complex projects may require an additional level of control. This may be multiple teams or even specialised teams for specific phases. The work carried out may benefit from being divided into phases.
Product V. Project life cycle:
The product life cycle consists of generally sequential, non-overlapping phases determined by the need and manufacturing of the organisation. The last phase in a project could be the handing over of a building to the client.
The project life cycle occurs in one or more phases of the product life cycle.
The project life cycle = a service or result is an objective
Example:
A car manufacturer may have a new model to go to manufacture.