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Project Management
Notes 9. Every project has some elements that are ……………………
10. The PM must keep all these interactions clear and maintain the appropriate
interrelationships with all …………………… groups.
11. Projects often interact with other projects being carried out simultaneously by their
…………………… organization.
2.3 Project Classification and Extended Project Life Cycle
Many writers use four phases when considering life cycles in relation to project management.
Turner, for example, used the life cycle of a plant as an analogy to that of a project (1999).
Other writers, such as Weiss and Wysocki (1994), look at the core activities to come up with five
phases such as define, plan, organise, execute and close. The change from one phase to the next
is not necessarily abrupt. When there is significant overlap in time between activities in different
phases (for example, when planning activities continue at the same time as the organisation is
under way and execution may even have begun), we say that these activities exhibit concurrence.
Since changes are an inevitable fact of project life, there will also be times when activities such
as estimating or even recruiting or assigning work have to be done again in response to such
changes. The overlapping of phases is also called fast tracking (PMI, 2004) as it allows the project
to be completed in less time than following a strict sequence of phases.
The basic life cycle, which will fit many projects, is shown in Figure 2.1.
Figure 2.1: The Basic and Extended Project Life Cycles
The extended life cycle, which is also known as a product life cycle, also shown in Figure 2.1
involves supporting and maintaining the deliverables in order to realise the project’s intended
benefits. The extended life cycle adds two more phases to the sequence (APM, 2006):
1. Operations: The period during which the completed deliverable is used and maintained
in service for its intended purpose.
2. Termination: The disposal of the project deliverables at the end of their life.
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