PLUS: A Project Lifecycle Use Scale
Organizations without a project management office, governance or established project management methods can sometimes be the subject of controversy. The team creates direction based upon uncertainty, not knowing what to do. Teams will follow whatever direction is most comfortable or least threatening because they are not familiar with project management best practices and guardian principles. These comfort methods, even if they are not recommended by trained project managers, may not be harmful to the project. Unintentional or intentional misalignment with the best project management practices can cause unnecessary stress to the project team and, worse, lead to a project that is not working out as planned. Organizations would want to use proven methods to reduce internal strife, minimize risk, and increase their chances of success.
There are many articles that provide reasons for project failure. These reasons vary from one organization to the next. We’ve all seen it: poor leadership, unrealistic schedules and change impact, miscommunication, ineffective risk management, complexity, low ownership, absence of governance, scope creep, inadequate planning, poor visibility, limited resources, and weak governance. To add to the anecdotal evidence of the office, there are many academic studies that support and confirm what is being observed (Abbasi Wajid Iqbal, Zafar, & Zafar 2014) (Matta & Ashkenas 2003) (Frese & Sauter 2003).
The selection of the project’s life cycle is a factor that is often overlooked but has a significant impact on the project’s outcome. The project life cycle is the structure that supports the project and the route it takes from idea to final product. It is the idea that an organization would organize and sequence work with a goal of turning that work into a finished product that makes projects different from other types of projects. (Wideman 2004) It is therefore important to consider the life cycle type.
The project life cycle for any project within an organization is often a decision made instinctually or based on the manager’s experience. Maybe a manager has previously been successful with one type of life-cycle method and now prefers it for all situations. It feels familiar and familiar. This approach can be frustrating, as project life cycles aren’t one-size-fits all. A miscalculation in the life cycle chosen can lead to frustration, over-work and re-work, cost overruns, time delays, time delays, or even failure.
The decision to choose a project’s life cycle is about how the project will flow between the various process groups: initiating and planning, execution, monitoring and controlling, closing, and closing. It is the most important decision for project managers. The fundamental question is: “What is the project’s nature? Iterative, predictive, or adaptive?” ”
It is important to realize that not all project environments require a strict approach to life cycle modeling and execution in order to be successful. This means that even if a project’s life cycle has been identified it can still be successfully used with methods from multiple life cycles.
In some industries, one type of life cycle might be predominant, but not all. Construction projects are largely prescriptive. The goals, objectives, scope, and duration are established in greater detail at the beginning of each project. The KSCE Journal of Civil Engineering is however,