1
Q
2.1 Differentiate between linear, iterative and hybrid life cycles
A
- Linear: sequential series of steps. Four phases: concept, definition, deployment, transition. Suitable for stable, low-risk environments where a lot is known from the start. These will be predictable, stable, clearly defined, projects. This life cycle is inflexible and resistant to change.
- Iterative: Suited to agile development projects (in which solutions are developed iteratively). Deployment of initial capability -> small, partial solutions -> successive deliveries of further value. Different development steps happen in parallel. Depends on the organisational risk appetite. Six phases: pre-project, feasability, foundation, evolutionary, deployment, post-project. Good for when when goals are clear but means are not. Means that benefits can be built upon and enlarged.
- Hybrid life cycles: Pragmatic mix of approaches. Choice dependent on priorities and goals. Mix of predictive and adaptive approaches. For example, it could be an iterative life cycle for early stages when relatively little is known but then linear once knowledge is gathered.
2
Q
2.2 Explain why projects are structured as phases in a linear life cycle
A
- Improved planning (into elements of projects)m allows detail for initial phases and outlining for later phases, clear identification of priorities (focus maintained on priority at that stage), effective risk assessment and management, better estimating accuracy (reviews after each phase), more representative performance management, adoption of continued improvement, better control over each phase, more effective stakeholder comms (at each phase)
3
Q
2.3 Differentiate between a project life cycle and an extended life cycle
A
- Some projects deliver outputs only
- Some will need to incorporate the change management and realisation of benefits
- The latter type would have an extended life cycle
- Ensure where a contractor is delivering an output that the client is responsible for benefit realisation
- Embed change and prevent knowledge boundaries/barriers
- An extended life cycle adds two phases - adoption and benefits realisation
4
Q
2.4 Outline the role of knowledge and information management to inform decision making
A
- Projects are constantly changing and information management is key to understanding project status and making decisions about the future
- Knowledge management should be built into the day-to-day of project management through activities such as project reviews, workshops, in-house knowledge portals, special interest groups, external talks and discussions
- Benefits come from the information enabling people to anticipate, understand and respond to changing conditions, avoid repetition of mistakes, generate options and solutions, support processes, enable benefits realisation
5
Q
2.5 Explain the benefits of conducting reviews throughout the life cycle
A
- A review is the critical evaluation of a deliverable, budiness case or project management process
- One of the principal mechanisms for ensuring the quality of the process, deliverables and ongoing viability of the work are assured
- Decision gates: conduct reviews and confirm viability throughout life cycle. In linear life cycles, they’re events driven. In iterative ones, they’re they are time bound. Hybrid projects use decision gates at the end of major phases (concept, definition usually at the start) supplemented by interim reviews. To check if the project should keep going.
- Benefits review: carried out during benefits realisation and is a formal review of a project, usually about 6-12 months after handover (but may be more for the major projects). Did we do what we set out to do and achieve those benefits? Opportunities for improvement.
- Audit: Normally undertaken by an independent body to provide assurance to sponsor that the project is being managed as agreed. Form foundation of assurance.
Other reviews - stage reviews (evaluate progress internally throughout project), post-project review (PM arranges shortly after completion to learn lessons and any immediate impacts)
6
Q
2.6 Explain why projects may close early
A
- Not all projects will be able to achieve the objectives they set out to achieve (changing circumstances).
- In these instances, it is logical to close the project and divert investment to a more useful opportunity
- One way in which governance ensures investment doesn’t continue if there is no longer a viable business case
- Funding changes, legislative changes, resources changes etc
