The Five Project Management Life Cycles

The Five Project Management Life Cycles

As part of the project management process, the project manager must decipher the best Project Management Life Cycle (PMLC) model to implement based on a number of different circumstances or factors. During the initial planning process, we must determine the type of project we are commissioned to manage and then evaluate the project's requirements, culture, and management methodology needed to complete the proposed project. The author refers to this process as evaluating the landscape of the proposed project (Wysocki, p. 299 2009). We will need to understand the various aspects of the four quadrants of the project landscape. By understanding and evaluating the project landscape, the project manager can deduce the best PMLC model to implement on the project. Additionally, he must take into account each of these models vulnerability in terms of failures and risks. In this report I will identify the five PMLC models, dissect their strengths and weaknesses and assess where I would expect the most failures to occur. I will then propose some mitigating strategies that would be used to minimize the risk of occurrence of these failures. I will also give brief examples in each of these areas of actual projects that I have used the various PMLC models.

Background

Understanding the Four Quadrants of the Project Landscape

Prior to establishing the project management strategy to be used in a proposed project, the project manager needs to evaluate certain project requirements and factors regarding the best management methodology needed to complete said project. According to Wysocki (p. 299 2009) he states, "I have built my project landscape around two variables: goal and solution. These two values for each variable generate the four-quadrant matrix. Traditional Project Management (TPM)defines Quadrant 1; Agile Project Management (APM) defines Quadrant 2; Extreme Project Management (EPM) defines Quadrant 3; and Emertxe Project Management (MPx) defines Quadrant 4." Project manager's need to clearly understand the logic behind this matrix and how these four quadrants differ in both goal and solution.

Traditional Project Management (TPM) - This management approach is based on knowing both the goal and solution. In many instances it involves projects that are repetitious in nature and typically there are no hidden surprises because of the constant involved. In construction, this could be a project that is built over and over, without change and may just be a repeat of a base prototype that was produced. Even though the author mentions that these types of projects rarely occur in today's market, I would have to disagree since most retail chains build their developments or building projects on base prototype plans. According to dictionary.com (2010), the meaning of prototype is "the original or model on which something is based or formed". Many of the fast food chains, pharmacies, and big box retailers use exact prototypes for their projects and use the TPM approach. I have been involved with a US government project that consisted of 1,200 single family homes based on five standard designs. Each one of these designs were prototype and were built exactly alike with no changes and were based on the same standards and specification. This project is an example of the TPM approach based on the following reasons:

The project was repetitious and done several times.

There were basically no surprises as each of the five designs were built on the same parcel for nearly 250 different times.

There were no changes that were allowed as each design was approved and selections predetermined. There were no scope changes contemplated and change requests were not considered. All the interior finishes were the same; same color, same type, and same specification.

The project was low in complexity as the need for extensive programming and innovation was not required or necessary.

The project was relatively low risk since each conceivable variable was eliminated and the prototype was repeated so many times that the systems used to build were repeated.

The project management office staff and the field supervisors and laborers were accustomed to the prototype that the buildings were built "like clockwork".

Agile Project Management (APM) - This management approach is based on knowing well defined goals but not the means for a solution. There is a broad range of projects that fall into this category that range from little known solutions to knowing much of the solution. There are two types of APM approaches which are called Iterative and Adaptive (Wysocki (p.304 2009). The Iterative model the solutions are mostly known while the Adaptive model the solutions are mostly not known. Many of the development projects that I am involved with follow the APM approach due to the fact that many clients have well defined goals and objectives on what they want to accomplish however, there solution on how to get there is often nonexistent. Some of our clients might begin with a broad project summary that consists of a narrative with area desired, financial base parameters and certain program requirements, however, they have no idea how to make the project happen. As an example, Hyatt Corporation has come to us stating that they desire to build a 800 room hotel with adjoining conference center to accommodate 5,000 people. They would state a budget of 400 million and require a 60 month date constraint from start of program design to grand opening. The solution is vague in regards to design, specific budgets, area concepts, etc. so the solution would be very vague on how to get there. This example would be an APM approach because of the following factors:

The project is conceptual with some basic programming parameters with no or minimal defined solutions to meet the project objective.

This is a new business opportunity for this hotel chain and due to a positive feasibility study there is untapped business opportunity.

This project is critical to the expansion plan of an international hospitality company.

It is essential for the client to be involved with the pre-construction phase beginning with conceptual designs, through schematic and design development.

This approach uses smaller planning teams for strategic planning, specialized task and focus groups, and a highly trained project management staff.

Extreme Project