Project Management Life Cycle Stages - Assessment Solutions

Project Management Lifecycle Stage

Based on the argument placed by Pinto (2022), it is observed that during the execution phase of the project management lifecycle stage, the methodology of the project management is the most impactful. The justification behind the same is that during the phase of execution in any project management, the methodology works with multi-facet management such as the project scope and the resources. Nonetheless, during the execution stage, the progress of the project is monitored which helps in understanding the success probability and the need for changes to be implemented (Koi-Akrofi, Koi-Akrofi, & Matey, 2019). This, in turn, helps in the management of the quality control of the project management process and thus ensures that the methodology planned is working effectively and efficiently. In addition, the execution phase also supports the management of the connected stakeholders and their expectations from the project (Zasa, Patrucco, & Pellizzoni, 2020). This helps in ensuring to gain a higher level of stakeholder satisfaction and thus the management methodology turns out to be highly impactful with an increase in the chances of project goal achievement. Last, but not least, the execution stage makes the project management methodology to be more impactful with the help of allowing to manage the involved risks (Alzoubi, 2022).

Alignment between the project lifecycle and project management methodology implementation

The initial important step to ensure alignment between the project management lifecycle and the project management methodology implementation is the need to precisely define the scope of the project and the deliverables (Armenia et al., 2019). Specifically, the aims and objectives to be achieved for the project, the output and outcomes planned as well as the key success indicators are to be clearly defined to help the project lifecycle and project methodology implementation connect. Thus, it is determined that the concerned alignment is driven by the project work to be done, the deliverables and the milestones to be achieved.

Furthermore, to ensure that the alignment of the project lifecycle and project methodology implementation is successful, it is important that the process of project management have the following points defined specifically:

• The work that needs to be accomplished in every phase of the project management.
• The information regarding the individuals and teams who would perform the work in the different phases of the project.
• The information about the time of the deliverables to be produced and delivered in the diversified project phase.
• The information about the people who would be responsible for reviewing and approving the deliverables.
• The manner in which the delivery, work review and approval will be done for the deliverables.
• The process through which the work for each of the project phases will be monitored and controlled.
• The criteria determine the project phase conclusion and the next phase initiation.
• The acceptance criteria of the project deliverables
• The project team or group that will be held responsible for the requirements of the deliverables as well as the review and acceptance of the same.

Based on the entire study, it can be thus explained that the successful alignment of the project lifecycle and the implementation of the project management methodology requires that the project risks and uncertainties be effectively managed to help increase the chances of success of the project implementation (El Khatib et al., 2020). Nonetheless, it is also vital that the deliverables and the people responsible are properly specified to avoid confusion and professional review and approval of the work. These aspects will help in ensuring that the project lifecycle stages are properly defined in connection with the project methodology that is to be used for the success of the desired project plan.

References

Alzoubi, H. M. (2022). BIM as a tool to optimize and manage project risk management. International Journal of Mechanical Engineering, 7(1). https://research.skylineuniversity.ac.ae/id/eprint/192/

Armenia, S., Dangelico, R. M., Nonino, F., & Pompei, A. (2019). Sustainable project management: A conceptualization-oriented review and a framework proposal for future studies. Sustainability, 11(9), 2664. https://www.mdpi.com/2071-1050/11/9/2664

El Khatib, M., Alabdooli, K., AlKaabi, A., & Al Harmoodi, S. (2020). Sustainable Project Management: Trends and Alignment. Theoretical Economics Letters, 10(06), 1276. https://www.scirp.org/html/8-1502223_105834.htm

Koi-Akrofi, G. Y., Koi-Akrofi, J., & Matey, H. A. (2019). Understanding the characteristics, benefits and challenges of agile it project management: A literature based perspective. International Journal of Software Engineering & Applications (IJSEA), 10(5), 25-44. https://hal.science/hal-02869395/

Pinto, J. K. (2022). Avoiding the inflection point: Project management theory and research after 40 years. International Journal of Project Management, 40(1), 4-8. https://www.researchgate.net/profile/Jeffrey-Pinto-2/publication/356270059_Avoiding_the_inflection_point_Project_management_theory_and_research_after_40_years/links/64c3c8f2cda2775c03ccad69/Avoiding-the-inflection-point-Project-management-theory-and-research-after-40-years.pdf

Zasa, F. P., Patrucco, A., & Pellizzoni, E. (2020). Managing the hybrid organization: How can agile and traditional project management coexist?. Research-Technology Management, 64(1), 54-63. https://www.tandfonline.com/doi/abs/10.1080/08956308.2021.1843331

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