5 (PMLC) Project Management Life Cycles - notes

5 (PMLC) Project Management Life Cycles - notes - Project...

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Project Management The Five Project Management Life Cycles July 6, 2010 ProjectManagementBlog Leave a comment Go to comments 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. 1. 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
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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
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5 (PMLC) Project Management Life Cycles - notes - Project...

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