PROJECT LIFE CYCLE AND OBJECTIVES

DIFFERENT TYPES OF PROJECTS AND ITS LIFE CYCLE (CONSTRUCTION

PROJECT)

Different types of projects and its life cycle (pharmaceuticals project)

DIFFERENT TYPES OF PROJECTS AND ITS LIFE CYCLE (PHARMACEUTICALS

PROJECT)

Pharmaceuticals project Discovery and Screening—includes basic and applied

research to identify candidates for preclinical testing. Preclinical Development—includes laboratory and

animal testing to determine safety and efficacy as well as preparation and filing of an Investigational New

Drug (IND) application. Registration(s) Workup—includes Clinical Phase I, II,

and III tests as well as preparation and filing of a New Drug Application (NDA).

Postsubmission Activity—includes additional work as required to support Food and Drug Administration review of the NDA.

DIFFERENT TYPES OF PROJECTS AND ITS LIFE CYCLE (SOFTWARE PROJECT)

DIFFERENT TYPES OF PROJECTS AND ITS LIFE CYCLE (SOFTWARE PROJECT)

Proof-of-concept cycle—capture business requirements, define goals for proof-of-concept, produce conceptual system design, design and construct the proof-of-concept, produce acceptance test plans, conduct risk analysis and make recommendations.

First build cycle—derive system requirements, define goals for first build, produce logical system design, design and construct the first build, produce system test plans, evaluate the first build and make recommendations.

Second build cycle—derive subsystem requirements, define goals for second build, produce physical design, construct the second build, produce system test plans, evaluate the second build and make recommendations.

Final cycle—complete unit requirements, final design, construct final build, perform unit, subsystem, system, and acceptance tests.

GOALS OF THE PROJECT

Goal is the desired result of an activity, which may be achieved within the limits of a certain time interval.

NeedsObjective necessity

Wishes Ideas

Aims (results)

What? How?

Aims (actions)

What? Who? With whom? When? With what?

How much is it?

Project execution

Fig. 1.5. Determination of project goals

Alternative Goals The points stressed in the project content

1. Technological and political To demonstrate to the world that Europeans can create advanced technologies

Design and demonstration

2. Technological To demonstrate the feasibility of commercial supersonic flights

Design and development

3. Cooperation To demonstrate that and can cooperate in large projects

Time plan and management

4. Technological management To demonstrate the ability to manage complex engineering projects

Engineering and production aspects of the project

5. Economic Profit Completion deadlines, production and effective construction

6. World leadership in commercial airliners

Achieving a major technological breakthrough

Engineering

7. Support for one’s own national economy

Subsidizing due to the project of the aviation industry in and

International engineering and production

8. Start of a new industry To use Concorde as a spring-board for a new industry

Industrial infrastructure

9. Focusing on the consumer Ensuring fast and comfortable traveling

Design and reasonable price of flights

10. Political Ensuring the government support in both countries

Jobs and the project proper

Alternative goals and content of the project

GOLD RULE OF PROJECT MANAGEMENT

Goals must have a clear meaning. The results obtained in achieving a goal must be measurable, and the established constraints and requirements must be feasible, that is, goals must be within the field of acceptable solutions of the project

DETERMINING A GOALDetermining the goal is regarded as a creative process, which can be divided into a number of consecutive procedures:

determining the goal indicators, determining possible goals of the project, describing the goals of the project

Determining the goal indicators can be carried out on the basis of:•requirements of the project,•order for the project,•the goals of the enterprise in which the project is being executed,•the study of the enterprise environment

For determining the project goals, both individual and group methods are used. Since a search for the goal is a creative process, there are no strictly regulated approaches.

Determining feasible project goals must be clearly stated and described. The description of the project goals must, in essence, become a documented agreement of the main sides about the project goals.

In addition, the following elements must be stated in a clear and unambiguously interpreted way:

The result of the project, which is described as a desired state of the system depending on the type and kind of the project;

Completion deadlines, which are described as a time interval within which it is preferable to bring the project to a completion. As a rule, it is so far a statement of intention, but, in a number of cases it can be binding.

Costs, in the first description these may be budget limits, but in a number of cases, a fixed upper limit of the costs.

The order of the project goal changing. The hierarchy of interdependent goals. In the

description of the project goals, it may be pointed out as an addition which hierarchy must be accepted if one of the project goals can no longer be achieved.

DECOMPOSITION OF THE GOAL (THE CONSTRUCTION OF THE GOALS TREE)

In line with the system approach methodology, a complex goal may be expressed through an aggregate of simple subgoals using the method of description. In this case, the following basic principles must be observed, following which ensures the construction of a final ideally-hierarchical, minimally-redundant, and exhaustive and at the same time maximally simple model;

the principle of completeness (the achievement of an aggregate of subgoals during the decomposition must be a sufficient condition for the realization of the decomposed goal);

the principle of subgoals superposition (during the decomposition, subgoals of one level must be relatively independent – in this case, the goal will be an adequate sum of subgoals);

the principle of finiteness of decomposition, that is, the decomposition algorithm must end in a whole number of steps.

Level 1. The formulation of the main goal. At this upper level, the goal must describe the final product, for obtaining which the investigated system is set up (the project is carried out) in a most general, qualitative and convenient for decomposition form.

Level 2. The decomposition of the main goal in accordance with the products or the results (useful and harmful) of carrying out the project. The introduction of this level is necessary for multipurpose systems, on whose output appears various products of their functioning. In order to determine the decomposition basis at this level, it is necessary to build a classification of final products. At the first level of the classification, the outputs are detailed into useful and harmful (“waste”). At the second level of the classifier, both useful final products and waste can be detailed by the objects of activity, means of activity, subjects of activity and organizational structures.

Decomposition of the goal (the construction of the goals tree)

Level 3. The formulation of subgoals, which are determined by the requirements of the basic goal-setting systems. At this level, subgoals are formulated which are connected with the needs and interests of all the project stakeholders in connection with creation of the project final products.

Level 4. Decomposition by the production life cycle components of the system (project) final product. To start with, the system inputs and outputs must be identified. The investigated system inputs at this level are the complete list of goals derived at above (the third level of the tree of goals). The basis of decomposition by the investigated system inputs is the most general model of public production of any final product, which includes the following temporal sequence of functions:

finding out the demand for the product; realization of the given product (service) production

process; product consumption.

Level 5. In the process of obtaining the final product, the organizational system (project) comes forward as a functioning structure whose elements and relations ensure the realization of the life cycle of the final product creation. It gives rise to the need for the application at this decomposition level of the “composition” model, that is, decomposition of functions disclosed at the fourth level of the tree of goals by the composition of the system elements. The microstructure of any functioning social-economic system includes: the subject of labor (who works?); the object of labor (at what does one work, and from what

does one produce?); means of labor (with what does one work?); relations between the system elements, that is, the

processes of interaction in the production of the final products, and the organizational structures (how the project fulfillment processes are organized, how the work is carried out?).

 

Level 6. At the sixth level, the decomposition is carried out on the basis of the management cycle model, which, in conformity with any organizational management system, includes the following main stages: forecasting; planning; organization; controlling; analysis of problem situations.

Level 7. Decomposition on the basis of the powers delegation model: performance; coperformance; coordination; endorsement.