Project Management Life Cycle (PMLC)

There are three model types identified by (Wysocki 2012) that control the five “Project Management Life Cycle”.

Only 20 percent of the projects fall under the Traditional Project Management (TPM) approach, where the Linear Project Management Life Cycle Model and Incremental Project Management Life Cycle Model are applied.

The other 80 percent of the projects fall under the Agile Project Management (APM) approach, where the Iterative Project Management Life Cycle Model and Adaptive Project Management Life Cycle Model are applied. In addition, Extreme Project Management Approach (XPM), where the Extreme Model is applied.

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How to Select the Project Life Cycle Model?

Project complexity and uncertainty are the main factors to select the project management life cycle model. The TPM approach is applicable when the project is done before, is not complicated, and the project goals are clear.

The APM approach is applicable when the project goals are clear, but how to produce them is not clear. Many project managers believe that the majority of their projects fall under the APM approach.

XPM approach is applicable when neither the project goals nor the project solutions are clear. (Wysocki 2012).

Each PMLC is associated with different risks, failures, and mitigation strategies as per the following:

Linear Project Management Life Cycle Model

Figure 2-3 clarifies the process of the project life cycle (The first type of TPM), which assumes that all the project goals and solutions are clear. (Wysocki, 2012, p42).

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A. Risks associated with this PMLC:

There is no loopback to revisit the process group or improve the deliverables based on the project’s actual status and learn from other processes.
There is no room for the change order request from the client, because during the launch process group if any scope change request is issued it will most probably delay the project schedule.

B. Risks Mitigation:

The client should be aware that if any changes to the project’s original scope occur, it would affect the scheduled completion date. A management reserve task could be added to the project schedule as well. (Wysocki, 2012,p343).
If the project manager feels that the project will involve numerical scope changes, then another PMLC should be selected.

Incremental Project Management Life Cycle Model

Figure 2-4 clarifies the process of the project life cycle (second type of TPM), which assumes that all the project goals and solutions are clear. However, it allows for looping back to earlier processes to manage change orders. (Wysocki, 2012, p44).

A. Risks associated with this PMLC:

Although this PMLC allows for room of scope change, this room is only available between increments, not within the single one.
Because the project deliverable is partially released to the client, changes are highly expected from the end user. (Wysocki, 2012, p357).
More client involvement in this PMLC could affect the project’s progress if the client response timing is slow.

B. Risks Mitigation:

The increments should not be too short to avoid more changes, and should not be too long to affect the success in the market, and the project team Intact.
Management reserves regarding the changes and the client’s role should be acknowledged by the client.

Iterative Project Management Life Cycle Model

Figure 2-5 clarifies the process of the project life cycle (first type of APM), which assumes that the project goals are clear, but the solutions are not. “The objective is to show the client an intermediate and perhaps incomplete solution and ask them for feedback on changes or additions they would like to see.” This step is repeated until the client is satisfied. (Wysocki, 2012, p48).

A. Risks associated with this PMLC:

The client is deeply involved; the second iteration cannot start without the client’s feedback on the first one.
“Likely to be multiple scope change requests” (Wysocki, 2012, p385).

B. Risks Mitigation:

Because the client will be involved in the changes among the iterations, the solutions need to be kept aligned with the business needs.

Adaptive Project Management Life Cycle Model

Figure 2-6 clarifies the process of the project life cycle (second type of APM). Except for the term “cycles” in place of “iterations,” this PMLC is identical to iterative PMLC. (Wysocki, 2012, p49). However, the level of uncertainty and complexity associated with this PMLC is higher than the iterative PMLC. (Wysocki, 2012, p399).

A. Risks associated with this PMLC:

In addition to the iterative PMLC risks,

This model is mainly designed for software development projects. You may face difficulties in applying this model to other project types.
“Cannot identify exactly what will be delivered at the end of the project” (Wysocki, 2012, p405).

B. Risks Mitigation:

Because the project deliverable is not clear, the project budget cost should be shared with the client to provide the required funds for the project.

Extreme Project Management Life Cycle Model

Figure 2-7 clarifies the process of the project life cycle. Because the project goals and the solutions are not clear, the scope of work could be changed after each phase. Therefore, this is the highest-risk PMLC model. (Wysocki, 2012, p52).

A. Risks associated with this PMLC:

No clear directions for the correct solutions.
Business values are not guaranteed.

B. Risks Mitigation:

The client should be aware of the project risks before starting the project.

Conclusion:

Depending on the project’s available information; the suitable project management life cycle is to be selected. TPM is used when the project goals and solutions are known; this is applicable in construction projects where there is a perfect design with minimal changes.

APM is used when the project goals are clear while the solutions are not clear, this PMLC is applicable in the construction projects during the design phase. XPM is used when there is a lack of project goals and solutions, and this PMLC could be found in the construction field during the feasibility study.

References:

WYSOCKI, R.K., 2012. Effective project management. 6th ed. Indianapolis, IN: Wiley.

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