Project Management Life Cycle
ProjectManagement Life Cycle
The PMBOKÂ® Guide provides a clear description of the variouselements needed to implement a project. In fact, it clarifies theroles and responsibilities that the stakeholders should undertakewithin the given period. This essay evaluates the project charter,the scope statement and the difference between the project life cyclestructure and the process groups.
The project charter of the Initiating Process Group will be crucialbecause it entails the overview of the project and it also containsthe signatures, which approves that the project will be much morecredible. It also gives the project manager the authority that he orshe might need in using the organizational resources in completingthe specific resources.
The scope statement that is created during the Define Scope processis crucial because it has an extensive description of the objectives,each planned deliverables as well as the requirements needed toachieve the goals. It also serves as the baseline that clarifies thespecific processes that should be followed, and it can only bechanged in exceptional circumstances when the project manager wantsto alter certain factors that will deal with any uncertainties.
The project life cycle structure usually clarifies how the projectphases work right from the beginning to the end of the project. Onthe other hand, the project groups are found in each project phase,and they are used to implement the objectives agreed (Mir &Pinnington, 2014). For instance, the project phases might includefeasibility study, design or even the prototype while the projectgroups include the planning and the execution that interact to finishthe project lifecycle structure.
In conclusion, the project needs various steps that determine itssuccess, and the inclusion of the project charter, the scopestatement provides enough information needed. Lastly, the projectlife cycle structure contains the project phases while the groups arewithin the phases.
Mir, F. A., & Pinnington, A. H. (2014). Exploring the value ofproject management: linking project management performance andproject success. International Journal of Project Management,32(2), 202-217.
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