Hello and welcome to this series of podcasts from Parallel Project Training. We’ve recorded a series of podcasts for the new APM PMQ syllabus for exams starting in September 2024. This episode is on life cycles. My name’s Ruth Phillips, and I’m here with one of Parallel’s senior trainers, Carmen Campos, to discuss this topic today. Welcome to the podcast, Carmen.
Hello. Thank you.
So, let’s talk about life cycles then. This is a decision we need to make early on in our project as to what type of life cycle we’re going to use. How do we define a project life cycle?
A project life cycle is simply the framework that the project will use to manage its progression through various phases. It essentially sets out the high-level structure of those phases from cradle to grave. There isn’t a universal best practice; instead, we have different options. Organisations will have to decide which life cycle they will adopt to deliver their projects.
Okay. So, we’ve got a choice of different life cycles. According to the syllabus, the first learning outcome is that we need to understand the distinctive features of different life cycles, namely linear, iterative, and hybrid life cycles, and know when each is applicable. The fourth learning outcome is to understand the strengths and limitations of each life cycle. Carmen, let’s discuss each of these life cycles now. Shall we start with the linear life cycle?
When selecting the right life cycle, it’s important to choose the right approach as it will determine how the project will operate. A linear approach suits projects with a well-established understanding of the scope and context. These life cycles typically have four key phases. Using APM terminology, the first phase is the concept phase, where the initial idea for the project is developed.
In this phase, we develop a project business case that outlines the purpose of the project, high-level objectives, scope, and viability. Once there’s formal acceptance of the business case, we move to the next phase, which is definition.
In the definition phase, we undertake detailed planning. This includes producing an integrated project management plan, creating scope breakdown structures, schedules, cost plans, securing resources, and planning for risk, communication, quality, and stakeholder management. Once this detailed planning is approved, we move to the deployment phase.
So, the concept phase is high-level feasibility and viability, then definition for detailed planning. What’s the third phase?
Once we have approval, we move into deployment, which is essentially the execution of the project. This is where we deliver all the products to achieve the project outcomes and benefits. The deployment phase may include smaller interim stages. Once the deliverables meet quality standards and requirements, we progress to the final phase, which is transition into value.
Deployment could last many years for large projects. What’s the final stage?
The final stage is the transition to business as usual. This phase includes handover, commissioning, obtaining formal acceptance from the client or users, and documenting all lessons learned.
So, a linear life cycle is a sequential framework with four phases to ensure projects are identified, planned, controlled, and handed over effectively. What are the strengths of a linear life cycle?
One of the strengths is the maximum control and governance, ensuring each phase is completed before moving to the next. This structure also gives early attention to planning and ensures resources are secured before work begins.
Are there any limitations to a linear life cycle?
Yes, a key limitation is its inflexibility. It’s not well-suited for projects that need to accommodate change easily or for projects where the scope isn’t well-defined.
That makes sense. Now, let’s move on to the iterative life cycle. What is an iterative life cycle, Carmen?
An iterative life cycle offers more flexibility. It’s suited for projects where the scope isn’t well-known upfront and where evolutionary development is needed, such as agile projects. Iterative life cycles have repeated cycles of execution.
Rather than sequential phases, this is a cyclical process. What are the phases in an iterative life cycle?
An iterative life cycle starts with a pre-project phase, similar to the concept phase in linear life cycles. It focuses on selecting the right project that fits within organisational strategy. If feasible, we move to the next phase, feasibility, to assess commercial and technical viability.
After feasibility, we move to the foundations phase, which is planning but at a high level. We plan time, resources, and costs without detailed scope, leaving flexibility for iterative development.
When is an iterative life cycle more applicable?
Iterative life cycles are ideal for projects needing flexibility, such as IT, innovation, and digital projects where the scope evolves. They allow for incremental benefits and adaptation based on user feedback.
What are the limitations of an iterative life cycle?
Resource management can be challenging, and strong user engagement is crucial. It’s also more complex in terms of delivery, as integrating and testing new features with existing ones can be difficult.
The final type of life cycle is the hybrid life cycle. I’m guessing this is a blend of the two?
Yes, a hybrid life cycle combines elements of both linear and iterative life cycles, providing structure and predictability along with flexibility. It maintains the concept, definition, deployment, and transition phases but incorporates iterative elements within these phases.
What are the limitations of a hybrid approach?
While it offers the best of both worlds, it adds complexity in management and governance. It also requires cultural adaptation within organisations to embrace this approach.
We’ve covered linear, iterative, and hybrid life cycles. The syllabus also mentions understanding the differences between a project life cycle and an extended life cycle. What’s involved in an extended life cycle?
An extended life cycle includes all phases of a linear life cycle plus adoption and benefits realisation. It ensures that the project’s outputs are fully embedded in the organisation and that benefits are achieved. The project manager remains accountable for the outcome and is often involved in benefits reviews.
So, an extended life cycle is more suited for internal projects where adoption and benefits realisation are critical. Finally, what factors affect the choice of life cycle?
Factors include the type of organisation, sector regulations, project complexity, and organisational culture. For example, heavily regulated sectors like healthcare or construction may prefer linear life cycles, while rapidly evolving sectors like technology might benefit from iterative life cycles. Hybrid approaches can be tailored to fit specific project needs.
That’s been really interesting, Carmen. I think we’ve covered all the learning outcomes and gained a good understanding of when to use each life cycle. Thank you very much.
Thank you. Goodbye.
Goodbye.
