(A1.2.P1)

Projects are the way that most new work gets delivered. All projects have certain characteristics in common.

• They all have a beginning and an end.

• All projects are unique. They may be similar to prior projects but they are unique in terms of timeframes, resources, business environment, etc.

• Projects result in the creation of one or more deliverables.

• Projects have assigned resources - either full-time, part-time or both.

All organizations have projects. Projects can be managed using a common set of project management processes. In fact, a similar set of project management processes can be utilized regardless of the type of project. For instance, all projects should be defined and planned and all projects should have processes to manage scope, risk, quality, status, etc.

Some people are confused on the difference between project management and the project lifecycle. It takes both types of work to complete a project successfully. The general difference is that project management is used to define, plan, control, monitor and close the project. The work associated with actually building the project deliverables is accomplished through work that is referred to as the “lifecycle”. Project management is used to build the schedule, but the vast majority of the work in the schedule is the lifecycle work associated with building the project deliverables.     

Projects can be managed using a common set of project management processes. In fact, a similar set of project management processes can be utilized regardless of the type of project. All projects should be defined and planned and all projects should manage scope, risk, quality, status, etc. One of the valuable things about having a common project management methodology in your organization is that the same processes can be used on all projects. 

The thing that makes a project unique is the deliverables that each project builds. For example, building a bridge is a different type of project that building an IT solution, or building a new consumer product. The lifecycle describes the activities used to build the deliverables and is generally unique for each project. .

Even though all projects are unique, there are still common lifecycle models that can be used to build deliverables in similar ways. An example of a lifecycle models is the generic “waterfall”. In a waterfall project you start off understanding the requirement of the solution, designing a solution, building and testing a solution and then implementing the solution. Each of these major areas of focus is called a phase (Analysis Phase, Design Phase, Construct Phase, etc.) What could be easier? The classic waterfall approach is the lifecycle model you would probably end up with if you knew nothing about methodology and just had to build a project schedule from scratch.

What could be easier? Even if you have a small project you still go through these basic steps, although some of them may be a mental exercise. If you have a forty-hour enhancement project, for instance, it may seem that you can jump right in with construction. But are you really? It is more likely that you are receiving some type of service request that describes the work required (analysis and requirements), which you take and mentally map into the work to be performed (design). You then make the enhancement changes required, test them and implement them (construct, test, implement). The classic waterfall approach is the life cycle model you would probably end up with if you knew nothing about methodology and just had to build a project schedule from scratch.

There are other life cycle models other than classic waterfall. Although the waterfall model can be applied to all projects, other life cycle models might be more efficient and effective based on the characteristics of the project. For instance, if you are installing a software package, you can utilize a specific life cycle model for package implementation that is light on the design and construct phases. Likewise, if you are conducting a research and development (R&D) project, you can use a specific R&D life cycle model that takes into account that the work might be thrown away when you are done. Other important life cycle models can be used to accelerate projects with certain characteristics. IT online development projects, for instance, may be able to utilize iterative development and Agile techniques.

The important point is that a common, scalable project management process can be used effectively on all your projects. The specific, detailed work to build your deliverables is referred to as the “life cycle”.

Projects vs. Product (A1.3.P1)

“Projects” are the way that new work gets delivered. All organizations have projects. Projects can be managed using a common set of project management processes. “Project management” refers to the processes used to create or enhance the product

“Products” on the other hand, are tangible items that are produced by a project. (If you purchased a vendor product, then the vendor produced the product using a project.) If the product is temporary or has a short lifespan, we don’t normally consider it a “product”. Usually “products” are a term given to something that we build and maintain for a long period of time.

“Product management” is an approach for centrally coordinating the activities surrounding the inception, business case, development and the long-term support and enhancement of a product. You can think of product management as encompassing the full life cycle of the product. The person that executes these responsibilities is called a product manager.

The role of the product manager varies depending on where the product is in the product life cycle. The following areas describe some of the specific responsibilities of the product manager for internal and vendor developed products.

Inception

• Capture the idea so that it can be explored more fully.

• Identify opportunities for use of the product

Business case

• Nurture an idea through the company’s business planning process to see if the idea can be funded. If the idea is never fulfilled, then the product management life cycle is very short.

Project

A project is started to build the product. At this point project management and product management overlap. The product manager may be assigned the role of the project manager as well, but it is more common that a project management specialist is introduced to manage the project to completion.

• Coordinate testing of new products and releases, including coordinating pilots with potential product users

• Determine when a product is “production-ready” based on testing and pilot projects

• Coordinate the deployment of the product or new releases

Maintenance and support

This is where the long-term product management occurs. It may have taken a few months to get the work funded, and it may take some months for the product to be built. However, the product may be supported and enhanced for many years afterward. The product manager may do the support and enhancements, but it is likely that a dedicated support organization is involved.

• Act as the primary contact for coordination and communication with the product vendor (vendor products)

• Monitor product direction with the vendor (vendor products)

• Track where the product has been deployed

• Receive ongoing requests from the staff for individual products

• Integrate and adds new products and releases (vendor products)

Financial Management

• Coordinate negotiation of product contracts, purchase agreements, and maintenance agreements (vendor products)

• Ensure that budget is available for product purchases and maintenance

• Determine when to consider canceling or reducing maintenance payments based on product direction (vendor products)

Product Release Management

• Coordinate certification of new releases (vendor and internal products)

• Plan and manage new release implementation (vendor and internal products)

Product Retirement

• Determine when product need to be retired

• Plan and manage product retirement

• Retire (uninstall) the product from the environment