Project Management Life Cycle Phases - Shikshaglobe

Content Creator: Vijay Kumar

What is a Project Management Life Cycle?

Project Management Life Cycle is a progression of fundamental exercises for achieving project goals or targets. A system incorporates the stages to change a thought into the real world. Undertakings might have various aspects and trouble levels, yet they can be planned to the Project Management life cycle structure, anything that the venture's size is.

Project Management Life Cycle Phases

The Project Management Lifecycle process is partitioned into four fundamental parts: Initiation stage, Planning stage, Execution stage, and Monitoring, Controlling, and Closing stage as displayed in the underneath chart.

We will look at each Project's Life Cycle phase:

Project Initiation Stage

The inception stage characterizes those cycles that are expected to begin another task. The reason for the undertaking commencement stage is to figure out what the task ought to achieve.

This stage mostly made out of two fundamental exercises

Foster a Project Charter and

Recognize Stakeholders

All the data connected with the undertaking are placed in the Project Charter and Stakeholder Register. At the point when the task contract is supported, the venture turns out to be authoritatively approved.

Project Charter

The Project Charter characterizes the undertaking's principal components

Experience the difference

Project objectives

Project limitations and Problem explanations

Allocate project director

Partner list

Significant level timetable and financial plan



This record permits a task chief to use hierarchical assets for the undertaking. To make a task sanction, the sources of info required will be venture climate factor, business case, arrangements, an undertaking explanation of work and hierarchical cycle resources.

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Distinguishing Stakeholders

A partner can impact the achievement and disappointment of the task. To note down the data about the partner, a Stakeholder Register is utilized.

The partner register will have data like

Kind of partner

Assumption for partner

Job in Project ( Business Analyst, Tech engineer, Client PM)

Assignment (Director, Business Lead, and so forth.)

Type Communication ( Weekly/Monthly)

Impact on the undertaking ( Partial/Supportive/Influensive)

Different exercises associated with starting cycle bunch are:

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Appointing the undertaking director

Deciding on the partner's needs, assumptions, and undeniable level of necessities

Characterize the undertaking a positive outcome measures

Recognize specific spending plans for a specific stage

Ensure that the undertaking is lined up with the association's key objective

The partner register and task sanction are utilized as contributions to the next advancement gatherings, for example, arranging process bunch.

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Project Planning Stage

Project Planning stage covers around half of the entire cycle. Arranging stage decides the extent of the task as well as the goal of the venture. It starts with the results of inception stage (contract, fundamental extension proclamation, and task director). The result of the arranging stage fills in as the contribution for the execution stage.

The project management life cycle consists of distinct phases that guide the progression of a project from initiation to closure. Each phase serves a unique purpose and involves specific tasks, deliverables, and stakeholders. Here are the typical phases of a project management life cycle:

1.     Initiation Phase:

·         Purpose: In this phase, the project's feasibility and alignment with organizational goals are assessed. The project's objectives are defined, and initial planning begins.

·         Key Activities:

·         Project charter creation.

·         Stakeholder identification.

·         High-level scope definition.

·         Initial risk assessment.

·         Deliverables: Project charter, initial scope statement, stakeholder register.

2.     Planning Phase:

·         Purpose: Detailed planning takes place in this phase, covering scope, schedule, resources, and budget. The project plan is created to guide the execution phase.

·         Key Activities:

·         Detailed scope definition.

·         Work breakdown structure (WBS) development.

·         Activity sequencing and duration estimation.

·         Resource allocation.

·         Cost estimation and budgeting.

·         Risk management plan.

·         Deliverables: Project management plan, WBS, schedule, budget, risk management plan.

3.     Execution Phase:

·         Purpose: This phase involves carrying out the project work according to the project plan. Team members perform tasks, and project progress is monitored.

·         Key Activities:

·         Task execution.

·         Team management.

·         Quality assurance.

·         Communication and reporting.

·         Risk monitoring and control.

·         Deliverables: Completed project work packages, progress reports.

4.     Monitoring and Controlling Phase:

·         Purpose: Continuous monitoring of project performance occurs in this phase. Deviations from the plan are identified and corrective actions are taken.

·         Key Activities:

·         Performance measurement.

·         Issue identification and resolution.

·         Change control.

·         Quality control.

·         Risk management updates.

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·         Deliverables: Change requests, updated project management plan, performance reports.

5.     Closing Phase:

·         Purpose: The project is formally closed in this phase. All project activities are completed, and the final deliverables are handed over to the client or stakeholders.

·         Key Activities:

·         Final inspection and verification.

·         Documentation completion.

·         Stakeholder acceptance.

·         Project closure report.

·         Lessons learned documentation.

·         Deliverables: Project closure report, lessons learned, formal acceptance, handover documents.

6.     Post-Implementation Review (Optional):

·         Purpose: While not always considered a formal phase, a post-implementation review occurs after project closure to assess the project's success, capture lessons learned, and evaluate the achieved benefits.

·         Key Activities:

·         Evaluation of project performance.

·         Benefits realization assessment.

·         Documentation of lessons learned.

·         Stakeholder feedback.

·         Deliverables: Post-implementation review report, updated organizational knowledge base.

The significant parts of arranging process are

Arranging stage ought not be executed before your underlying arranging is done

Until the execution interaction doesn't begin, you shouldn't quit overhauling plans

Make Work Breakdown Structure (WBS)

For any effective task WBS (Work Breakdown Structure) is significant. Following are moves toward make WBS.

Lead a talk to list every one of the errands

Include your entire group for conceptualizing

Record the design tree of the errand otherwise called WBS (work breakdown structure)

Further breakdown your top WBS into a various leveled set of exercises, for example, classes, sub-classifications, and so on. For instance equipment, programming, student, supervisory groups, and so on.

Characterize how to record the things into your WBS

Ask others - it tends to be a specialist, experienced work force, and so on.

Granularity-how nitty gritty your errand would it be advisable for you to have? Assessing cost and time for higher granularity is hard while for lower granularity it will be hindered with too definite data

Granularity ought to be of right level not excessively high or not excessively low

Arranging Schedule Management

Plan Scheduling is the method involved with laying out the technique, arrangements and documentation for arranging, making due, executing and controlling the task plan. The contributions to these exercises incorporate

Project the executive's plan

Project Charter

Endeavor natural elements

Authoritative interaction resources

The result of the Planning Schedule Management incorporates

Plan the board plan

Characterizing Activities

Characterizing Activities is the strategy for recording and recognizing explicit activities to be performed to create the venture expectations.

Project Management Life Cycle: Complete Guide

In characterize exercises, each work bundles is separated into individual plan for getting work done exercises. The contributions of the characterizing exercises incorporate

Plan the executives plan

Scope benchmark

Venture natural elements

Hierarchical interaction resources

While the results of these exercises are

Movement list

Movement ascribes

Achievement list

Grouping Activities

Grouping exercises is only coherently sorting out the result of "characterize exercises". It decides the request where the exercises should be performed.

Project Management Life Cycle: Complete Guide

The principal yield from the grouping action process is the "Organization Diagram".

Network outline is only posting the errand on a board in a coherent request.

For instance, if you need to begin a business outside the country what will be your rundown of exercises, and what will be the request it ought to be finished?

You will perform exercises in these request

Pick a country

Get license to operate

Employing a supervisor

Purchasing a property

Purchasing the furniture and so on.

Starting the business

Assessing Activity Resources

This stage makes sense of the method involved with assessing the work exertion and assets expected to finish the job. The other element that must be considered at this stage is the accessibility of the assets.

While assessing assets, the attention ought to be on the longest way of the arrangement (Critical Path), which going to consume additional time and cash.

You need to gauge assets for two undertakings

Basic errands

Drifting errands

Ensure that your basic errands are precisely assessed (consummation time).

There are five sources of info used to assess movement assets

Plan Management Plan

Action list

Asset Calendar

Undertaking natural elements

Authoritative interaction resources

The result of this stage is

Action asset necessities

Asset breakdown structure

Project records refreshes

NOTE: All the action that is done as such far (characterize exercises + grouping exercises + Estimate action assets) will help in "Foster Schedule."

Assessing Activity Durations

Assessing Activity Duration is the most common way of assessing the quantity of work time frames (weeks/months) expected to finish the singular responsibility with assessed assets. This step characterizes what amount of time a singular errand will require to finish.

You can't ascertain action length without computing the work exertion and assets expected to finish the job. Assessing cycle ought to be finished in a specific order

Gauge work exertion first

Followed by assessing the assets

Followed by Estimating the term of assignment

To gauge action lengths, you really want inputs

Action list

Action credits

Asset schedules

Project scope articulation

Hierarchical interaction resources

Endeavor natural elements

While there are two primary results

Gauge action spans

Gauge action spans project record refreshes

This procedure likewise alludes as PERT (Project Evaluation and Review Techniques) gauges.

Foster Schedule

Foster Schedule is the method involved with dissecting action successions, asset prerequisites, terms and timetable imperatives to make the venture plan model. For booking each undertaking, three fundamental elements are thought about


Task conditions


Utilizing these variables project works out the beginning date and finish date for each assignment.

A planning program can be utilized to make a timetable. It produces a timetable model with arranged dates for finishing project exercises.

The contribution of this apparatus incorporates

Plan the board plan

Movement list

Movement ascribes

Project plan - network graphs

Action asset necessities

Asset schedules

Action length gauges

Project scope articulation

Risk register

Project staff tasks

Asset breakdown structure

Undertaking natural variables

Authoritative cycle resources

The result from this would be

Project Schedule

Project network graph

Gantt diagrams or Bar outlines

Achievement diagram

Plan gauge

Booked information

Project report refreshes

Control Schedule

The last phase of the arranging stage is Control Schedule. It is the method involved with observing the situation with project exercises to refresh the project process and oversee changes to the timetable benchmark.

Assuming changes are expected to the timetable, they should go through the change control process. The timetable ought to be overseen or constrained by the director proactively.

There are four principal results of the control plan process

Project the executive's plan

Plan benchmark

Plan the board plan

Project plan

Work execution data

Authoritative cycle resources

There are five results of the control plan

Work execution of the board

Authoritative cycle resources refreshes

Change demand

Project the executives plan refreshes

Project archive refreshes

Project Execution Stage

The executing stage comprises those exercises that are characterized in the project by the executive's plan. This cycle includes overseeing partner assumptions, planning with individuals and assets, too

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