DTU ProjectLab - User contributions [en-gb]

Project Life Cycle in Industrial Engineering

2018-02-23T14:15:04Z

BaptisteH:

All projects can be mapped to a generic life cycle structure. This article discusses about a method of project management: Project Life Cycle. A project life cycle is a sequence of steps through from the beginning to the end of the project, they are sequential and, generally in industrial engineering, there are 4 four main phases which are: Initiation, Planning, Execution and Closure (''Figure 1''<ref> '''Figure 1:''' Typical cost and staffing levels across a generic project life cycle structure. Project Management Institute. '''“A Guide to the Project Management Body of Knowledge (PMBOK® guide)” '''– ''Fifth Edition, 2013''. Page 38</ref>).
Phases can be broken down by intermediate milestones, specific results or deliverables. The project life cycle also allows for the gate procedure to be used, this is a tried and tested method for delivering projects on time, within budget and to the expected quality targets.
The life cycle provides the basic framework for managing the project, regardless of the specific work involved, it is independent from the product life cycle produced by or modified by the project.<ref>Project Management Institute. '''“A Guide to the Project Management Body of Knowledge (PMBOK® guide)” '''– ''Fifth Edition, 2013''. Page 38 to 46 </ref>
Firstly, we will give a description, analysis of each phases, and we will give you a small example for each phases. Secondly, we will speak about applications and limitations of Project Life Cycle in Industrial Engineering.

==Big idea==
[[File:Figure_1_Porject_Life_Cycle_in_Industrial_Engineering.png ‎|500px|thumb|right|'''Figure 1:''' Typical cost and staffing levels across a generic project life cycle structure]]
Most of industrial projects follow a Life Cycle Model <ref>http://apppm.man.dtu.dk/index.php/Life_Cycle_Model December 2014 </ref> which have all the time the same structure, with 4 steps: Initiation, Planning, Execution and Closure. This structure is often used in industrial engineering, because there is a communication with upper management or other entities less familiar with the details of the projects. Taken together, these steps represent the road a project takes from the beginning to its end and are generally referred to as the project “Life Cycle”.
The interfaces of the phases form milestones for progress payments and reporting progress to top management, who can then make the decision to abort or provide further funding. Sometime, the production of a prototype begin before the end of the design, this is known as concurrent engineering and is often employed to reduce the overall project programme.
<ref>Albert Lester. '''“Project Management, Planning and Control”''' – Fifth Edition. Elsevier Ltd. 2007. Page 37 to 39</ref>

This phase is where the project objectives are defined and the aspects of the project agreed, it is the phase where a problem is identified and potential solutions suggested, the scope of work is now defined in detail.

One of first steps is the stakeholder analysis, understanding which people or organizations will be impacted by or can influence your project, and what is in scope of the project is critical for ensuring your project's success. The easiest way is to ask the project stakeholders to sign the WBS <ref>http://apppm.man.dtu.dk/index.php/Work_Breakdown_Structure_(WBS) September 2015 </ref> (or PBS). Being asked to sign their agreement against the scope will force a careful analysis of the requirement which can save a lot of time and cost later.

During this phase it is important to talk with project members in order to give an opportunity to engage with anyone who knows the work better than they may do. This stage is also an opportunity to engage the wider project team in working together.
Initiation time allows the project team to define the work in a logical way, without being distracted by the timeline which comes later in the planning stage. By ensuring each step of defining your project is done methodically, it will lead to a better result, and increase the chances of project success.

Developing the responsibility assignment matrix <ref>http://apppm.man.dtu.dk/index.php/Responsibility_Assignment_Matrix_(RACI_Matrix) September 2015 </ref> (RAM) before the planning stage allows the project team to avoid the distraction of reality at too early a stage. It is too tempting to modify resource requirement because of assumptions about availability instead of simply and methodically agreeing who should have responsibility for what work. It is also important to keep the distinction between responsibility (at this stage) and resource allocation (who will do the work, agreed at the planning stage).

There is often much confusion between programmes and projects. It should be clear at this stage, because there are 3 important parameters in project management: '''time''', '''cost''' and '''quality'''.
====Example initiation phase====
A U.S industrial company won a contract to design and set up the first copper mine production in northern Argentina, and there was no existing infrastructure for either the mining industry projects in this part of South America. During the initiation phase of the project, the project manager focused on defining and finding a project leadership team with the knowledge, skills, and experience to manage a large complex project in a remote area of the globe. The project team set up three offices: one was in Chile, where large mining project infrastructure existed, the other two were in Argentina, one was in Buenos Aries to establish relationships and Argentinian expertise, and the second was in Catamarca—the largest town close to the mine site. With offices in place, the project start-up team began developing procedures for getting work done, acquiring the appropriate permits, and developing relationships with Chilean and Argentine partners. <ref name="Example">Adrienne Watt. '''“Project Management”'''. Creative Commons Attribution 3.0. 2014</ref>

=== Planning: Organizing and preparing ===
[[File:Gantt-chart-template.png‎|600px|thumb|left|'''Figure 2:''' Example of a Gantt chart for an industrial project]]
This phase is where the project is broken down into manageable areas of work, much details as possible, and planned in terms of time, cost and resources. This is a continuous process and will extend throughout the execution phase of the project.
The project manager coordinates the preparation of a project budget by providing cost estimates for the labour, equipment, and materials costs. The budget is used to monitor and control cost expenditures during project implementation.
Despite the awareness that new projects are delivered on schedule people tend to plan optimistically. It is important to be critical when developing resource and duration estimates and to be realistic. For industrial project, it is better to over deliver than miss your project end date.

In a large project it is common for specialist project planners to be used who may, or may not, understand technical detail. These arguments will continue, but the solution is for project managers and the project team to “own” the plan rather than delegate the process. Every element of the schedule needs to be critically analysed, ensuring that those in the organisation with experience of similar projects or smaller work packages, develop a realistic plan.

Today there is extensive desktop planning software available, like GanttProject (''Figure 2'' <ref> '''Figure 2:''' Example of a Gantt chart for an industrial project. http://www.conceptdraw.com/examples/example-of-gantt-chart ConceptDraw. February 2018 </ref> ), Microsoft Office Projects, OpenProj etc. These have become essential to plan and manage the data of large and complex projects, however, these tools cannot think and they cannot apply experience of the work that a project manager can be have, in the industrial field for example. The temptation to let the software tools do the work is significant, however, project managers need to challenge the plan in all aspects - time, logic and resources.

Every project has different emphasis on time, cost or quality. For a project manager or project team to critically analyse the plan they must understand the project drivers and ensure the plan is weighted accordingly. For example, if the timescale is the key priority then realistic time estimates are essential. If the budget is fixed then minimising cost, sometimes at the expense of schedule, is essential. It is common when project teams challenge these project drivers for them to be told that cost, time and quality are all essential. However, some elements are always more important than others. To apply the same emphasis to all three in an industrial project is to plan to fail. Uncertainty, risk and change is inevitable and the project manager has an ethical duty to understand the project drivers before committing to the project plan.

It is not uncommon for a project manager to be given a delivery date, the budget and the quality perimeters before the project plan has been developed. This is applying reverse logic to the project plan and will set the project team up for failure. However, although sometimes reverse planning is inevitable, it is still the duty of the project manager to be honest with their organisation. This problem can be mitigated by publishing the risk management plan and be producing different planning scenarios for review.

The level of detail that your project needs to be planned at will depend greatly on the size of the project, the amount of information that is available to the project and the amount of visibility and reporting that are required. In a large project it is important to provide a level of detail at which the project can be managed. Presenting the project sponsor or organisation with a complex plan involving many thousands of activities will remove clarity from the plan overall. We recommend a series of planning levels so managers at different levels can review information at the appropriate level of detail.
====Example planning phase====
During the planning phase, the project team developed an integrated project schedule that coordinated the activities of the design, procurement, and lean production teams. The project controls team also developed a detailed budget that enabled the project team to track project expenditures against the expected expenses. The project design team built on the conceptual design and developed detailed drawings for use by the procurement team. The procurement team used the drawings to begin ordering equipment and materials for the construction team; develop labour projections; refine the schedule; and set up the production site. Although planning is a never-ending process on a project, the planning phase focused on developing sufficient details to allow various parts of the project team to coordinate their work and allow the project management team to make priority decisions. <ref name="Example" />

=== Execution: Carrying out the work ===
During this phase the work is implemented, controlled and monitored.
The project plan is put into motion and the work of the project is performed. It is important to maintain control and communicate as needed during implementation. Progress is continuously monitored and appropriate adjustments are made. In any project, a project manager spends most of the time in this step. During project implementation, people are carrying out the tasks, and progress information is being reported through regular team meetings. The project manager uses this information to maintain control over the direction of the project by comparing the progress reports with the project plan to measure the performance of the project activities and take corrective action as needed. The first course of action should always be to bring the project back on course (i.e., to return it to the original plan). If that cannot happen, the team should record variations from the original plan and record and publish modifications to the plan. Throughout this step, project sponsors and other key stakeholders should be kept informed of the project’s status according to the agreed-on frequency and format of communication. The plan should be updated and published on a regular basis.
====Example execution phase====
The implementation phase represents the work done to meet the requirements of the scope of work and fulfil the charter. During the implementation phase, the project team accomplished the work defined in the plan and made adjustments when the project factors changed. Equipment and materials were delivered to the work site, labour was hired and trained, a construction site was built, and all the construction activities, from the arrival of the first dozer to the installation of final production leans switch, were accomplished. <ref name="Example" />

=== Closure: Closing the project ===
The purpose of the Project Closure Phase is to formally close the project. During project closure, there are several key activities that need to be performed...
*Verify that the completion criteria are met
*Create a project closure report
*Collect and archive project artefacts
*Perform a project post-mortem
Many projects skip this phase. Once the Execution Phase is complete, they simply move on. It's unfortunate since they really don't know if the project objectives have been met, don't organize the project artefacts to be easily found for future project's reference, and don't identify the key issues and lessons learned by the project that can be applied to future projects.
Performing Project Closure will benefit both your company and your career. If you do this well, you will set yourself up to lead high-visibility, business-critical projects. So make sure your projects go through the full project management life cycle.
====Example closure phase====
The closeout phase included turning over the newly constructed plant to the operations team of the client. A punch list of a few remaining construction items was developed and those items completed. The office in Catamarca was closed, the office in Buenos Aries archived all the project documents, and the Chilean office was already working on the next project. The accounting books were reconciled and closed, final reports written and distributed, and the project manager started on a new project. <ref name="Example" />

== Applications ==
The Project Life Cycle Management can be used to elaborate a business case, to conduct feasibility studies and trade-off analyses etc.

For an industrial project, respecting the life cycle management method is very important. Indeed, for the project manager, the model of the life cycle allows to carry out the project, avoiding any problems related to the progress of the project. This method can be used as soon as a project needs to be completed, such as installing a new production line, or implementing a manufacturing plant in a new environment.

== Limitations ==
It is important to ensure that the project life cycle used for your project is appropriate for the work performed and divided into distinct and manageable phases. It is also important to understand that the life cycle model cannot remove or avoid project-related technical challenges.

This way of manage a project does not adaptable to projects and environments with high levels of uncertainty. It works very well for projects which are well-defined.

==Annotated Bibliography==
*Project Management Institute (2013). '''A Guide to the Project Management Body of Knowledge (PMBOK® guide)''': This book give a global explanation of what is the Project Life Cycle, it is not specific of the industrial field, but it is a really good books about Project management.
*Albert Lester (2007). '''“Project Management, Planning and Control”''' : This book explains different methods and model of project management, planning and control, and there is a small part which speak about in details the Life Cycle Models.
*Adrienne Watt (2014). '''“Project Management”''': A large explanations of the Project Management, and an explanation in details of The phase of the Project Life Cycle (Chapter 3).

==References ==
<references/>

Project Life Cycle in Industrial Engineering

2018-02-23T13:13:58Z

BaptisteH: /* Annotated Bibliography */

All projects can be mapped to a generic life cycle structure. This article discusses about a method of project management: Life Cycle. A project life cycle is a sequence of steps through from the beginning to the end of the project, they are sequential and, generally in industrial engineering, there are 4 four main phases which are: Initiation, Planning, Execution and Closure (''Figure 1''<ref> '''Figure 1:''' Typical cost and staffing levels across a generic project life cycle structure. Project Management Institute. '''“A Guide to the Project Management Body of Knowledge (PMBOK® guide)” '''– ''Fifth Edition, 2013''. Page 38</ref>).
Phases can be broken down by intermediate milestones, specific results or deliverables. The project life cycle also allows for the gate procedure to be used, this is a tried and tested method for delivering projects on time, within budget and to the expected quality targets.
The life cycle provides the basic framework for managing the project, regardless of the specific work involved, it is independent from the product life cycle produced by or modified by the project.<ref>Project Management Institute. '''“A Guide to the Project Management Body of Knowledge (PMBOK® guide)” '''– ''Fifth Edition, 2013''. Page 38 to 46 </ref>
Firstly, we will give a description, analysis of each phases, and we will give you a small example for each phases. Secondly, we will speak about applications and limitations of Project Life Cycle.

==Big idea==
[[File:Figure_1_Porject_Life_Cycle_in_Industrial_Engineering.png ‎|500px|thumb|right|'''Figure 1:''' Typical cost and staffing levels across a generic project life cycle structure]]
Most of industrial projects follow a Life Cycle Model <ref>http://apppm.man.dtu.dk/index.php/Life_Cycle_Model December 2014 </ref> which have all the time the same structure, with 4 steps: Initiation, Planning, Execution and Closure. This structure is often used in industrial engineering, because there is a communication with upper management or other entities less familiar with the details of the projects. Taken together, these steps represent the road a project takes from the beginning to its end and are generally referred to as the project “Life Cycle”.
The interfaces of the phases form milestones for progress payments and reporting progress to top management, who can then make the decision to abort or provide further funding. Sometime, the production of a prototype begin before the end of the design, this is known as concurrent engineering and is often employed to reduce the overall project programme.
<ref>Albert Lester. '''“Project Management, Planning and Control”''' – Fifth Edition. Elsevier Ltd. 2007. Page 37 to 39</ref>

This phase is where the project objectives are defined and the aspects of the project agreed, it is the phase where a problem is identified and potential solutions suggested, the scope of work is now defined in detail.

One of first steps is the stakeholder analysis, understanding which people or organizations will be impacted by or can influence your project, and what is in scope of the project is critical for ensuring your project's success. The easiest way is to ask the project stakeholders to sign the WBS <ref>http://apppm.man.dtu.dk/index.php/Work_Breakdown_Structure_(WBS) September 2015 </ref> (or PBS). Being asked to sign their agreement against the scope will force a careful analysis of the requirement which can save a lot of time and cost later.

During this phase it is important to talk with project members in order to give an opportunity to engage with anyone who knows the work better than they may do. This stage is also an opportunity to engage the wider project team in working together.
Initiation time allows the project team to define the work in a logical way, without being distracted by the timeline which comes later in the planning stage. By ensuring each step of defining your project is done methodically, it will lead to a better result, and increase the chances of project success.

Developing the responsibility assignment matrix <ref>http://apppm.man.dtu.dk/index.php/Responsibility_Assignment_Matrix_(RACI_Matrix) September 2015 </ref> (RAM) before the planning stage allows the project team to avoid the distraction of reality at too early a stage. It is too tempting to modify resource requirement because of assumptions about availability instead of simply and methodically agreeing who should have responsibility for what work. It is also important to keep the distinction between responsibility (at this stage) and resource allocation (who will do the work, agreed at the planning stage).

There is often much confusion between programmes and projects. It should be clear at this stage, because there are 3 important parameters in project management: '''time''', '''cost''' and '''quality'''.
====Example initiation phase====
A U.S industrial company won a contract to design and set up the first copper mine production in northern Argentina, and there was no existing infrastructure for either the mining industry projects in this part of South America. During the initiation phase of the project, the project manager focused on defining and finding a project leadership team with the knowledge, skills, and experience to manage a large complex project in a remote area of the globe. The project team set up three offices: one was in Chile, where large mining project infrastructure existed, the other two were in Argentina, one was in Buenos Aries to establish relationships and Argentinian expertise, and the second was in Catamarca—the largest town close to the mine site. With offices in place, the project start-up team began developing procedures for getting work done, acquiring the appropriate permits, and developing relationships with Chilean and Argentine partners. <ref name="Example">Adrienne Watt. '''“Project Management”'''. Creative Commons Attribution 3.0. 2014</ref>

=== Planning: Organizing and preparing ===
[[File:Gantt-chart-template.png‎|600px|thumb|left|'''Figure 2:''' Example of a Gantt chart for an industrial project]]
This phase is where the project is broken down into manageable areas of work, much details as possible, and planned in terms of time, cost and resources. This is a continuous process and will extend throughout the execution phase of the project.
The project manager coordinates the preparation of a project budget by providing cost estimates for the labour, equipment, and materials costs. The budget is used to monitor and control cost expenditures during project implementation.
Despite the awareness that new projects are delivered on schedule people tend to plan optimistically. It is important to be critical when developing resource and duration estimates and to be realistic. For industrial project, it is better to over deliver than miss your project end date.

In a large project it is common for specialist project planners to be used who may, or may not, understand technical detail. These arguments will continue, but the solution is for project managers and the project team to “own” the plan rather than delegate the process. Every element of the schedule needs to be critically analysed, ensuring that those in the organisation with experience of similar projects or smaller work packages, develop a realistic plan.

Today there is extensive desktop planning software available, like GanttProject (''Figure 2'' <ref> '''Figure 2:''' Example of a Gantt chart for an industrial project. http://www.conceptdraw.com/examples/example-of-gantt-chart ConceptDraw. February 2018 </ref> )., Microsoft Office Projects, OpenProj etc. These have become essential to plan and manage the data of large and complex projects, however, these tools cannot think and they cannot apply experience of the work that a project manager can be have, in the industrial field for example. The temptation to let the software tools do the work is significant, however, project managers need to challenge the plan in all aspects - time, logic and resources.

Every project has different emphasis on time, cost or quality. For a project manager or project team to critically analyse the plan they must understand the project drivers and ensure the plan is weighted accordingly. For example, if the timescale is the key priority then realistic time estimates are essential. If the budget is fixed then minimising cost, sometimes at the expense of schedule, is essential. It is common when project teams challenge these project drivers for them to be told that cost, time and quality are all essential. However, some elements are always more important than others. To apply the same emphasis to all three in an industrial project is to plan to fail. Uncertainty, risk and change is inevitable and the project manager has an ethical duty to understand the project drivers before committing to the project plan.

It is not uncommon for a project manager to be given a delivery date, the budget and the quality perimeters before the project plan has been developed. This is applying reverse logic to the project plan and will set the project team up for failure. However, although sometimes reverse planning is inevitable, it is still the duty of the project manager to be honest with their organisation. This problem can be mitigated by publishing the risk management plan and be producing different planning scenarios for review.

The level of detail that your project needs to be planned at will depend greatly on the size of the project, the amount of information that is available to the project and the amount of visibility and reporting that are required. In a large project it is important to provide a level of detail at which the project can be managed. Presenting the project sponsor or organisation with a complex plan involving many thousands of activities will remove clarity from the plan overall. We recommend a series of planning levels so managers at different levels can review information at the appropriate level of detail.
====Example planning phase====
During the planning phase, the project team developed an integrated project schedule that coordinated the activities of the design, procurement, and lean production teams. The project controls team also developed a detailed budget that enabled the project team to track project expenditures against the expected expenses. The project design team built on the conceptual design and developed detailed drawings for use by the procurement team. The procurement team used the drawings to begin ordering equipment and materials for the construction team; develop labour projections; refine the schedule; and set up the production site. Although planning is a never-ending process on a project, the planning phase focused on developing sufficient details to allow various parts of the project team to coordinate their work and allow the project management team to make priority decisions. <ref name="Example" />

=== Execution: Carrying out the work ===
During this phase the work is implemented, controlled and monitored.
The project plan is put into motion and the work of the project is performed. It is important to maintain control and communicate as needed during implementation. Progress is continuously monitored and appropriate adjustments are made. In any project, a project manager spends most of the time in this step. During project implementation, people are carrying out the tasks, and progress information is being reported through regular team meetings. The project manager uses this information to maintain control over the direction of the project by comparing the progress reports with the project plan to measure the performance of the project activities and take corrective action as needed. The first course of action should always be to bring the project back on course (i.e., to return it to the original plan). If that cannot happen, the team should record variations from the original plan and record and publish modifications to the plan. Throughout this step, project sponsors and other key stakeholders should be kept informed of the project’s status according to the agreed-on frequency and format of communication. The plan should be updated and published on a regular basis.
====Example execution phase====
The implementation phase represents the work done to meet the requirements of the scope of work and fulfil the charter. During the implementation phase, the project team accomplished the work defined in the plan and made adjustments when the project factors changed. Equipment and materials were delivered to the work site, labour was hired and trained, a construction site was built, and all the construction activities, from the arrival of the first dozer to the installation of final production leans switch, were accomplished. <ref name="Example" />

=== Closure: Closing the project ===
The purpose of the Project Closure Phase is to formally close the project. During project closure, there are several key activities that need to be performed...
*Verify that the completion criteria are met
*Create a project closure report
*Collect and archive project artefacts
*Perform a project post-mortem
Many projects skip this phase. Once the Execution Phase is complete, they simply move on. It's unfortunate since they really don't know if the project objectives have been met, don't organize the project artefacts to be easily found for future project's reference, and don't identify the key issues and lessons learned by the project that can be applied to future projects.
Performing Project Closure will benefit both your company and your career. If you do this well, you will set yourself up to lead high-visibility, business-critical projects. So make sure your projects go through the full project management life cycle.
====Example closure phase====
The closeout phase included turning over the newly constructed plant to the operations team of the client. A punch list of a few remaining construction items was developed and those items completed. The office in Catamarca was closed, the office in Buenos Aries archived all the project documents, and the Chilean office was already working on the next project. The accounting books were reconciled and closed, final reports written and distributed, and the project manager started on a new project. <ref name="Example" />

== Applications ==
The Project Life Cycle Management can be used to elaborate a business case, to conduct feasibility studies and trade-off analyses etc.

For an industrial project, respecting the life cycle management method is very important. Indeed, for the project manager, the model of the life cycle allows to carry out the project, avoiding any problems related to the progress of the project. This method can be used as soon as a project needs to be completed, such as installing a new production line, or implementing a manufacturing plant in a new environment.

== Limitations ==
It is important to ensure that the project life cycle used for your project is appropriate for the work performed and divided into distinct and manageable phases. It is also important to understand that the life cycle model cannot remove or avoid project-related technical challenges.

This way of manage a project does not adaptable to projects and environments with high levels of uncertainty. It works very well for projects which are well-defined.

==Annotated Bibliography==
*Project Management Institute (2013). '''A Guide to the Project Management Body of Knowledge (PMBOK® guide)''': This book give a global explanation of what is the Project Life Cycle, it is not specific of the industrial field, but it is a really good books about Project management.
*Albert Lester (2007). '''“Project Management, Planning and Control”''' : This book explains differents methods and model of project management, planning and control, and there is a small part which speak about in details the Life Cycle Models.
*Adrienne Watt (2014). '''“Project Management”''': A large explanations of the Project Management, and an explanation in details of The phase of the Project Life Cycle (Chapter 3).

==References ==
<references/>

Project Life Cycle in Industrial Engineering

2018-02-20T10:05:41Z

BaptisteH:

All projects can be mapped to a generic life cycle structure. This article discusses about a method of project management: Life Cycle. A project life cycle is a sequence of steps through from the beginning to the end of the project, they are sequential and, generally in industrial engineering, there are 4 four main phases which are: Initiation, Planning, Execution and Closure (''Figure 1''<ref> '''Figure 1:''' Typical cost and staffing levels across a generic project life cycle structure. Project Management Institute. '''“A Guide to the Project Management Body of Knowledge (PMBOK® guide)” '''– ''Fifth Edition, 2013''. Page 38</ref>).
Phases can be broken down by intermediate milestones, specific results or deliverables. The project life cycle also allows for the gate procedure to be used, this is a tried and tested method for delivering projects on time, within budget and to the expected quality targets.
The life cycle provides the basic framework for managing the project, regardless of the specific work involved, it is independent from the product life cycle produced by or modified by the project.<ref>Project Management Institute. '''“A Guide to the Project Management Body of Knowledge (PMBOK® guide)” '''– ''Fifth Edition, 2013''. Page 38 to 46 </ref>
Firstly, we will give a description, analysis of each phases, and we will give you a small example for each phases. Secondly, we will speak about applications and limitations of Project Life Cycle.

==Big idea==
[[File:Figure_1_Porject_Life_Cycle_in_Industrial_Engineering.png ‎|500px|thumb|right|'''Figure 1:''' Typical cost and staffing levels across a generic project life cycle structure]]
Most of industrial projects follow a Life Cycle Model <ref>http://apppm.man.dtu.dk/index.php/Life_Cycle_Model December 2014 </ref> which have all the time the same structure, with 4 steps: Initiation, Planning, Execution and Closure. This structure is often used in industrial engineering, because there is a communication with upper management or other entities less familiar with the details of the projects. Taken together, these steps represent the road a project takes from the beginning to its end and are generally referred to as the project “Life Cycle”.
The interfaces of the phases form milestones for progress payments and reporting progress to top management, who can then make the decision to abort or provide further funding. Sometime, the production of a prototype begin before the end of the design, this is known as concurrent engineering and is often employed to reduce the overall project programme.
<ref>Albert Lester. '''“Project Management, Planning and Control”''' – Fifth Edition. Elsevier Ltd. 2007. Page 37 to 39</ref>

This phase is where the project objectives are defined and the aspects of the project agreed, it is the phase where a problem is identified and potential solutions suggested, the scope of work is now defined in detail.

One of first steps is the stakeholder analysis, understanding which people or organizations will be impacted by or can influence your project, and what is in scope of the project is critical for ensuring your project's success. The easiest way is to ask the project stakeholders to sign the WBS <ref>http://apppm.man.dtu.dk/index.php/Work_Breakdown_Structure_(WBS) September 2015 </ref> (or PBS). Being asked to sign their agreement against the scope will force a careful analysis of the requirement which can save a lot of time and cost later.

During this phase it is important to talk with project members in order to give an opportunity to engage with anyone who knows the work better than they may do. This stage is also an opportunity to engage the wider project team in working together.
Initiation time allows the project team to define the work in a logical way, without being distracted by the timeline which comes later in the planning stage. By ensuring each step of defining your project is done methodically, it will lead to a better result, and increase the chances of project success.

Developing the responsibility assignment matrix <ref>http://apppm.man.dtu.dk/index.php/Responsibility_Assignment_Matrix_(RACI_Matrix) September 2015 </ref> (RAM) before the planning stage allows the project team to avoid the distraction of reality at too early a stage. It is too tempting to modify resource requirement because of assumptions about availability instead of simply and methodically agreeing who should have responsibility for what work. It is also important to keep the distinction between responsibility (at this stage) and resource allocation (who will do the work, agreed at the planning stage).

There is often much confusion between programmes and projects. It should be clear at this stage, because there are 3 important parameters in project management: '''time''', '''cost''' and '''quality'''.
====Example initiation phase====
A U.S industrial company won a contract to design and set up the first copper mine production in northern Argentina, and there was no existing infrastructure for either the mining industry projects in this part of South America. During the initiation phase of the project, the project manager focused on defining and finding a project leadership team with the knowledge, skills, and experience to manage a large complex project in a remote area of the globe. The project team set up three offices: one was in Chile, where large mining project infrastructure existed, the other two were in Argentina, one was in Buenos Aries to establish relationships and Argentinian expertise, and the second was in Catamarca—the largest town close to the mine site. With offices in place, the project start-up team began developing procedures for getting work done, acquiring the appropriate permits, and developing relationships with Chilean and Argentine partners. <ref name="Example">Adrienne Watt. '''“Project Management”'''. Creative Commons Attribution 3.0. 2014</ref>

=== Planning: Organizing and preparing ===
[[File:Gantt-chart-template.png‎|600px|thumb|left|'''Figure 2:''' Example of a Gantt chart for an industrial project]]
This phase is where the project is broken down into manageable areas of work, much details as possible, and planned in terms of time, cost and resources. This is a continuous process and will extend throughout the execution phase of the project.
The project manager coordinates the preparation of a project budget by providing cost estimates for the labour, equipment, and materials costs. The budget is used to monitor and control cost expenditures during project implementation.
Despite the awareness that new projects are delivered on schedule people tend to plan optimistically. It is important to be critical when developing resource and duration estimates and to be realistic. For industrial project, it is better to over deliver than miss your project end date.

In a large project it is common for specialist project planners to be used who may, or may not, understand technical detail. These arguments will continue, but the solution is for project managers and the project team to “own” the plan rather than delegate the process. Every element of the schedule needs to be critically analysed, ensuring that those in the organisation with experience of similar projects or smaller work packages, develop a realistic plan.

Today there is extensive desktop planning software available, like GanttProject (''Figure 2'' <ref> '''Figure 2:''' Example of a Gantt chart for an industrial project. http://www.conceptdraw.com/examples/example-of-gantt-chart ConceptDraw. February 2018 </ref> )., Microsoft Office Projects, OpenProj etc. These have become essential to plan and manage the data of large and complex projects, however, these tools cannot think and they cannot apply experience of the work that a project manager can be have, in the industrial field for example. The temptation to let the software tools do the work is significant, however, project managers need to challenge the plan in all aspects - time, logic and resources.

Every project has different emphasis on time, cost or quality. For a project manager or project team to critically analyse the plan they must understand the project drivers and ensure the plan is weighted accordingly. For example, if the timescale is the key priority then realistic time estimates are essential. If the budget is fixed then minimising cost, sometimes at the expense of schedule, is essential. It is common when project teams challenge these project drivers for them to be told that cost, time and quality are all essential. However, some elements are always more important than others. To apply the same emphasis to all three in an industrial project is to plan to fail. Uncertainty, risk and change is inevitable and the project manager has an ethical duty to understand the project drivers before committing to the project plan.

It is not uncommon for a project manager to be given a delivery date, the budget and the quality perimeters before the project plan has been developed. This is applying reverse logic to the project plan and will set the project team up for failure. However, although sometimes reverse planning is inevitable, it is still the duty of the project manager to be honest with their organisation. This problem can be mitigated by publishing the risk management plan and be producing different planning scenarios for review.

The level of detail that your project needs to be planned at will depend greatly on the size of the project, the amount of information that is available to the project and the amount of visibility and reporting that are required. In a large project it is important to provide a level of detail at which the project can be managed. Presenting the project sponsor or organisation with a complex plan involving many thousands of activities will remove clarity from the plan overall. We recommend a series of planning levels so managers at different levels can review information at the appropriate level of detail.
====Example planning phase====
During the planning phase, the project team developed an integrated project schedule that coordinated the activities of the design, procurement, and lean production teams. The project controls team also developed a detailed budget that enabled the project team to track project expenditures against the expected expenses. The project design team built on the conceptual design and developed detailed drawings for use by the procurement team. The procurement team used the drawings to begin ordering equipment and materials for the construction team; develop labour projections; refine the schedule; and set up the production site. Although planning is a never-ending process on a project, the planning phase focused on developing sufficient details to allow various parts of the project team to coordinate their work and allow the project management team to make priority decisions. <ref name="Example" />

=== Execution: Carrying out the work ===
During this phase the work is implemented, controlled and monitored.
The project plan is put into motion and the work of the project is performed. It is important to maintain control and communicate as needed during implementation. Progress is continuously monitored and appropriate adjustments are made. In any project, a project manager spends most of the time in this step. During project implementation, people are carrying out the tasks, and progress information is being reported through regular team meetings. The project manager uses this information to maintain control over the direction of the project by comparing the progress reports with the project plan to measure the performance of the project activities and take corrective action as needed. The first course of action should always be to bring the project back on course (i.e., to return it to the original plan). If that cannot happen, the team should record variations from the original plan and record and publish modifications to the plan. Throughout this step, project sponsors and other key stakeholders should be kept informed of the project’s status according to the agreed-on frequency and format of communication. The plan should be updated and published on a regular basis.
====Example execution phase====
The implementation phase represents the work done to meet the requirements of the scope of work and fulfil the charter. During the implementation phase, the project team accomplished the work defined in the plan and made adjustments when the project factors changed. Equipment and materials were delivered to the work site, labour was hired and trained, a construction site was built, and all the construction activities, from the arrival of the first dozer to the installation of final production leans switch, were accomplished. <ref name="Example" />

=== Closure: Closing the project ===
The purpose of the Project Closure Phase is to formally close the project. During project closure, there are several key activities that need to be performed...
*Verify that the completion criteria are met
*Create a project closure report
*Collect and archive project artefacts
*Perform a project post-mortem
Many projects skip this phase. Once the Execution Phase is complete, they simply move on. It's unfortunate since they really don't know if the project objectives have been met, don't organize the project artefacts to be easily found for future project's reference, and don't identify the key issues and lessons learned by the project that can be applied to future projects.
Performing Project Closure will benefit both your company and your career. If you do this well, you will set yourself up to lead high-visibility, business-critical projects. So make sure your projects go through the full project management life cycle.
====Example closure phase====
The closeout phase included turning over the newly constructed plant to the operations team of the client. A punch list of a few remaining construction items was developed and those items completed. The office in Catamarca was closed, the office in Buenos Aries archived all the project documents, and the Chilean office was already working on the next project. The accounting books were reconciled and closed, final reports written and distributed, and the project manager started on a new project. <ref name="Example" />

== Applications ==
The Project Life Cycle Management can be used to elaborate a business case, to conduct feasibility studies and trade-off analyses etc.

For an industrial project, respecting the life cycle management method is very important. Indeed, for the project manager, the model of the life cycle allows to carry out the project, avoiding any problems related to the progress of the project. This method can be used as soon as a project needs to be completed, such as installing a new production line, or implementing a manufacturing plant in a new environment.

== Limitations ==
It is important to ensure that the project life cycle used for your project is appropriate for the work performed and divided into distinct and manageable phases. It is also important to understand that the life cycle model cannot remove or avoid project-related technical challenges.

This way of manage a project does not adaptable to projects and environments with high levels of uncertainty. It works very well for projects which are well-defined.

==Annotated Bibliography==
*Project Management Institute (2013). '''A Guide to the Project Management Body of Knowledge (PMBOK® guide)''': This book give a global explanation of what is the Project Life Cycle, it is not specific of the industrial field.
*Albert Lester (2007). '''“Project Management, Planning and Control”''' : This book explains differents methods and model of project management, planning and control, and there is a small part which speak about Life Cycle.
*Adrienne Watt (2014). '''“Project Management”''': A large explanations of the Project Management, and an explanation in details of The Project Life Cycle (Chapter 3)

==References ==
<references/>

Project Life Cycle in Industrial Engineering

2018-02-20T09:21:37Z

BaptisteH:

All projects can be mapped to a generic life cycle structure. A project life cycle is a sequence of steps through from the beginning to the end of the project, they are sequential and, generally in industrial engineering, there are 4 four main phases which are: Initiation, Planning, Execution and Closure (''Figure 1'' <ref> '''Figure 1:''' Typical cost and staffing levels across a generic project life cycle structure. Project Management Institute. '''“A Guide to the Project Management Body of Knowledge (PMBOK® guide)” '''– ''Fifth Edition, 2013''. Page 38</ref> ).
Phases can be broken down by intermediate milestones, specific results or deliverables. The project life cycle also allows for the gate procedure to be used, this is a tried and tested method for delivering projects on time, within budget and to the expected quality targets.
The life cycle provides the basic framework for managing the project, regardless of the specific work involved, it is independent from the product life cycle produced by or modified by the project.<ref>Project Management Institute. '''“A Guide to the Project Management Body of Knowledge (PMBOK® guide)” '''– ''Fifth Edition, 2013''. Page 38 to 46 </ref>

==Big idea==
[[File:Figure_1_Porject_Life_Cycle_in_Industrial_Engineering.png ‎|500px|thumb|right|'''Figure 1:''' Typical cost and staffing levels across a generic project life cycle structure]]
Most of industrial projects follow a Life Cycle Model <ref>http://apppm.man.dtu.dk/index.php/Life_Cycle_Model December 2014 </ref> which have all the time the same structure, with 4 steps: Initiation, Planning, Execution and Closure. This structure is often used in industrial engineering, because there is a communication with upper management or other entities less familiar with the details of the projects. Taken together, these steps represent the road a project takes from the beginning to its end and are generally referred to as the project “Life Cycle”.
The interfaces of the phases form milestones for progress payments and reporting progress to top management, who can then make the decision to abort or provide further funding. Sometime, the production of a prototype begin before the end of the design, this is known as concurrent engineering and is often employed to reduce the overall project programme.
<ref>Albert Lester. '''“Project Management, Planning and Control”''' – Fifth Edition. Elsevier Ltd. 2007. Page 37 to 39</ref>

=== Initiation: Starting the project ===
This phase is where the project objectives are defined and the aspects of the project agreed. It is the phase where a problem is identified and potential solutions suggested. The scope of work is now defined in detail.
One of first steps is the stakeholder analysis, understanding which people or organizations will be impacted by or can influence your project, and what is in scope of the project is critical for ensuring your project's success. The easiest way is to ask the project stakeholders to sign the WBS <ref>http://apppm.man.dtu.dk/index.php/Work_Breakdown_Structure_(WBS) September 2015 </ref> (or PBS). Being asked to sign their agreement against the scope will force a careful analysis of the requirement which can save a lot of time and cost later.
During this phase it is important to talk with project members in order to give an opportunity to engage with anyone who knows the work better than they may do. This stage is also an opportunity to engage the wider project team in working together.
Initiation time allows the project team to define the work in a logical way, without being distracted by the timeline which comes later in the planning stage. By ensuring each step of defining your project is done methodically, it will lead to a better result, and increase the chances of project success.
Developing the responsibility assignment matrix <ref>http://apppm.man.dtu.dk/index.php/Responsibility_Assignment_Matrix_(RACI_Matrix) September 2015 </ref> (RAM) before the planning stage allows the project team to avoid the distraction of reality at too early a stage. It is too tempting to modify resource requirement because of assumptions about availability instead of simply and methodically agreeing who should have responsibility for what work. It is also important to keep the distinction between responsibility (at this stage) and resource allocation (who will do the work, agreed at the planning stage).
There is often much confusion between programmes and projects. It should be clear at this stage, because there are 3 important parameters in project management: '''time''', '''cost''' and '''quality'''.
====Example initiation phase====
A U.S industrial company won a contract to design and set up the first copper mine production in northern Argentina. There was no existing infrastructure for either the mining industry projects in this part of South America. During the initiation phase of the project, the project manager focused on defining and finding a project leadership team with the knowledge, skills, and experience to manage a large complex project in a remote area of the globe. The project team set up three offices. One was in Chile, where large mining project infrastructure existed. The other two were in Argentina. One was in Buenos Aries to establish relationships and Argentinian expertise, and the second was in Catamarca—the largest town close to the mine site. With offices in place, the project start-up team began developing procedures for getting work done, acquiring the appropriate permits, and developing relationships with Chilean and Argentine partners. <ref name="Example">Adrienne Watt. '''“Project Management”'''. Creative Commons Attribution 3.0. 2014</ref>

=== Planning: Organizing and preparing ===
[[File:Gantt-chart-template.png‎|600px|thumb|left|'''Figure 2:''' Example of a Gantt chart for an industrial project]]
This phase is where the project is broken down into manageable areas of work, much details as possible, and planned in terms of time, cost and resources. This is a continuous process and will extend throughout the execution phase of the project.
The project manager coordinates the preparation of a project budget by providing cost estimates for the labour, equipment, and materials costs. The budget is used to monitor and control cost expenditures during project implementation.
Despite the awareness that new projects are delivered on schedule people tend to plan optimistically. It is important to be critical when developing resource and duration estimates and to be realistic. For industrial project, it is better to over deliver than miss your project end date.
In a large project it is common for specialist project planners to be used who may, or may not, understand technical detail. These arguments will continue but the solution is for project managers and the project team to “own” the plan rather than delegate the process. Every element of the schedule needs to be critically analysed, ensuring that those in the organisation with experience of similar projects or smaller work packages, develop a realistic plan.
Today there is extensive desktop planning software available, like GanttProject (''Figure 2'' <ref> '''Figure 2:''' Example of a Gantt chart for an industrial project. http://www.conceptdraw.com/examples/example-of-gantt-chart ConceptDraw. February 2018 </ref> )., Microsoft Office Projects, OpenProj etc. These have become essential to plan and manage the data of large and complex projects. However, these tools cannot think and they cannot apply experience. The temptation to let the software tools do the work is significant. However, project managers need to challenge the plan in all aspects – time, logic and resources.
Every project has different emphasis on time, cost or quality. For a project manager or project team to critically analyse the plan they must understand the project drivers and ensure the plan is weighted accordingly. For example, if the timescale is the key priority then realistic time estimates are essential. If the budget is fixed then minimising cost, sometimes at the expense of schedule, is essential. It is common when project teams challenge these project drivers for them to be told that cost, time and quality are all essential. However, some elements are always more important than others. To apply the same emphasis to all three in an industrial project is to plan to fail. Uncertainty, risk and change is inevitable and the project manager has an ethical duty to understand the project drivers before committing to the project plan.
It is not uncommon for a project manager to be given a delivery date, the budget and the quality perimeters before the project plan has been developed. This is applying reverse logic to the project plan and will set the project team up for failure. However, although sometimes reverse planning is inevitable, it is still the duty of the project manager to be honest with their organisation. This problem can be mitigated by publishing the risk management plan and be producing different planning scenarios for review.
The level of detail that your project needs to be planned at will depend greatly on the size of the project, the amount of information that is available to the project and the amount of visibility and reporting that are required. In a large project it is important to provide a level of detail at which the project can be managed. Presenting the project sponsor or organisation with a complex plan involving many thousands of activities will remove clarity from the plan overall. We recommend a series of planning levels so managers at different levels can review information at the appropriate level of detail.

====Example planning phase====
During the planning phase, the project team developed an integrated project schedule that coordinated the activities of the design, procurement, and lean production teams. The project controls team also developed a detailed budget that enabled the project team to track project expenditures against the expected expenses. The project design team built on the conceptual design and developed detailed drawings for use by the procurement team. The procurement team used the drawings to begin ordering equipment and materials for the construction team; develop labour projections; refine the schedule; and set up the production site. Although planning is a never-ending process on a project, the planning phase focused on developing sufficient details to allow various parts of the project team to coordinate their work and allow the project management team to make priority decisions. <ref name="Example" />

=== Execution: Carrying out the work ===
During this phase the work is implemented, controlled and monitored.
The project plan is put into motion and the work of the project is performed. It is important to maintain control and communicate as needed during implementation. Progress is continuously monitored and appropriate adjustments are made. In any project, a project manager spends most of the time in this step. During project implementation, people are carrying out the tasks, and progress information is being reported through regular team meetings. The project manager uses this information to maintain control over the direction of the project by comparing the progress reports with the project plan to measure the performance of the project activities and take corrective action as needed. The first course of action should always be to bring the project back on course (i.e., to return it to the original plan). If that cannot happen, the team should record variations from the original plan and record and publish modifications to the plan. Throughout this step, project sponsors and other key stakeholders should be kept informed of the project’s status according to the agreed-on frequency and format of communication. The plan should be updated and published on a regular basis.
====Example execution phase====
The implementation phase represents the work done to meet the requirements of the scope of work and fulfil the charter. During the implementation phase, the project team accomplished the work defined in the plan and made adjustments when the project factors changed. Equipment and materials were delivered to the work site, labour was hired and trained, a construction site was built, and all the construction activities, from the arrival of the first dozer to the installation of final production leans switch, were accomplished. <ref name="Example" />

=== Closure: Closing the project ===
The purpose of the Project Closure Phase is to formally close the project. During project closure, there are several key activities that need to be performed...
*Verify that the completion criteria are met
*Create a project closure report
*Collect and archive project artefacts
*Perform a project post-mortem
Many projects skip this phase. Once the Execution Phase is complete, they simply move on. It's unfortunate since they really don't know if the project objectives have been met, don't organize the project artefacts to be easily found for future project's reference, and don't identify the key issues and lessons learned by the project that can be applied to future projects.
Performing Project Closure will benefit both your company and your career. If you do this well, you will set yourself up to lead high-visibility, business-critical projects. So make sure your projects go through the full project management life cycle.
====Example closure phase====
The closeout phase included turning over the newly constructed plant to the operations team of the client. A punch list of a few remaining construction items was developed and those items completed. The office in Catamarca was closed, the office in Buenos Aries archived all the project documents, and the Chilean office was already working on the next project. The accounting books were reconciled and closed, final reports written and distributed, and the project manager started on a new project. <ref name="Example" />

== Applications ==
The Project Life Cycle Management can be used to elaborate a business case, to conduct feasibility studies and trade-off analyses …
For an industrial project, respecting the life cycle management method is very important. Indeed, for the project manager, the model of the life cycle allows to carry out the project, avoiding any problems related to the progress of the project. This method can be used as soon as a project needs to be completed, such as installing a new production line, or implementing a manufacturing plant in a new environment.

== Limitations ==
It is important to ensure that the project life cycle used for your project is appropriate for the work performed and divided into distinct and manageable phases. It is also important to understand that the life cycle model cannot remove or avoid project-related technical challenges.

==Annotated Bibliography==
*Project Management Institute (2013). '''A Guide to the Project Management Body of Knowledge (PMBOK® guide)''': This book give a global explanation of what is the Project Life Cycle, it is not specific of the industrial field.
*Albert Lester (2007). '''“Project Management, Planning and Control”''' : This book explains differents methods and model of project management, planning and control, and there is a small part which speak about Life Cycle.
*Adrienne Watt (2014). '''“Project Management”''': A large explanations of the Project Management, and an explanation in details of The Project Life Cycle (Chapter 3)

==References ==
<references/>

Project Life Cycle in Industrial Engineering

2018-02-20T08:55:19Z

BaptisteH:

All projects can be mapped to a generic life cycle structure. A project life cycle is a sequence of steps through from the beginning to the end of the project, they are sequential and, generally in industrial engineering, there are 4 four main phases which are: Initiation, Planning, Execution and Closure (''Figure 1'' <ref> '''Figure 1:''' Typical cost and staffing levels across a generic project life cycle structure. Project Management Institute. '''“A Guide to the Project Management Body of Knowledge (PMBOK® guide)” '''– ''Fifth Edition, 2013''. Page 38</ref> ).
Phases can be broken down by intermediate milestones, specific results or deliverables. The project life cycle also allows for the gate procedure to be used, this is a tried and tested method for delivering projects on time, within budget and to the expected quality targets.
The life cycle provides the basic framework for managing the project, regardless of the specific work involved, it is independent from the product life cycle produced by or modified by the project.<ref>Project Management Institute. '''“A Guide to the Project Management Body of Knowledge (PMBOK® guide)” '''– ''Fifth Edition, 2013''. Page 38 to 46 </ref>

==Big idea==
[[File:Figure_1_Porject_Life_Cycle_in_Industrial_Engineering.png ‎|500px|thumb|right|'''Figure 1:''' Typical cost and staffing levels across a generic project life cycle structure]]
Most of industrial projects follow a Life Cycle Model <ref>http://apppm.man.dtu.dk/index.php/Life_Cycle_Model December 2014 </ref> which have all the time the same structure, with 4 steps: Initiation, Planning, Execution and Closure. This structure is often used in industrial engineering, because there is a communication with upper management or other entities less familiar with the details of the projects. Taken together, these steps represent the road a project takes from the beginning to its end and are generally referred to as the project “Life Cycle”.
The interfaces of the phases form milestones for progress payments and reporting progress to top management, who can then make the decision to abort or provide further funding. Sometime, the production of a prototype begin before the end of the design, this is known as concurrent engineering and is often employed to reduce the overall project programme.
<ref>Albert Lester. '''“Project Management, Planning and Control”''' – Fifth Edition. Elsevier Ltd. 2007. Page 37 to 39</ref>

=== Initiation: Starting the project ===
This phase is where the project objectives are defined and the aspects of the project agreed. It is the phase where a problem is identified and potential solutions suggested. The scope of work is now defined in detail.
One of first steps is the stakeholder analysis, understanding which people or organizations will be impacted by or can influence your project, and what is in scope of the project is critical for ensuring your project's success. The easiest way is to ask the project stakeholders to sign the WBS <ref>http://apppm.man.dtu.dk/index.php/Work_Breakdown_Structure_(WBS) September 2015 </ref> (or PBS). Being asked to sign their agreement against the scope will force a careful analysis of the requirement which can save a lot of time and cost later.
During this phase it is important to talk with project members in order to give an opportunity to engage with anyone who knows the work better than they may do. This stage is also an opportunity to engage the wider project team in working together.
Initiation time allows the project team to define the work in a logical way, without being distracted by the timeline which comes later in the planning stage. By ensuring each step of defining your project is done methodically, it will lead to a better result, and increase the chances of project success.
Developing the responsibility assignment matrix <ref>http://apppm.man.dtu.dk/index.php/Responsibility_Assignment_Matrix_(RACI_Matrix) September 2015 </ref> (RAM) before the planning stage allows the project team to avoid the distraction of reality at too early a stage. It is too tempting to modify resource requirement because of assumptions about availability instead of simply and methodically agreeing who should have responsibility for what work. It is also important to keep the distinction between responsibility (at this stage) and resource allocation (who will do the work, agreed at the planning stage).
There is often much confusion between programmes and projects. It should be clear at this stage, because there are 3 important parameters in project management: '''time''', '''cost''' and '''quality'''.
====Example initiation phase====
A U.S industrial company won a contract to design and set up the first copper mine production in northern Argentina. There was no existing infrastructure for either the mining industry projects in this part of South America. During the initiation phase of the project, the project manager focused on defining and finding a project leadership team with the knowledge, skills, and experience to manage a large complex project in a remote area of the globe. The project team set up three offices. One was in Chile, where large mining project infrastructure existed. The other two were in Argentina. One was in Buenos Aries to establish relationships and Argentinian expertise, and the second was in Catamarca—the largest town close to the mine site. With offices in place, the project start-up team began developing procedures for getting work done, acquiring the appropriate permits, and developing relationships with Chilean and Argentine partners. <ref name="Example">Adrienne Watt. '''“Project Management”'''. Creative Commons Attribution 3.0. 2014</ref>

=== Planning: Organizing and preparing ===
[[File:Gantt-chart-template.png‎|600px|thumb|left|'''Figure 2:''' Example of a Gantt chart for an industrial project]]
This phase is where the project is broken down into manageable areas of work, much details as possible, and planned in terms of time, cost and resources. This is a continuous process and will extend throughout the execution phase of the project.
The project manager coordinates the preparation of a project budget by providing cost estimates for the labour, equipment, and materials costs. The budget is used to monitor and control cost expenditures during project implementation.
Despite the awareness that new projects are delivered on schedule people tend to plan optimistically. It is important to be critical when developing resource and duration estimates and to be realistic. For industrial project, it is better to over deliver than miss your project end date.
In a large project it is common for specialist project planners to be used who may, or may not, understand technical detail. These arguments will continue but the solution is for project managers and the project team to “own” the plan rather than delegate the process. Every element of the schedule needs to be critically analysed, ensuring that those in the organisation with experience of similar projects or smaller work packages, develop a realistic plan.
Today there is extensive desktop planning software available, like GanttProject (''Figure 2'' <ref> '''Figure 2:''' Example of a Gantt chart for an industrial project. http://www.conceptdraw.com/examples/example-of-gantt-chart ConceptDraw. February 2018 </ref> )., Microsoft Office Projects, OpenProj etc. These have become essential to plan and manage the data of large and complex projects. However, these tools cannot think and they cannot apply experience. The temptation to let the software tools do the work is significant. However, project managers need to challenge the plan in all aspects – time, logic and resources.
Every project has different emphasis on time, cost or quality. For a project manager or project team to critically analyse the plan they must understand the project drivers and ensure the plan is weighted accordingly. For example, if the timescale is the key priority then realistic time estimates are essential. If the budget is fixed then minimising cost, sometimes at the expense of schedule, is essential. It is common when project teams challenge these project drivers for them to be told that cost, time and quality are all essential. However, some elements are always more important than others. To apply the same emphasis to all three in an industrial project is to plan to fail. Uncertainty, risk and change is inevitable and the project manager has an ethical duty to understand the project drivers before committing to the project plan.
It is not uncommon for a project manager to be given a delivery date, the budget and the quality perimeters before the project plan has been developed. This is applying reverse logic to the project plan and will set the project team up for failure. However, although sometimes reverse planning is inevitable, it is still the duty of the project manager to be honest with their organisation. This problem can be mitigated by publishing the risk management plan and be producing different planning scenarios for review.
The level of detail that your project needs to be planned at will depend greatly on the size of the project, the amount of information that is available to the project and the amount of visibility and reporting that are required. In a large project it is important to provide a level of detail at which the project can be managed. Presenting the project sponsor or organisation with a complex plan involving many thousands of activities will remove clarity from the plan overall. We recommend a series of planning levels so managers at different levels can review information at the appropriate level of detail.

====Example planning phase====
During the planning phase, the project team developed an integrated project schedule that coordinated the activities of the design, procurement, and lean production teams. The project controls team also developed a detailed budget that enabled the project team to track project expenditures against the expected expenses. The project design team built on the conceptual design and developed detailed drawings for use by the procurement team. The procurement team used the drawings to begin ordering equipment and materials for the construction team; develop labour projections; refine the schedule; and set up the production site. Although planning is a never-ending process on a project, the planning phase focused on developing sufficient details to allow various parts of the project team to coordinate their work and allow the project management team to make priority decisions. <ref name="Example" />

=== Execution: Carrying out the work ===
During this phase the work is implemented, controlled and monitored.
The project plan is put into motion and the work of the project is performed. It is important to maintain control and communicate as needed during implementation. Progress is continuously monitored and appropriate adjustments are made. In any project, a project manager spends most of the time in this step. During project implementation, people are carrying out the tasks, and progress information is being reported through regular team meetings. The project manager uses this information to maintain control over the direction of the project by comparing the progress reports with the project plan to measure the performance of the project activities and take corrective action as needed. The first course of action should always be to bring the project back on course (i.e., to return it to the original plan). If that cannot happen, the team should record variations from the original plan and record and publish modifications to the plan. Throughout this step, project sponsors and other key stakeholders should be kept informed of the project’s status according to the agreed-on frequency and format of communication. The plan should be updated and published on a regular basis.
====Example execution phase====
The implementation phase represents the work done to meet the requirements of the scope of work and fulfil the charter. During the implementation phase, the project team accomplished the work defined in the plan and made adjustments when the project factors changed. Equipment and materials were delivered to the work site, labour was hired and trained, a construction site was built, and all the construction activities, from the arrival of the first dozer to the installation of final production leans switch, were accomplished. <ref name="Example" />

=== Closure: Closing the project ===
The purpose of the Project Closure Phase is to formally close the project. During project closure, there are several key activities that need to be performed...
*Verify that the completion criteria are met
*Create a project closure report
*Collect and archive project artefacts
*Perform a project post-mortem
Many projects skip this phase. Once the Execution Phase is complete, they simply move on. It's unfortunate since they really don't know if the project objectives have been met, don't organize the project artefacts to be easily found for future project's reference, and don't identify the key issues and lessons learned by the project that can be applied to future projects.
Performing Project Closure will benefit both your company and your career. If you do this well, you will set yourself up to lead high-visibility, business-critical projects. So make sure your projects go through the full project management life cycle.
====Example closure phase====
The closeout phase included turning over the newly constructed plant to the operations team of the client. A punch list of a few remaining construction items was developed and those items completed. The office in Catamarca was closed, the office in Buenos Aries archived all the project documents, and the Chilean office was already working on the next project. The accounting books were reconciled and closed, final reports written and distributed, and the project manager started on a new project. <ref name="Example" />

== Applications ==
The Project Life Cycle Management can be used to elaborate a business case, to conduct feasibility studies and trade-off analyses …
For an industrial project, respecting the life cycle management method is very important. Indeed, for the project manager, the model of the life cycle allows to carry out the project, avoiding any problems related to the progress of the project. This method can be used as soon as a project needs to be completed, such as installing a new production line, or implementing a manufacturing plant in a new environment.

== Limitations ==
It is important to ensure that the project life cycle used for your project is appropriate for the work performed and divided into distinct and manageable phases. It is also important to understand that the life cycle model cannot remove or avoid project-related technical challenges.

==Annotated Bibliography==
*Project Management Institute (2013). '''A Guide to the Project Management Body of Knowledge (PMBOK® guide)''': This book explains in details the Life Cycle Model.
*Albert Lester (2007). '''“Project Management, Planning and Control”''' : This book explains differents methods and model of project management, planning and control.
*Adrienne Watt (2014). '''“Project Management”''': A large explanations of the Porject Management, and an explanation in details of The Project Life Cycle (Chapter 3)
==References ==
<references/>

Project Life Cycle in Industrial Engineering

2018-02-19T17:53:30Z

BaptisteH: /* Applications */

All projects can be mapped to a generic life cycle structure. A project life cycle is a sequence of steps through from the beginning to the end of the project, they are sequential and, generally in industrial engineering, there are 4 four main phases which are: Initiation, Planning, Execution and Closure. Phases can be broken down by intermediate milestones, specific results or deliverables. The project life cycle also allows for the gate procedure to be used, this is a tried and tested method for delivering projects on time, within budget and to the expected quality targets.
The life cycle provides the basic framework for managing the project, regardless of the specific work involved, it is independent from the product life cycle produced by or modified by the project.<ref>Project Management Institute. '''“A Guide to the Project Management Body of Knowledge (PMBOK® guide)” '''– ''Fifth Edition, 2013''. Page 38 to 46 </ref>

==Big idea==
[[File:Figure_1_Porject_Life_Cycle_in_Industrial_Engineering.png ‎|500px|thumb|right|'''Figure 1:''' Typical cost and staffing levels across a generic project life cycle structure]]
Most of industrial projects follow a Life Cycle Model <ref>http://apppm.man.dtu.dk/index.php/Life_Cycle_Model December 2014 </ref> which have all the time the same structure, with 4 steps: Initiation, Planning, Execution and Closure. This structure is often used in industrial engineering, because there is a communication with upper management or other entities less familiar with the details of the projects. Taken together, these steps represent the road a project takes from the beginning to its end and are generally referred to as the project “Life Cycle”.
The interfaces of the phases form milestones for progress payments and reporting progress to top management, who can then make the decision to abort or provide further funding. Sometime, the production of a prototype begin before the end of the design, this is known as concurrent engineering and is often employed to reduce the overall project programme.
<ref>Albert Lester. '''“Project Management, Planning and Control”''' – Fifth Edition. Elsevier Ltd. 2007. Page 37 to 39</ref>

=== Initiation: Starting the project ===
This phase is where the project objectives are defined and the aspects of the project agreed. It is the phase where a problem is identified and potential solutions suggested. The scope of work is now defined in detail.
*One of first steps is the stakeholder analysis, understanding which people or organizations will be impacted by or can influence your project, and what is in scope of the project is critical for ensuring your project's success. The easiest way is to ask the project stakeholders to sign the WBS <ref>http://apppm.man.dtu.dk/index.php/Work_Breakdown_Structure_(WBS) September 2015 </ref> (or PBS). Being asked to sign their agreement against the scope will force a careful analysis of the requirement which can save a lot of time and cost later.
*During this phase it is important to talk with project members in order to give an opportunity to engage with anyone who knows the work better than they may do. This stage is also an opportunity to engage the wider project team in working together.
*Initiation time allows the project team to define the work in a logical way, without being distracted by the timeline which comes later in the planning stage. By ensuring each step of defining your project is done methodically, it will lead to a better result, and increase the chances of project success.
*Developing the responsibility assignment matrix <ref>http://apppm.man.dtu.dk/index.php/Responsibility_Assignment_Matrix_(RACI_Matrix) September 2015 </ref> (RAM) before the planning stage allows the project team to avoid the distraction of reality at too early a stage. It is too tempting to modify resource requirement because of assumptions about availability instead of simply and methodically agreeing who should have responsibility for what work. It is also important to keep the distinction between responsibility (at this stage) and resource allocation (who will do the work, agreed at the planning stage).
*There is often much confusion between programmes and projects. It should be clear at this stage, because there are 3 important parameters in project management: '''time''', '''cost''' and '''quality'''.
====Example initiation phase====
A U.S industrial company won a contract to design and set up the first copper mine production in northern Argentina. There was no existing infrastructure for either the mining industry projects in this part of South America. During the initiation phase of the project, the project manager focused on defining and finding a project leadership team with the knowledge, skills, and experience to manage a large complex project in a remote area of the globe. The project team set up three offices. One was in Chile, where large mining project infrastructure existed. The other two were in Argentina. One was in Buenos Aries to establish relationships and Argentinian expertise, and the second was in Catamarca—the largest town close to the mine site. With offices in place, the project start-up team began developing procedures for getting work done, acquiring the appropriate permits, and developing relationships with Chilean and Argentine partners. <ref name="Example">Adrienne Watt. '''“Project Management”'''. Creative Commons Attribution 3.0. 2014</ref>

=== Planning: Organizing and preparing ===
[[File:Gantt-chart-template.png‎|600px|thumb|left|'''Figure 2:''' Example of a Gantt chart for an industrial project]]
This phase is where the project is broken down into manageable areas of work, much details as possible, and planned in terms of time, cost and resources. This is a continuous process and will extend throughout the execution phase of the project.
The project manager coordinates the preparation of a project budget by providing cost estimates for the labour, equipment, and materials costs. The budget is used to monitor and control cost expenditures during project implementation.
* Despite the awareness that new projects are delivered on schedule people tend to plan optimistically. It is important to be critical when developing resource and duration estimates and to be realistic. For industrial project, it is better to over deliver than miss your project end date.
* In a large project it is common for specialist project planners to be used who may, or may not, understand technical detail. These arguments will continue but the solution is for project managers and the project team to “own” the plan rather than delegate the process. Every element of the schedule needs to be critically analysed, ensuring that those in the organisation with experience of similar projects or smaller work packages, develop a realistic plan.
*Today there is extensive desktop planning software available, like GanttProject, Microsoft Office Projects, OpenProj ... These have become essential to plan and manage the data of large and complex projects. However, these tools cannot think and they cannot apply experience. The temptation to let the software tools do the work is significant. However, project managers need to challenge the plan in all aspects – time, logic and resources.
* Every project has different emphasis on time, cost or quality. For a project manager or project team to critically analyse the plan they must understand the project drivers and ensure the plan is weighted accordingly. For example, if the timescale is the key priority then realistic time estimates are essential. If the budget is fixed then minimising cost, sometimes at the expense of schedule, is essential. It is common when project teams challenge these project drivers for them to be told that cost, time and quality are all essential. However, some elements are always more important than others. To apply the same emphasis to all three in an industrial project is to plan to fail. Uncertainty, risk and change is inevitable and the project manager has an ethical duty to understand the project drivers before committing to the project plan.
* It is not uncommon for a project manager to be given a delivery date, the budget and the quality perimeters before the project plan has been developed. This is applying reverse logic to the project plan and will set the project team up for failure. However, although sometimes reverse planning is inevitable, it is still the duty of the project manager to be honest with their organisation. This problem can be mitigated by publishing the risk management plan and be producing different planning scenarios for review.
* The level of detail that your project needs to be planned at will depend greatly on the size of the project, the amount of information that is available to the project and the amount of visibility and reporting that are required. In a large project it is important to provide a level of detail at which the project can be managed. Presenting the project sponsor or organisation with a complex plan involving many thousands of activities will remove clarity from the plan overall. We recommend a series of planning levels so managers at different levels can review information at the appropriate level of detail.
====Example planning phase====
During the planning phase, the project team developed an integrated project schedule that coordinated the activities of the design, procurement, and lean production teams. The project controls team also developed a detailed budget that enabled the project team to track project expenditures against the expected expenses. The project design team built on the conceptual design and developed detailed drawings for use by the procurement team. The procurement team used the drawings to begin ordering equipment and materials for the construction team; develop labour projections; refine the schedule; and set up the production site. Although planning is a never-ending process on a project, the planning phase focused on developing sufficient details to allow various parts of the project team to coordinate their work and allow the project management team to make priority decisions. <ref name="Example" />

=== Execution: Carrying out the work ===
During this phase the work is implemented, controlled and monitored.
The project plan is put into motion and the work of the project is performed. It is important to maintain control and communicate as needed during implementation. Progress is continuously monitored and appropriate adjustments are made. In any project, a project manager spends most of the time in this step. During project implementation, people are carrying out the tasks, and progress information is being reported through regular team meetings. The project manager uses this information to maintain control over the direction of the project by comparing the progress reports with the project plan to measure the performance of the project activities and take corrective action as needed. The first course of action should always be to bring the project back on course (i.e., to return it to the original plan). If that cannot happen, the team should record variations from the original plan and record and publish modifications to the plan. Throughout this step, project sponsors and other key stakeholders should be kept informed of the project’s status according to the agreed-on frequency and format of communication. The plan should be updated and published on a regular basis.
====Example execution phase====
The implementation phase represents the work done to meet the requirements of the scope of work and fulfil the charter. During the implementation phase, the project team accomplished the work defined in the plan and made adjustments when the project factors changed. Equipment and materials were delivered to the work site, labour was hired and trained, a construction site was built, and all the construction activities, from the arrival of the first dozer to the installation of final production leans switch, were accomplished. <ref name="Example" />

=== Closure: Closing the project ===
The purpose of the Project Closure Phase is to formally close the project. During project closure, there are several key activities that need to be performed...
*Verify that the completion criteria are met
*Create a project closure report
*Collect and archive project artefacts
*Perform a project post-mortem
Many projects skip this phase. Once the Execution Phase is complete, they simply move on. It's unfortunate since they really don't know if the project objectives have been met, don't organize the project artefacts to be easily found for future project's reference, and don't identify the key issues and lessons learned by the project that can be applied to future projects.
Performing Project Closure will benefit both your company and your career. If you do this well, you will set yourself up to lead high-visibility, business-critical projects. So make sure your projects go through the full project management life cycle.
====Example closure phase====
The closeout phase included turning over the newly constructed plant to the operations team of the client. A punch list of a few remaining construction items was developed and those items completed. The office in Catamarca was closed, the office in Buenos Aries archived all the project documents, and the Chilean office was already working on the next project. The accounting books were reconciled and closed, final reports written and distributed, and the project manager started on a new project. <ref name="Example" />

== Applications ==
The Project Life Cycle Management can be used to elaborate a business case, to conduct feasibility studies and trade-off analyses …
For an industrial project, respecting the life cycle management method is very important. Indeed, for the project manager, the model of the life cycle allows to carry out the project, avoiding any problems related to the progress of the project. This method can be used as soon as a project needs to be completed, such as installing a new production line, or implementing a manufacturing plant in a new environment.

== Limitations ==
It is important to ensure that the project life cycle used for your project is appropriate for the work performed and divided into distinct and manageable phases. It is also important to understand that the life cycle model cannot remove or avoid project-related technical challenges.

==Annotated Bibliography==
*Project Management Institute (2013). '''A Guide to the Project Management Body of Knowledge (PMBOK® guide)''': This book explains in details the Life Cycle Model.
*Albert Lester (2007). '''“Project Management, Planning and Control”''' : This book explains differents methods and model of project management, planning and control.
*Adrienne Watt (2014). '''“Project Management”''': A large explanations of the Porject Management, and an explanation in details of The Project Life Cycle (Chapter 3)
==References ==
<references/>

Talk:Uniqueness of a project

2018-02-19T17:42:47Z

BaptisteH: /* Feedback 1 | Reviewer name: Baptiste Hubert */

==Abstract Feedback==
Text Clarity; Ok.

Language; Ok.

References; Ok.

In general the abstract is ok, when developing the article don't forget to elaborate and describe the relevance of the topic for a Project/Program Manager.

Try to focus in the Project/Program environment and use relevant literature from relevant databases.

Annotated bibliography is a list of articles, books or documents followed by a briefly descriptive and evaluative paragraph, what you have under your ''annotated bibliography'' section are ''references''.

==Feedback 1 | Reviewer name: ''Baptiste Hubert''==
===Question 1 · TEXT===
'''Quality of the summary:'''

Does the summary make the key focus, insights and/or contribution of the article clear?

What would you suggest to improve?

===Answer 1===
''Yes the abstract is the first thing that you read in a artcile, and here, the abstract makes you want to read more about this article''

===Question 2 · TEXT===
'''Structure and logic of the article:'''

Is the argument clear?

Is there a logical flow to the article?

Does one part build upon the other?

Is the article consistent in its argument and free of contradictions?

What would you suggest to improve?

===Answer 2===
''For the beginning of the article, the argument is clear. For the rest, we will be able to made a feedback when the whole artcile will write''

===Question 3 · TEXT===
'''Grammar and style:'''

Is the writing free of grammatical and spelling errors?

Is the language precise without unnecessary fill words?

What would you suggest to improve?

===Answer 3===
''There are not language error. It is good like this''

===Question 4 · TEXT===
'''Figures and tables:'''

Are figures and tables clear?

Do they summarize the key points of the article in a meaningful way?

What would you suggest to improve?

===Answer 4===
''There are no figure and no table in the artcile, fur the moment''

===Question 5 · TEXT===
'''Interest and relevance:'''

Is the article of high practical and / or academic relevance?

Is it made clear in the article why / how it is relevant?

What would you suggest to improve?

===Answer 5===
''It is relevant for project manager''

===Question 6 · TEXT===
'''Depth of treatment:'''

Is the article interesting for a practitioner or academic to read?

Does it make a significant contribution beyond a cursory web search?

What would you suggest to improve?

===Answer 6===
''The article is interesting for both, for practitioner and for academic.''

===Question 7 · TEXT===
'''Annotated bibliography:'''

Does the article properly cite and acknowledge previous work?

Does it briefly summarize the key references at the end of the article?

Is it based on empirical data instead of opinion?

What would you suggest to improve?

===Answer 7===
''The references are listed, the annotated bibliography need to be more clearrly, or more worked''

==Feedback 2 | Reviewer name: ''Ugur Erman''==
NOTE: The peer review feedback was conducted on 19 February 2018 when only the abstract was written!

===Question 1 · TEXT===
'''Quality of the summary:'''

Does the summary make the key focus, insights and/or contribution of the article clear?

What would you suggest to improve?

===Answer 1===
''Yes it is very clear what the author of this article wants to write about and there is a reference to one of the mandatory references in the abstract which is nice to see. The author has also stated what will be discussed later in the article. It is nice to see that this has been written as a part of all the other text instead of listing the things with points or numbers. It gives the text a good flow.''

===Question 2 · TEXT===
'''Structure and logic of the article:'''

Is the argument clear?

Is there a logical flow to the article?

Does one part build upon the other?

Is the article consistent in its argument and free of contradictions?

What would you suggest to improve?

===Answer 2===
''The argument is clear. However it is difficult to argue whether the article has a logical flow or not since only the abstract has been written. The same can be said about whether one part builds upon the other. The flow in the abstract itself is good. The text in the abstract is consistent in its argument and free of contradictions.''

===Question 3 · TEXT===
'''Grammar and style:'''

Is the writing free of grammatical and spelling errors?

Is the language precise without unnecessary fill words?

What would you suggest to improve?

===Answer 3===
''Overall the language is precise and there are no unnecessary fill words.''

''There are some minor typing errors which will be listed here:''
''"A project is a temporary endeavor undertaken to create '''a unique''' product or service (an unique instead)."''

''"But since some '''project''' are more unique than others... (projects instead of project)"''

''"This article '''strive''' to... (strives instead of strive)"''

''"...based on a project management '''methode''' (method instead of methode)"''

''"...to thoroughly define the uniqueness of a that particular project (is the word "that" an error?)"''

''"...benefits and challenges of having '''a unique''' project... (an unique)"''

===Question 4 · TEXT===
'''Figures and tables:'''

Are figures and tables clear?

Do they summarize the key points of the article in a meaningful way?

What would you suggest to improve?

===Answer 4===
''There are no figures and tables in the abstract so a conclusion cannot be made based on that.''

===Question 5 · TEXT===
'''Interest and relevance:'''

Is the article of high practical and / or academic relevance?

Is it made clear in the article why / how it is relevant?

What would you suggest to improve?

===Answer 5===
''The article is very relevant for especially project managers. Very early in the abstract is it stated (with reference to PMI definitions) that projects are unique. Since projects are unique, it might be difficult for a project manager to decide how the project should be approached. This is also what the author has stated in the abstract. The rest of the article has not been written yet but based on the topic of the article and the questions in the abstract, it seems to be very relevant for project managers.''

===Question 6 · TEXT===
'''Depth of treatment:'''

Is the article interesting for a practitioner or academic to read?

Does it make a significant contribution beyond a cursory web search?

What would you suggest to improve?

===Answer 6===
''This is difficult to answer since only the abstract has been written. However an article about the uniqueness of a project sounds interesting''

===Question 7 · TEXT===
'''Annotated bibliography:'''

Does the article properly cite and acknowledge previous work?

Does it briefly summarize the key references at the end of the article?

Is it based on empirical data instead of opinion?

What would you suggest to improve?

===Answer 7===
''The references are correctly listed. The list of annotated bibliography is not filled properly yet which makes sense since the article is far from done yet.''

Talk:Why, How, What (The Golden Circle Model)

2018-02-19T17:14:27Z

BaptisteH: /* Feedback 1 | Reviewer name: Baptiste Hubert */

==Abstract Feedback==
Text Clarity; Ok.

Language; Ok.

References; missing references related to the standards

The abstract describes the use of the golden circle in organizations, try to develop the article thinking in the project organization and find relevant literature.

Annotated bibliography is a list of articles, books or documents followed by a briefly descriptive and evaluative paragraph, what you have under your ''annotated bibliography'' section are ''references''.

==Feedback 1 | Reviewer name: ''Baptiste Hubert''==
===Question 1 · TEXT===
'''Quality of the summary:'''

Does the summary make the key focus, insights and/or contribution of the article clear?

What would you suggest to improve?

===Answer 1===
''The abstract is clearly, you can improve it to put the fisrt picture in the "abstract section" instead of the "big idea" section''

===Question 2 · TEXT===
'''Structure and logic of the article:'''

Is the argument clear?

Is there a logical flow to the article?

Does one part build upon the other?

Is the article consistent in its argument and free of contradictions?

What would you suggest to improve?

===Answer 2===
''The argument is clear, there is a logical flow in the artcicle, there are link between the parties, there are not contradictions ine the article ''

===Question 3 · TEXT===
'''Grammar and style:'''

Is the writing free of grammatical and spelling errors?

Is the language precise without unnecessary fill words?

What would you suggest to improve?

===Answer 3===
''I don't see grammatical and spelling errors''

===Question 4 · TEXT===
'''Figures and tables:'''

Are figures and tables clear?

Do they summarize the key points of the article in a meaningful way?

What would you suggest to improve?

===Answer 4===
''The figures are clear, we can understand them easily''

===Question 5 · TEXT===
'''Interest and relevance:'''

Is the article of high practical and / or academic relevance?

Is it made clear in the article why / how it is relevant?

What would you suggest to improve?

===Answer 5===
''You can developped the sections of "applications" and "limiations", in order to understand in details how and when we can use this models''

===Question 6 · TEXT===
'''Depth of treatment:'''

Is the article interesting for a practitioner or academic to read?

Does it make a significant contribution beyond a cursory web search?

What would you suggest to improve?

===Answer 6===
''I think the article is interesting for both, practitioner and academic. ''

===Question 7 · TEXT===
'''Annotated bibliography:'''

Does the article properly cite and acknowledge previous work?

Does it briefly summarize the key references at the end of the article?

Is it based on empirical data instead of opinion?

What would you suggest to improve?

===Answer 7===
''The article cite and acknowledge previous work but it doesn't briefly summarize the key references at the end of the article. It's based on opinion''

==Feedback 2 | Reviewer name: ''Seyed (Habib) Bahrami''==
===Question 1 · TEXT===
'''Quality of the summary:'''

Does the summary make the key focus, insights and/or contribution of the article clear?

What would you suggest to improve?

===Answer 1===
Overall, yes. The abstract is clear, concise and summarises the focus of the article. I like the three bullet points. However, you could shortly add the relationship between the Golden Circle Model and the human brain in here as well, because that is really exciting.

===Question 2 · TEXT===
'''Structure and logic of the article:'''

Is the argument clear?

Is there a logical flow to the article?

Does one part build upon the other?

Is the article consistent in its argument and free of contradictions?

What would you suggest to improve?

===Answer 2===
The argument is clear, and there is a logical flow and good setup to the article (assuming that the application and limitation will also be considered). One part does build upon another, especially the comparison of the Golden Circle Model and the human brain. The article (as it is now) is consistent in its argument and does not have contradictions.

===Question 3 · TEXT===
'''Grammar and style:'''

Is the writing free of grammatical and spelling errors?

Is the language precise without unnecessary fill words?

What would you suggest to improve?

===Answer 3===
A small typo in the section Big Idea: "In his model, SInek explains something he...", you mean Sinek.

Apart from that I found no grammatical and spelling errors. There were places where I would place an extra comma, but that does not necessarily make the text incorrect. The language is clear, concise and comprehensible. I have no further improvements.

===Question 4 · TEXT===
'''Figures and tables:'''

Are figures and tables clear?

Do they summarize the key points of the article in a meaningful way?

What would you suggest to improve?

===Answer 4===
The two figures are good to have in order to understand the points that you make, but figures should be self-explanatory. Explain in the figure text what the figure represents.

===Question 5 · TEXT===
'''Interest and relevance:'''

Is the article of high practical and / or academic relevance?

Is it made clear in the article why / how it is relevant?

What would you suggest to improve?

===Answer 5===
The topic that the article discusses is not a topic that all Project managers (assuming the topic is written in the project level, and not program or portefolio level) MUST know, and even though many project managers do not necessarily use the modelthey complete the project successfully. However, it is a very exciting topic, and a knowledge in this matter will undeniably be interesting and relevant for a project manager, because, as stated in the article, having a strong WHY helps establishing a strong vision, which can help with the motivation of the project team.

===Question 6 · TEXT===
'''Depth of treatment:'''

Is the article interesting for a practitioner or academic to read?

Does it make a significant contribution beyond a cursory web search?

What would you suggest to improve?

===Answer 6===
Yes, the article is very interesting for a practitioner or academic to read. Since it is a topic that is not included in many project, program or portfolio textbooks it will make a significant contribution to have it explained here. However, the depth of treatment could be better if the topic revolved more about project management. Perhaps include more examples.

===Question 7 · TEXT===
'''Annotated bibliography:'''

Does the article properly cite and acknowledge previous work?

Does it briefly summarize the key references at the end of the article?

Is it based on empirical data instead of opinion?

What would you suggest to improve?

===Answer 7===
The annotated bibliography is empty, but in references the article proporly cite and acknowledge previous work.

If you could find more relevant references, aside from Simon Sinek, it would be more empirical and better.

Project Life Cycle in Industrial Engineering

2018-02-19T16:19:40Z

BaptisteH: /* Limitations */

All projects can be mapped to a generic life cycle structure. A project life cycle is a sequence of steps through from the beginning to the end of the project, they are sequential and, generally in industrial engineering, there are 4 four main phases which are: Initiation, Planning, Execution and Closure. Phases can be broken down by intermediate milestones, specific results or deliverables. The project life cycle also allows for the gate procedure to be used, this is a tried and tested method for delivering projects on time, within budget and to the expected quality targets.
The life cycle provides the basic framework for managing the project, regardless of the specific work involved, it is independent from the product life cycle produced by or modified by the project.<ref>Project Management Institute. '''“A Guide to the Project Management Body of Knowledge (PMBOK® guide)” '''– ''Fifth Edition, 2013''. Page 38 to 46 </ref>

==Big idea==
[[File:Figure_1_Porject_Life_Cycle_in_Industrial_Engineering.png ‎|500px|thumb|right|'''Figure 1:''' Typical cost and staffing levels across a generic project life cycle structure]]
Most of industrial projects follow a Life Cycle Model <ref>http://apppm.man.dtu.dk/index.php/Life_Cycle_Model December 2014 </ref> which have all the time the same structure, with 4 steps: Initiation, Planning, Execution and Closure. This structure is often used in industrial engineering, because there is a communication with upper management or other entities less familiar with the details of the projects. Taken together, these steps represent the road a project takes from the beginning to its end and are generally referred to as the project “Life Cycle”.
The interfaces of the phases form milestones for progress payments and reporting progress to top management, who can then make the decision to abort or provide further funding. Sometime, the production of a prototype begin before the end of the design, this is known as concurrent engineering and is often employed to reduce the overall project programme.
<ref>Albert Lester. '''“Project Management, Planning and Control”''' – Fifth Edition. Elsevier Ltd. 2007. Page 37 to 39</ref>

=== Initiation: Starting the project ===
This phase is where the project objectives are defined and the aspects of the project agreed. It is the phase where a problem is identified and potential solutions suggested. The scope of work is now defined in detail.
*One of first steps is the stakeholder analysis, understanding which people or organizations will be impacted by or can influence your project, and what is in scope of the project is critical for ensuring your project's success. The easiest way is to ask the project stakeholders to sign the WBS <ref>http://apppm.man.dtu.dk/index.php/Work_Breakdown_Structure_(WBS) September 2015 </ref> (or PBS). Being asked to sign their agreement against the scope will force a careful analysis of the requirement which can save a lot of time and cost later.
*During this phase it is important to talk with project members in order to give an opportunity to engage with anyone who knows the work better than they may do. This stage is also an opportunity to engage the wider project team in working together.
*Initiation time allows the project team to define the work in a logical way, without being distracted by the timeline which comes later in the planning stage. By ensuring each step of defining your project is done methodically, it will lead to a better result, and increase the chances of project success.
*Developing the responsibility assignment matrix <ref>http://apppm.man.dtu.dk/index.php/Responsibility_Assignment_Matrix_(RACI_Matrix) September 2015 </ref> (RAM) before the planning stage allows the project team to avoid the distraction of reality at too early a stage. It is too tempting to modify resource requirement because of assumptions about availability instead of simply and methodically agreeing who should have responsibility for what work. It is also important to keep the distinction between responsibility (at this stage) and resource allocation (who will do the work, agreed at the planning stage).
*There is often much confusion between programmes and projects. It should be clear at this stage, because there are 3 important parameters in project management: '''time''', '''cost''' and '''quality'''.
====Example initiation phase====
A U.S industrial company won a contract to design and set up the first copper mine production in northern Argentina. There was no existing infrastructure for either the mining industry projects in this part of South America. During the initiation phase of the project, the project manager focused on defining and finding a project leadership team with the knowledge, skills, and experience to manage a large complex project in a remote area of the globe. The project team set up three offices. One was in Chile, where large mining project infrastructure existed. The other two were in Argentina. One was in Buenos Aries to establish relationships and Argentinian expertise, and the second was in Catamarca—the largest town close to the mine site. With offices in place, the project start-up team began developing procedures for getting work done, acquiring the appropriate permits, and developing relationships with Chilean and Argentine partners. <ref name="Example">Adrienne Watt. '''“Project Management”'''. Creative Commons Attribution 3.0. 2014</ref>

=== Planning: Organizing and preparing ===
[[File:Gantt-chart-template.png‎|600px|thumb|left|'''Figure 2:''' Example of a Gantt chart for an industrial project]]
This phase is where the project is broken down into manageable areas of work, much details as possible, and planned in terms of time, cost and resources. This is a continuous process and will extend throughout the execution phase of the project.
The project manager coordinates the preparation of a project budget by providing cost estimates for the labour, equipment, and materials costs. The budget is used to monitor and control cost expenditures during project implementation.
* Despite the awareness that new projects are delivered on schedule people tend to plan optimistically. It is important to be critical when developing resource and duration estimates and to be realistic. For industrial project, it is better to over deliver than miss your project end date.
* In a large project it is common for specialist project planners to be used who may, or may not, understand technical detail. These arguments will continue but the solution is for project managers and the project team to “own” the plan rather than delegate the process. Every element of the schedule needs to be critically analysed, ensuring that those in the organisation with experience of similar projects or smaller work packages, develop a realistic plan.
*Today there is extensive desktop planning software available, like GanttProject, Microsoft Office Projects, OpenProj ... These have become essential to plan and manage the data of large and complex projects. However, these tools cannot think and they cannot apply experience. The temptation to let the software tools do the work is significant. However, project managers need to challenge the plan in all aspects – time, logic and resources.
* Every project has different emphasis on time, cost or quality. For a project manager or project team to critically analyse the plan they must understand the project drivers and ensure the plan is weighted accordingly. For example, if the timescale is the key priority then realistic time estimates are essential. If the budget is fixed then minimising cost, sometimes at the expense of schedule, is essential. It is common when project teams challenge these project drivers for them to be told that cost, time and quality are all essential. However, some elements are always more important than others. To apply the same emphasis to all three in an industrial project is to plan to fail. Uncertainty, risk and change is inevitable and the project manager has an ethical duty to understand the project drivers before committing to the project plan.
* It is not uncommon for a project manager to be given a delivery date, the budget and the quality perimeters before the project plan has been developed. This is applying reverse logic to the project plan and will set the project team up for failure. However, although sometimes reverse planning is inevitable, it is still the duty of the project manager to be honest with their organisation. This problem can be mitigated by publishing the risk management plan and be producing different planning scenarios for review.
* The level of detail that your project needs to be planned at will depend greatly on the size of the project, the amount of information that is available to the project and the amount of visibility and reporting that are required. In a large project it is important to provide a level of detail at which the project can be managed. Presenting the project sponsor or organisation with a complex plan involving many thousands of activities will remove clarity from the plan overall. We recommend a series of planning levels so managers at different levels can review information at the appropriate level of detail.
====Example planning phase====
During the planning phase, the project team developed an integrated project schedule that coordinated the activities of the design, procurement, and lean production teams. The project controls team also developed a detailed budget that enabled the project team to track project expenditures against the expected expenses. The project design team built on the conceptual design and developed detailed drawings for use by the procurement team. The procurement team used the drawings to begin ordering equipment and materials for the construction team; develop labour projections; refine the schedule; and set up the production site. Although planning is a never-ending process on a project, the planning phase focused on developing sufficient details to allow various parts of the project team to coordinate their work and allow the project management team to make priority decisions. <ref name="Example" />

=== Execution: Carrying out the work ===
During this phase the work is implemented, controlled and monitored.
The project plan is put into motion and the work of the project is performed. It is important to maintain control and communicate as needed during implementation. Progress is continuously monitored and appropriate adjustments are made. In any project, a project manager spends most of the time in this step. During project implementation, people are carrying out the tasks, and progress information is being reported through regular team meetings. The project manager uses this information to maintain control over the direction of the project by comparing the progress reports with the project plan to measure the performance of the project activities and take corrective action as needed. The first course of action should always be to bring the project back on course (i.e., to return it to the original plan). If that cannot happen, the team should record variations from the original plan and record and publish modifications to the plan. Throughout this step, project sponsors and other key stakeholders should be kept informed of the project’s status according to the agreed-on frequency and format of communication. The plan should be updated and published on a regular basis.
====Example execution phase====
The implementation phase represents the work done to meet the requirements of the scope of work and fulfil the charter. During the implementation phase, the project team accomplished the work defined in the plan and made adjustments when the project factors changed. Equipment and materials were delivered to the work site, labour was hired and trained, a construction site was built, and all the construction activities, from the arrival of the first dozer to the installation of final production leans switch, were accomplished. <ref name="Example" />

=== Closure: Closing the project ===
The purpose of the Project Closure Phase is to formally close the project. During project closure, there are several key activities that need to be performed...
*Verify that the completion criteria are met
*Create a project closure report
*Collect and archive project artefacts
*Perform a project post-mortem
Many projects skip this phase. Once the Execution Phase is complete, they simply move on. It's unfortunate since they really don't know if the project objectives have been met, don't organize the project artefacts to be easily found for future project's reference, and don't identify the key issues and lessons learned by the project that can be applied to future projects.
Performing Project Closure will benefit both your company and your career. If you do this well, you will set yourself up to lead high-visibility, business-critical projects. So make sure your projects go through the full project management life cycle.
====Example closure phase====
The closeout phase included turning over the newly constructed plant to the operations team of the client. A punch list of a few remaining construction items was developed and those items completed. The office in Catamarca was closed, the office in Buenos Aries archived all the project documents, and the Chilean office was already working on the next project. The accounting books were reconciled and closed, final reports written and distributed, and the project manager started on a new project. <ref name="Example" />

== Applications ==
For an industrial project, respecting the life cycle management method is very important. Indeed, for the project manager, the model of the life cycle allows to carry out the project, avoiding any problems related to the progress of the project. This method can be used as soon as a project needs to be completed, such as installing a new production line, or implementing a manufacturing plant in a new environment.

== Limitations ==
It is important to ensure that the project life cycle used for your project is appropriate for the work performed and divided into distinct and manageable phases. It is also important to understand that the life cycle model cannot remove or avoid project-related technical challenges.

==Annotated Bibliography==
*Project Management Institute (2013). '''A Guide to the Project Management Body of Knowledge (PMBOK® guide)''': This book explains in details the Life Cycle Model.
*Albert Lester (2007). '''“Project Management, Planning and Control”''' : This book explains differents methods and model of project management, planning and control.
*Adrienne Watt (2014). '''“Project Management”''': A large explanations of the Porject Management, and an explanation in details of The Project Life Cycle (Chapter 3)
==References ==
<references/>

Project Life Cycle in Industrial Engineering

2018-02-19T16:00:05Z

BaptisteH: /* Applications */

All projects can be mapped to a generic life cycle structure. A project life cycle is a sequence of steps through from the beginning to the end of the project, they are sequential and, generally in industrial engineering, there are 4 four main phases which are: Initiation, Planning, Execution and Closure. Phases can be broken down by intermediate milestones, specific results or deliverables. The project life cycle also allows for the gate procedure to be used, this is a tried and tested method for delivering projects on time, within budget and to the expected quality targets.
The life cycle provides the basic framework for managing the project, regardless of the specific work involved, it is independent from the product life cycle produced by or modified by the project.<ref>Project Management Institute. '''“A Guide to the Project Management Body of Knowledge (PMBOK® guide)” '''– ''Fifth Edition, 2013''. Page 38 to 46 </ref>

==Big idea==
[[File:Figure_1_Porject_Life_Cycle_in_Industrial_Engineering.png ‎|500px|thumb|right|'''Figure 1:''' Typical cost and staffing levels across a generic project life cycle structure]]
Most of industrial projects follow a Life Cycle Model <ref>http://apppm.man.dtu.dk/index.php/Life_Cycle_Model December 2014 </ref> which have all the time the same structure, with 4 steps: Initiation, Planning, Execution and Closure. This structure is often used in industrial engineering, because there is a communication with upper management or other entities less familiar with the details of the projects. Taken together, these steps represent the road a project takes from the beginning to its end and are generally referred to as the project “Life Cycle”.
The interfaces of the phases form milestones for progress payments and reporting progress to top management, who can then make the decision to abort or provide further funding. Sometime, the production of a prototype begin before the end of the design, this is known as concurrent engineering and is often employed to reduce the overall project programme.
<ref>Albert Lester. '''“Project Management, Planning and Control”''' – Fifth Edition. Elsevier Ltd. 2007. Page 37 to 39</ref>

=== Initiation: Starting the project ===
This phase is where the project objectives are defined and the aspects of the project agreed. It is the phase where a problem is identified and potential solutions suggested. The scope of work is now defined in detail.
*One of first steps is the stakeholder analysis, understanding which people or organizations will be impacted by or can influence your project, and what is in scope of the project is critical for ensuring your project's success. The easiest way is to ask the project stakeholders to sign the WBS <ref>http://apppm.man.dtu.dk/index.php/Work_Breakdown_Structure_(WBS) September 2015 </ref> (or PBS). Being asked to sign their agreement against the scope will force a careful analysis of the requirement which can save a lot of time and cost later.
*During this phase it is important to talk with project members in order to give an opportunity to engage with anyone who knows the work better than they may do. This stage is also an opportunity to engage the wider project team in working together.
*Initiation time allows the project team to define the work in a logical way, without being distracted by the timeline which comes later in the planning stage. By ensuring each step of defining your project is done methodically, it will lead to a better result, and increase the chances of project success.
*Developing the responsibility assignment matrix <ref>http://apppm.man.dtu.dk/index.php/Responsibility_Assignment_Matrix_(RACI_Matrix) September 2015 </ref> (RAM) before the planning stage allows the project team to avoid the distraction of reality at too early a stage. It is too tempting to modify resource requirement because of assumptions about availability instead of simply and methodically agreeing who should have responsibility for what work. It is also important to keep the distinction between responsibility (at this stage) and resource allocation (who will do the work, agreed at the planning stage).
*There is often much confusion between programmes and projects. It should be clear at this stage, because there are 3 important parameters in project management: '''time''', '''cost''' and '''quality'''.
====Example initiation phase====
A U.S industrial company won a contract to design and set up the first copper mine production in northern Argentina. There was no existing infrastructure for either the mining industry projects in this part of South America. During the initiation phase of the project, the project manager focused on defining and finding a project leadership team with the knowledge, skills, and experience to manage a large complex project in a remote area of the globe. The project team set up three offices. One was in Chile, where large mining project infrastructure existed. The other two were in Argentina. One was in Buenos Aries to establish relationships and Argentinian expertise, and the second was in Catamarca—the largest town close to the mine site. With offices in place, the project start-up team began developing procedures for getting work done, acquiring the appropriate permits, and developing relationships with Chilean and Argentine partners. <ref name="Example">Adrienne Watt. '''“Project Management”'''. Creative Commons Attribution 3.0. 2014</ref>

=== Planning: Organizing and preparing ===
[[File:Gantt-chart-template.png‎|600px|thumb|left|'''Figure 2:''' Example of a Gantt chart for an industrial project]]
This phase is where the project is broken down into manageable areas of work, much details as possible, and planned in terms of time, cost and resources. This is a continuous process and will extend throughout the execution phase of the project.
The project manager coordinates the preparation of a project budget by providing cost estimates for the labour, equipment, and materials costs. The budget is used to monitor and control cost expenditures during project implementation.
* Despite the awareness that new projects are delivered on schedule people tend to plan optimistically. It is important to be critical when developing resource and duration estimates and to be realistic. For industrial project, it is better to over deliver than miss your project end date.
* In a large project it is common for specialist project planners to be used who may, or may not, understand technical detail. These arguments will continue but the solution is for project managers and the project team to “own” the plan rather than delegate the process. Every element of the schedule needs to be critically analysed, ensuring that those in the organisation with experience of similar projects or smaller work packages, develop a realistic plan.
*Today there is extensive desktop planning software available, like GanttProject, Microsoft Office Projects, OpenProj ... These have become essential to plan and manage the data of large and complex projects. However, these tools cannot think and they cannot apply experience. The temptation to let the software tools do the work is significant. However, project managers need to challenge the plan in all aspects – time, logic and resources.
* Every project has different emphasis on time, cost or quality. For a project manager or project team to critically analyse the plan they must understand the project drivers and ensure the plan is weighted accordingly. For example, if the timescale is the key priority then realistic time estimates are essential. If the budget is fixed then minimising cost, sometimes at the expense of schedule, is essential. It is common when project teams challenge these project drivers for them to be told that cost, time and quality are all essential. However, some elements are always more important than others. To apply the same emphasis to all three in an industrial project is to plan to fail. Uncertainty, risk and change is inevitable and the project manager has an ethical duty to understand the project drivers before committing to the project plan.
* It is not uncommon for a project manager to be given a delivery date, the budget and the quality perimeters before the project plan has been developed. This is applying reverse logic to the project plan and will set the project team up for failure. However, although sometimes reverse planning is inevitable, it is still the duty of the project manager to be honest with their organisation. This problem can be mitigated by publishing the risk management plan and be producing different planning scenarios for review.
* The level of detail that your project needs to be planned at will depend greatly on the size of the project, the amount of information that is available to the project and the amount of visibility and reporting that are required. In a large project it is important to provide a level of detail at which the project can be managed. Presenting the project sponsor or organisation with a complex plan involving many thousands of activities will remove clarity from the plan overall. We recommend a series of planning levels so managers at different levels can review information at the appropriate level of detail.
====Example planning phase====
During the planning phase, the project team developed an integrated project schedule that coordinated the activities of the design, procurement, and lean production teams. The project controls team also developed a detailed budget that enabled the project team to track project expenditures against the expected expenses. The project design team built on the conceptual design and developed detailed drawings for use by the procurement team. The procurement team used the drawings to begin ordering equipment and materials for the construction team; develop labour projections; refine the schedule; and set up the production site. Although planning is a never-ending process on a project, the planning phase focused on developing sufficient details to allow various parts of the project team to coordinate their work and allow the project management team to make priority decisions. <ref name="Example" />

=== Execution: Carrying out the work ===
During this phase the work is implemented, controlled and monitored.
The project plan is put into motion and the work of the project is performed. It is important to maintain control and communicate as needed during implementation. Progress is continuously monitored and appropriate adjustments are made. In any project, a project manager spends most of the time in this step. During project implementation, people are carrying out the tasks, and progress information is being reported through regular team meetings. The project manager uses this information to maintain control over the direction of the project by comparing the progress reports with the project plan to measure the performance of the project activities and take corrective action as needed. The first course of action should always be to bring the project back on course (i.e., to return it to the original plan). If that cannot happen, the team should record variations from the original plan and record and publish modifications to the plan. Throughout this step, project sponsors and other key stakeholders should be kept informed of the project’s status according to the agreed-on frequency and format of communication. The plan should be updated and published on a regular basis.
====Example execution phase====
The implementation phase represents the work done to meet the requirements of the scope of work and fulfil the charter. During the implementation phase, the project team accomplished the work defined in the plan and made adjustments when the project factors changed. Equipment and materials were delivered to the work site, labour was hired and trained, a construction site was built, and all the construction activities, from the arrival of the first dozer to the installation of final production leans switch, were accomplished. <ref name="Example" />

=== Closure: Closing the project ===
The purpose of the Project Closure Phase is to formally close the project. During project closure, there are several key activities that need to be performed...
*Verify that the completion criteria are met
*Create a project closure report
*Collect and archive project artefacts
*Perform a project post-mortem
Many projects skip this phase. Once the Execution Phase is complete, they simply move on. It's unfortunate since they really don't know if the project objectives have been met, don't organize the project artefacts to be easily found for future project's reference, and don't identify the key issues and lessons learned by the project that can be applied to future projects.
Performing Project Closure will benefit both your company and your career. If you do this well, you will set yourself up to lead high-visibility, business-critical projects. So make sure your projects go through the full project management life cycle.
====Example closure phase====
The closeout phase included turning over the newly constructed plant to the operations team of the client. A punch list of a few remaining construction items was developed and those items completed. The office in Catamarca was closed, the office in Buenos Aries archived all the project documents, and the Chilean office was already working on the next project. The accounting books were reconciled and closed, final reports written and distributed, and the project manager started on a new project. <ref name="Example" />

== Applications ==
For an industrial project, respecting the life cycle management method is very important. Indeed, for the project manager, the model of the life cycle allows to carry out the project, avoiding any problems related to the progress of the project. This method can be used as soon as a project needs to be completed, such as installing a new production line, or implementing a manufacturing plant in a new environment.

== Limitations ==
It is important to ensure the project life cycle used on your project is appropriate to the work being carried out and split into distinct and manageable phases.

==Annotated Bibliography==
*Project Management Institute (2013). '''A Guide to the Project Management Body of Knowledge (PMBOK® guide)''': This book explains in details the Life Cycle Model.
*Albert Lester (2007). '''“Project Management, Planning and Control”''' : This book explains differents methods and model of project management, planning and control.
*Adrienne Watt (2014). '''“Project Management”''': A large explanations of the Porject Management, and an explanation in details of The Project Life Cycle (Chapter 3)
==References ==
<references/>

Project Life Cycle in Industrial Engineering

2018-02-19T15:24:18Z

BaptisteH: /* Big idea */

All projects can be mapped to a generic life cycle structure. A project life cycle is a sequence of steps through from the beginning to the end of the project, they are sequential and, generally in industrial engineering, there are 4 four main phases which are: Initiation, Planning, Execution and Closure. Phases can be broken down by intermediate milestones, specific results or deliverables. The project life cycle also allows for the gate procedure to be used, this is a tried and tested method for delivering projects on time, within budget and to the expected quality targets.
The life cycle provides the basic framework for managing the project, regardless of the specific work involved, it is independent from the product life cycle produced by or modified by the project.<ref>Project Management Institute. '''“A Guide to the Project Management Body of Knowledge (PMBOK® guide)” '''– ''Fifth Edition, 2013''. Page 38 to 46 </ref>

==Big idea==
[[File:Figure_1_Porject_Life_Cycle_in_Industrial_Engineering.png ‎|500px|thumb|right|'''Figure 1:''' Typical cost and staffing levels across a generic project life cycle structure]]
Most of industrial projects follow a Life Cycle Model <ref>http://apppm.man.dtu.dk/index.php/Life_Cycle_Model December 2014 </ref> which have all the time the same structure, with 4 steps: Initiation, Planning, Execution and Closure. This structure is often used in industrial engineering, because there is a communication with upper management or other entities less familiar with the details of the projects. Taken together, these steps represent the road a project takes from the beginning to its end and are generally referred to as the project “Life Cycle”.
The interfaces of the phases form milestones for progress payments and reporting progress to top management, who can then make the decision to abort or provide further funding. Sometime, the production of a prototype begin before the end of the design, this is known as concurrent engineering and is often employed to reduce the overall project programme.
<ref>Albert Lester. '''“Project Management, Planning and Control”''' – Fifth Edition. Elsevier Ltd. 2007. Page 37 to 39</ref>

=== Initiation: Starting the project ===
This phase is where the project objectives are defined and the aspects of the project agreed. It is the phase where a problem is identified and potential solutions suggested. The scope of work is now defined in detail.
*One of first steps is the stakeholder analysis, understanding which people or organizations will be impacted by or can influence your project, and what is in scope of the project is critical for ensuring your project's success. The easiest way is to ask the project stakeholders to sign the WBS <ref>http://apppm.man.dtu.dk/index.php/Work_Breakdown_Structure_(WBS) September 2015 </ref> (or PBS). Being asked to sign their agreement against the scope will force a careful analysis of the requirement which can save a lot of time and cost later.
*During this phase it is important to talk with project members in order to give an opportunity to engage with anyone who knows the work better than they may do. This stage is also an opportunity to engage the wider project team in working together.
*Initiation time allows the project team to define the work in a logical way, without being distracted by the timeline which comes later in the planning stage. By ensuring each step of defining your project is done methodically, it will lead to a better result, and increase the chances of project success.
*Developing the responsibility assignment matrix <ref>http://apppm.man.dtu.dk/index.php/Responsibility_Assignment_Matrix_(RACI_Matrix) September 2015 </ref> (RAM) before the planning stage allows the project team to avoid the distraction of reality at too early a stage. It is too tempting to modify resource requirement because of assumptions about availability instead of simply and methodically agreeing who should have responsibility for what work. It is also important to keep the distinction between responsibility (at this stage) and resource allocation (who will do the work, agreed at the planning stage).
*There is often much confusion between programmes and projects. It should be clear at this stage, because there are 3 important parameters in project management: '''time''', '''cost''' and '''quality'''.
====Example initiation phase====
A U.S industrial company won a contract to design and set up the first copper mine production in northern Argentina. There was no existing infrastructure for either the mining industry projects in this part of South America. During the initiation phase of the project, the project manager focused on defining and finding a project leadership team with the knowledge, skills, and experience to manage a large complex project in a remote area of the globe. The project team set up three offices. One was in Chile, where large mining project infrastructure existed. The other two were in Argentina. One was in Buenos Aries to establish relationships and Argentinian expertise, and the second was in Catamarca—the largest town close to the mine site. With offices in place, the project start-up team began developing procedures for getting work done, acquiring the appropriate permits, and developing relationships with Chilean and Argentine partners. <ref name="Example">Adrienne Watt. '''“Project Management”'''. Creative Commons Attribution 3.0. 2014</ref>

=== Planning: Organizing and preparing ===
[[File:Gantt-chart-template.png‎|600px|thumb|left|'''Figure 2:''' Example of a Gantt chart for an industrial project]]
This phase is where the project is broken down into manageable areas of work, much details as possible, and planned in terms of time, cost and resources. This is a continuous process and will extend throughout the execution phase of the project.
The project manager coordinates the preparation of a project budget by providing cost estimates for the labour, equipment, and materials costs. The budget is used to monitor and control cost expenditures during project implementation.
* Despite the awareness that new projects are delivered on schedule people tend to plan optimistically. It is important to be critical when developing resource and duration estimates and to be realistic. For industrial project, it is better to over deliver than miss your project end date.
* In a large project it is common for specialist project planners to be used who may, or may not, understand technical detail. These arguments will continue but the solution is for project managers and the project team to “own” the plan rather than delegate the process. Every element of the schedule needs to be critically analysed, ensuring that those in the organisation with experience of similar projects or smaller work packages, develop a realistic plan.
*Today there is extensive desktop planning software available, like GanttProject, Microsoft Office Projects, OpenProj ... These have become essential to plan and manage the data of large and complex projects. However, these tools cannot think and they cannot apply experience. The temptation to let the software tools do the work is significant. However, project managers need to challenge the plan in all aspects – time, logic and resources.
* Every project has different emphasis on time, cost or quality. For a project manager or project team to critically analyse the plan they must understand the project drivers and ensure the plan is weighted accordingly. For example, if the timescale is the key priority then realistic time estimates are essential. If the budget is fixed then minimising cost, sometimes at the expense of schedule, is essential. It is common when project teams challenge these project drivers for them to be told that cost, time and quality are all essential. However, some elements are always more important than others. To apply the same emphasis to all three in an industrial project is to plan to fail. Uncertainty, risk and change is inevitable and the project manager has an ethical duty to understand the project drivers before committing to the project plan.
* It is not uncommon for a project manager to be given a delivery date, the budget and the quality perimeters before the project plan has been developed. This is applying reverse logic to the project plan and will set the project team up for failure. However, although sometimes reverse planning is inevitable, it is still the duty of the project manager to be honest with their organisation. This problem can be mitigated by publishing the risk management plan and be producing different planning scenarios for review.
* The level of detail that your project needs to be planned at will depend greatly on the size of the project, the amount of information that is available to the project and the amount of visibility and reporting that are required. In a large project it is important to provide a level of detail at which the project can be managed. Presenting the project sponsor or organisation with a complex plan involving many thousands of activities will remove clarity from the plan overall. We recommend a series of planning levels so managers at different levels can review information at the appropriate level of detail.
====Example planning phase====
During the planning phase, the project team developed an integrated project schedule that coordinated the activities of the design, procurement, and lean production teams. The project controls team also developed a detailed budget that enabled the project team to track project expenditures against the expected expenses. The project design team built on the conceptual design and developed detailed drawings for use by the procurement team. The procurement team used the drawings to begin ordering equipment and materials for the construction team; develop labour projections; refine the schedule; and set up the production site. Although planning is a never-ending process on a project, the planning phase focused on developing sufficient details to allow various parts of the project team to coordinate their work and allow the project management team to make priority decisions. <ref name="Example" />

=== Execution: Carrying out the work ===
During this phase the work is implemented, controlled and monitored.
The project plan is put into motion and the work of the project is performed. It is important to maintain control and communicate as needed during implementation. Progress is continuously monitored and appropriate adjustments are made. In any project, a project manager spends most of the time in this step. During project implementation, people are carrying out the tasks, and progress information is being reported through regular team meetings. The project manager uses this information to maintain control over the direction of the project by comparing the progress reports with the project plan to measure the performance of the project activities and take corrective action as needed. The first course of action should always be to bring the project back on course (i.e., to return it to the original plan). If that cannot happen, the team should record variations from the original plan and record and publish modifications to the plan. Throughout this step, project sponsors and other key stakeholders should be kept informed of the project’s status according to the agreed-on frequency and format of communication. The plan should be updated and published on a regular basis.
====Example execution phase====
The implementation phase represents the work done to meet the requirements of the scope of work and fulfil the charter. During the implementation phase, the project team accomplished the work defined in the plan and made adjustments when the project factors changed. Equipment and materials were delivered to the work site, labour was hired and trained, a construction site was built, and all the construction activities, from the arrival of the first dozer to the installation of final production leans switch, were accomplished. <ref name="Example" />

=== Closure: Closing the project ===
The purpose of the Project Closure Phase is to formally close the project. During project closure, there are several key activities that need to be performed...
*Verify that the completion criteria are met
*Create a project closure report
*Collect and archive project artefacts
*Perform a project post-mortem
Many projects skip this phase. Once the Execution Phase is complete, they simply move on. It's unfortunate since they really don't know if the project objectives have been met, don't organize the project artefacts to be easily found for future project's reference, and don't identify the key issues and lessons learned by the project that can be applied to future projects.
Performing Project Closure will benefit both your company and your career. If you do this well, you will set yourself up to lead high-visibility, business-critical projects. So make sure your projects go through the full project management life cycle.
====Example closure phase====
The closeout phase included turning over the newly constructed plant to the operations team of the client. A punch list of a few remaining construction items was developed and those items completed. The office in Catamarca was closed, the office in Buenos Aries archived all the project documents, and the Chilean office was already working on the next project. The accounting books were reconciled and closed, final reports written and distributed, and the project manager started on a new project. <ref name="Example" />

== Applications ==

== Limitations ==
It is important to ensure the project life cycle used on your project is appropriate to the work being carried out and split into distinct and manageable phases.

==Annotated Bibliography==
*Project Management Institute (2013). '''A Guide to the Project Management Body of Knowledge (PMBOK® guide)''': This book explains in details the Life Cycle Model.
*Albert Lester (2007). '''“Project Management, Planning and Control”''' : This book explains differents methods and model of project management, planning and control.
*Adrienne Watt (2014). '''“Project Management”''': A large explanations of the Porject Management, and an explanation in details of The Project Life Cycle (Chapter 3)
==References ==
<references/>

File:Gantt-chart-template.png

2018-02-19T15:22:04Z

BaptisteH:

Project Life Cycle in Industrial Engineering

2018-02-19T15:14:37Z

BaptisteH: /* Big idea */

All projects can be mapped to a generic life cycle structure. A project life cycle is a sequence of steps through from the beginning to the end of the project, they are sequential and, generally in industrial engineering, there are 4 four main phases which are: Initiation, Planning, Execution and Closure. Phases can be broken down by intermediate milestones, specific results or deliverables. The project life cycle also allows for the gate procedure to be used, this is a tried and tested method for delivering projects on time, within budget and to the expected quality targets.
The life cycle provides the basic framework for managing the project, regardless of the specific work involved, it is independent from the product life cycle produced by or modified by the project.<ref>Project Management Institute. '''“A Guide to the Project Management Body of Knowledge (PMBOK® guide)” '''– ''Fifth Edition, 2013''. Page 38 to 46 </ref>

==Big idea==
[[File:Figure_1_Porject_Life_Cycle_in_Industrial_Engineering.png ‎|500px|thumb|right|'''Figure 1:''' Typical cost and staffing levels across a generic project life cycle structure]]
Most of industrial projects follow a Life Cycle Model <ref>http://apppm.man.dtu.dk/index.php/Life_Cycle_Model December 2014 </ref> which have all the time the same structure, with 4 steps: Initiation, Planning, Execution and Closure. This structure is often used in industrial engineering, because there is a communication with upper management or other entities less familiar with the details of the projects. Taken together, these steps represent the road a project takes from the beginning to its end and are generally referred to as the project “Life Cycle”.
The interfaces of the phases form milestones for progress payments and reporting progress to top management, who can then make the decision to abort or provide further funding. Sometime, the production of a prototype begin before the end of the design, this is known as concurrent engineering and is often employed to reduce the overall project programme.
<ref>Albert Lester. '''“Project Management, Planning and Control”''' – Fifth Edition. Elsevier Ltd. 2007. Page 37 to 39</ref>

=== Initiation: Starting the project ===
This phase is where the project objectives are defined and the aspects of the project agreed. It is the phase where a problem is identified and potential solutions suggested. The scope of work is now defined in detail.
*One of first steps is the stakeholder analysis, understanding which people or organizations will be impacted by or can influence your project, and what is in scope of the project is critical for ensuring your project's success. The easiest way is to ask the project stakeholders to sign the WBS <ref>http://apppm.man.dtu.dk/index.php/Work_Breakdown_Structure_(WBS) September 2015 </ref> (or PBS). Being asked to sign their agreement against the scope will force a careful analysis of the requirement which can save a lot of time and cost later.
*During this phase it is important to talk with project members in order to give an opportunity to engage with anyone who knows the work better than they may do. This stage is also an opportunity to engage the wider project team in working together.
*Initiation time allows the project team to define the work in a logical way, without being distracted by the timeline which comes later in the planning stage. By ensuring each step of defining your project is done methodically, it will lead to a better result, and increase the chances of project success.
*Developing the responsibility assignment matrix <ref>http://apppm.man.dtu.dk/index.php/Responsibility_Assignment_Matrix_(RACI_Matrix) September 2015 </ref> (RAM) before the planning stage allows the project team to avoid the distraction of reality at too early a stage. It is too tempting to modify resource requirement because of assumptions about availability instead of simply and methodically agreeing who should have responsibility for what work. It is also important to keep the distinction between responsibility (at this stage) and resource allocation (who will do the work, agreed at the planning stage).
*There is often much confusion between programmes and projects. It should be clear at this stage, because there are 3 important parameters in project management: '''time''', '''cost''' and '''quality'''.
====Example initiation phase====
A U.S industrial company won a contract to design and set up the first copper mine production in northern Argentina. There was no existing infrastructure for either the mining industry projects in this part of South America. During the initiation phase of the project, the project manager focused on defining and finding a project leadership team with the knowledge, skills, and experience to manage a large complex project in a remote area of the globe. The project team set up three offices. One was in Chile, where large mining project infrastructure existed. The other two were in Argentina. One was in Buenos Aries to establish relationships and Argentinian expertise, and the second was in Catamarca—the largest town close to the mine site. With offices in place, the project start-up team began developing procedures for getting work done, acquiring the appropriate permits, and developing relationships with Chilean and Argentine partners. <ref name="Example">Adrienne Watt. '''“Project Management”'''. Creative Commons Attribution 3.0. 2014</ref>

=== Planning: Organizing and preparing ===
This phase is where the project is broken down into manageable areas of work, much details as possible, and planned in terms of time, cost and resources. This is a continuous process and will extend throughout the execution phase of the project.
The project manager coordinates the preparation of a project budget by providing cost estimates for the labour, equipment, and materials costs. The budget is used to monitor and control cost expenditures during project implementation.
* Despite the awareness that new projects are delivered on schedule people tend to plan optimistically. It is important to be critical when developing resource and duration estimates and to be realistic. For industrial project, it is better to over deliver than miss your project end date.
* In a large project it is common for specialist project planners to be used who may, or may not, understand technical detail. These arguments will continue but the solution is for project managers and the project team to “own” the plan rather than delegate the process. Every element of the schedule needs to be critically analysed, ensuring that those in the organisation with experience of similar projects or smaller work packages, develop a realistic plan.
*Today there is extensive desktop planning software available, like GanttProject, Microsoft Office Projects, OpenProj ... These have become essential to plan and manage the data of large and complex projects. However, these tools cannot think and they cannot apply experience. The temptation to let the software tools do the work is significant. However, project managers need to challenge the plan in all aspects – time, logic and resources.
* Every project has different emphasis on time, cost or quality. For a project manager or project team to critically analyse the plan they must understand the project drivers and ensure the plan is weighted accordingly. For example, if the timescale is the key priority then realistic time estimates are essential. If the budget is fixed then minimising cost, sometimes at the expense of schedule, is essential. It is common when project teams challenge these project drivers for them to be told that cost, time and quality are all essential. However, some elements are always more important than others. To apply the same emphasis to all three in an industrial project is to plan to fail. Uncertainty, risk and change is inevitable and the project manager has an ethical duty to understand the project drivers before committing to the project plan.
* It is not uncommon for a project manager to be given a delivery date, the budget and the quality perimeters before the project plan has been developed. This is applying reverse logic to the project plan and will set the project team up for failure. However, although sometimes reverse planning is inevitable, it is still the duty of the project manager to be honest with their organisation. This problem can be mitigated by publishing the risk management plan and be producing different planning scenarios for review.
* The level of detail that your project needs to be planned at will depend greatly on the size of the project, the amount of information that is available to the project and the amount of visibility and reporting that are required. In a large project it is important to provide a level of detail at which the project can be managed. Presenting the project sponsor or organisation with a complex plan involving many thousands of activities will remove clarity from the plan overall. We recommend a series of planning levels so managers at different levels can review information at the appropriate level of detail.
====Example planning phase====
During the planning phase, the project team developed an integrated project schedule that coordinated the activities of the design, procurement, and lean production teams. The project controls team also developed a detailed budget that enabled the project team to track project expenditures against the expected expenses. The project design team built on the conceptual design and developed detailed drawings for use by the procurement team. The procurement team used the drawings to begin ordering equipment and materials for the construction team; develop labour projections; refine the schedule; and set up the production site. Although planning is a never-ending process on a project, the planning phase focused on developing sufficient details to allow various parts of the project team to coordinate their work and allow the project management team to make priority decisions. <ref name="Example" />

=== Execution: Carrying out the work ===
During this phase the work is implemented, controlled and monitored.
The project plan is put into motion and the work of the project is performed. It is important to maintain control and communicate as needed during implementation. Progress is continuously monitored and appropriate adjustments are made. In any project, a project manager spends most of the time in this step. During project implementation, people are carrying out the tasks, and progress information is being reported through regular team meetings. The project manager uses this information to maintain control over the direction of the project by comparing the progress reports with the project plan to measure the performance of the project activities and take corrective action as needed. The first course of action should always be to bring the project back on course (i.e., to return it to the original plan). If that cannot happen, the team should record variations from the original plan and record and publish modifications to the plan. Throughout this step, project sponsors and other key stakeholders should be kept informed of the project’s status according to the agreed-on frequency and format of communication. The plan should be updated and published on a regular basis.
====Example execution phase====
The implementation phase represents the work done to meet the requirements of the scope of work and fulfil the charter. During the implementation phase, the project team accomplished the work defined in the plan and made adjustments when the project factors changed. Equipment and materials were delivered to the work site, labour was hired and trained, a construction site was built, and all the construction activities, from the arrival of the first dozer to the installation of final production leans switch, were accomplished. <ref name="Example" />

=== Closure: Closing the project ===
The purpose of the Project Closure Phase is to formally close the project. During project closure, there are several key activities that need to be performed...
*Verify that the completion criteria are met
*Create a project closure report
*Collect and archive project artefacts
*Perform a project post-mortem
Many projects skip this phase. Once the Execution Phase is complete, they simply move on. It's unfortunate since they really don't know if the project objectives have been met, don't organize the project artefacts to be easily found for future project's reference, and don't identify the key issues and lessons learned by the project that can be applied to future projects.
Performing Project Closure will benefit both your company and your career. If you do this well, you will set yourself up to lead high-visibility, business-critical projects. So make sure your projects go through the full project management life cycle.
====Example closure phase====
The closeout phase included turning over the newly constructed plant to the operations team of the client. A punch list of a few remaining construction items was developed and those items completed. The office in Catamarca was closed, the office in Buenos Aries archived all the project documents, and the Chilean office was already working on the next project. The accounting books were reconciled and closed, final reports written and distributed, and the project manager started on a new project. <ref name="Example" />

== Applications ==

== Limitations ==
It is important to ensure the project life cycle used on your project is appropriate to the work being carried out and split into distinct and manageable phases.

==Annotated Bibliography==
*Project Management Institute (2013). '''A Guide to the Project Management Body of Knowledge (PMBOK® guide)''': This book explains in details the Life Cycle Model.
*Albert Lester (2007). '''“Project Management, Planning and Control”''' : This book explains differents methods and model of project management, planning and control.
*Adrienne Watt (2014). '''“Project Management”''': A large explanations of the Porject Management, and an explanation in details of The Project Life Cycle (Chapter 3)
==References ==
<references/>

Talk:Project Life Cycle in Industrial Engineering

2018-02-19T15:06:10Z

BaptisteH: /* Feedback 1 | Reviewer name: Ugur Eman */

==Abstract Feedback==
Text Clarity; Ok.

Language; Ok.

References; Ok.

In general the abstract is ok, but try avoid a too generic article, when developing the article don't forget to elaborate and describe the relevance for a Project Manager.

Try to find other relevant references and see if there are new approaches.

==Feedback 1 | Reviewer name: ''Ugur Erman''==
===Question 1 · TEXT===
'''Quality of the summary:'''

Does the summary make the key focus, insights and/or contribution of the article clear?

What would you suggest to improve?

===Answer 1===
''Answer here''

===Question 2 · TEXT===
'''Structure and logic of the article:'''

Is the argument clear?

Is there a logical flow to the article?

Does one part build upon the other?

Is the article consistent in its argument and free of contradictions?

What would you suggest to improve?

===Answer 2===
''Answer here''

===Question 3 · TEXT===
'''Grammar and style:'''

Is the writing free of grammatical and spelling errors?

Is the language precise without unnecessary fill words?

What would you suggest to improve?

===Answer 3===
''Answer here''

===Question 4 · TEXT===
'''Figures and tables:'''

Are figures and tables clear?

Do they summarize the key points of the article in a meaningful way?

What would you suggest to improve?

===Answer 4===
''Answer here''

===Question 5 · TEXT===
'''Interest and relevance:'''

Is the article of high practical and / or academic relevance?

Is it made clear in the article why / how it is relevant?

What would you suggest to improve?

===Answer 5===
''Answer here''

===Question 6 · TEXT===
'''Depth of treatment:'''

Is the article interesting for a practitioner or academic to read?

Does it make a significant contribution beyond a cursory web search?

What would you suggest to improve?

===Answer 6===
''Answer here''

===Question 7 · TEXT===
'''Annotated bibliography:'''

Does the article properly cite and acknowledge previous work?

Does it briefly summarize the key references at the end of the article?

Is it based on empirical data instead of opinion?

What would you suggest to improve?

===Answer 7===
''Answer here''

==Feedback 2 | Reviewer name: ''Seyed (Habib) Bahrami''==
===Question 1 · TEXT===
'''Quality of the summary:'''

Does the summary make the key focus, insights and/or contribution of the article clear?

What would you suggest to improve?

===Answer 1===
''Answer here''

===Question 2 · TEXT===
'''Structure and logic of the article:'''

Is the argument clear?

Is there a logical flow to the article?

Does one part build upon the other?

Is the article consistent in its argument and free of contradictions?

What would you suggest to improve?

===Answer 2===
''Answer here''

===Question 3 · TEXT===
'''Grammar and style:'''

Is the writing free of grammatical and spelling errors?

Is the language precise without unnecessary fill words?

What would you suggest to improve?

===Answer 3===
''Answer here''

===Question 4 · TEXT===
'''Figures and tables:'''

Are figures and tables clear?

Do they summarize the key points of the article in a meaningful way?

What would you suggest to improve?

===Answer 4===
''Answer here''

===Question 5 · TEXT===
'''Interest and relevance:'''

Is the article of high practical and / or academic relevance?

Is it made clear in the article why / how it is relevant?

What would you suggest to improve?

===Answer 5===
''Answer here''

===Question 6 · TEXT===
'''Depth of treatment:'''

Is the article interesting for a practitioner or academic to read?

Does it make a significant contribution beyond a cursory web search?

What would you suggest to improve?

===Answer 6===
''Answer here''

===Question 7 · TEXT===
'''Annotated bibliography:'''

Does the article properly cite and acknowledge previous work?

Does it briefly summarize the key references at the end of the article?

Is it based on empirical data instead of opinion?

What would you suggest to improve?

===Answer 7===
''Answer here''

Talk:Project Life Cycle in Industrial Engineering

2018-02-19T15:03:50Z

BaptisteH: /* Abstract Feedback */

==Abstract Feedback==
Text Clarity; Ok.

Language; Ok.

References; Ok.

In general the abstract is ok, but try avoid a too generic article, when developing the article don't forget to elaborate and describe the relevance for a Project Manager.

Try to find other relevant references and see if there are new approaches.

==Feedback 1 | Reviewer name: ''Ugur Eman''==
===Question 1 · TEXT===
'''Quality of the summary:'''

Does the summary make the key focus, insights and/or contribution of the article clear?

What would you suggest to improve?

===Answer 1===
''Answer here''

===Question 2 · TEXT===
'''Structure and logic of the article:'''

Is the argument clear?

Is there a logical flow to the article?

Does one part build upon the other?

Is the article consistent in its argument and free of contradictions?

What would you suggest to improve?

===Answer 2===
''Answer here''

===Question 3 · TEXT===
'''Grammar and style:'''

Is the writing free of grammatical and spelling errors?

Is the language precise without unnecessary fill words?

What would you suggest to improve?

===Answer 3===
''Answer here''

===Question 4 · TEXT===
'''Figures and tables:'''

Are figures and tables clear?

Do they summarize the key points of the article in a meaningful way?

What would you suggest to improve?

===Answer 4===
''Answer here''

===Question 5 · TEXT===
'''Interest and relevance:'''

Is the article of high practical and / or academic relevance?

Is it made clear in the article why / how it is relevant?

What would you suggest to improve?

===Answer 5===
''Answer here''

===Question 6 · TEXT===
'''Depth of treatment:'''

Is the article interesting for a practitioner or academic to read?

Does it make a significant contribution beyond a cursory web search?

What would you suggest to improve?

===Answer 6===
''Answer here''

===Question 7 · TEXT===
'''Annotated bibliography:'''

Does the article properly cite and acknowledge previous work?

Does it briefly summarize the key references at the end of the article?

Is it based on empirical data instead of opinion?

What would you suggest to improve?

===Answer 7===
''Answer here''

==Feedback 2 | Reviewer name: ''Seyed (Habib) Bahrami''==
===Question 1 · TEXT===
'''Quality of the summary:'''

Does the summary make the key focus, insights and/or contribution of the article clear?

What would you suggest to improve?

===Answer 1===
''Answer here''

===Question 2 · TEXT===
'''Structure and logic of the article:'''

Is the argument clear?

Is there a logical flow to the article?

Does one part build upon the other?

Is the article consistent in its argument and free of contradictions?

What would you suggest to improve?

===Answer 2===
''Answer here''

===Question 3 · TEXT===
'''Grammar and style:'''

Is the writing free of grammatical and spelling errors?

Is the language precise without unnecessary fill words?

What would you suggest to improve?

===Answer 3===
''Answer here''

===Question 4 · TEXT===
'''Figures and tables:'''

Are figures and tables clear?

Do they summarize the key points of the article in a meaningful way?

What would you suggest to improve?

===Answer 4===
''Answer here''

===Question 5 · TEXT===
'''Interest and relevance:'''

Is the article of high practical and / or academic relevance?

Is it made clear in the article why / how it is relevant?

What would you suggest to improve?

===Answer 5===
''Answer here''

===Question 6 · TEXT===
'''Depth of treatment:'''

Is the article interesting for a practitioner or academic to read?

Does it make a significant contribution beyond a cursory web search?

What would you suggest to improve?

===Answer 6===
''Answer here''

===Question 7 · TEXT===
'''Annotated bibliography:'''

Does the article properly cite and acknowledge previous work?

Does it briefly summarize the key references at the end of the article?

Is it based on empirical data instead of opinion?

What would you suggest to improve?

===Answer 7===
''Answer here''

Talk:Uniqueness of a project

2018-02-19T15:03:04Z

BaptisteH: /* Abstract Feedback */

Talk:Why, How, What (The Golden Circle Model)

2018-02-19T15:02:00Z

BaptisteH: /* Abstract Feedback */

Project Life Cycle in Industrial Engineering

2018-02-18T17:18:34Z

BaptisteH:

All projects can be mapped to a generic life cycle structure. A project life cycle is a sequence of steps through from the beginning to the end of the project, they are sequential and, generally in industrial engineering, there are 4 four main phases which are: Initiation, Planning, Execution and Closure. Phases can be broken down by intermediate milestones, specific results or deliverables. The project life cycle also allows for the gate procedure to be used, this is a tried and tested method for delivering projects on time, within budget and to the expected quality targets.
The life cycle provides the basic framework for managing the project, regardless of the specific work involved, it is independent from the product life cycle produced by or modified by the project.<ref>Project Management Institute. '''“A Guide to the Project Management Body of Knowledge (PMBOK® guide)” '''– ''Fifth Edition, 2013''. Page 38 to 46 </ref>

==Big idea==
Most of industrial projects follow a Life Cycle Model <ref>http://apppm.man.dtu.dk/index.php/Life_Cycle_Model December 2014 </ref> which have all the time the same structure, with 4 steps: Initiation, Planning, Execution and Closure. This structure is often used in industrial engineering, because there is a communication with upper management or other entities less familiar with the details of the projects. Taken together, these steps represent the road a project takes from the beginning to its end and are generally referred to as the project “Life Cycle”.
The interfaces of the phases form milestones for progress payments and reporting progress to top management, who can then make the decision to abort or provide further funding. Sometime, the production of a prototype begin before the end of the design, this is known as concurrent engineering and is often employed to reduce the overall project programme.
<ref>Albert Lester. '''“Project Management, Planning and Control”''' – Fifth Edition. Elsevier Ltd. 2007. Page 37 to 39</ref>
[[File:figure PMBOK.PNG|link=http://http://apppm.man.dtu.dk/images/8/88/Figure_1_Porject_Life_Cycle_in_Industrial_Engineering.png‎|500px|thumb|right|'''Table 1:''' Typical cost and staffing levels across a generic project life cycle structure]]

=== Initiation: Starting the project ===
This phase is where the project objectives are defined and the aspects of the project agreed. It is the phase where a problem is identified and potential solutions suggested. The scope of work is now defined in detail.
*One of first steps is the stakeholder analysis, understanding which people or organizations will be impacted by or can influence your project, and what is in scope of the project is critical for ensuring your project's success. The easiest way is to ask the project stakeholders to sign the WBS <ref>http://apppm.man.dtu.dk/index.php/Work_Breakdown_Structure_(WBS) September 2015 </ref> (or PBS). Being asked to sign their agreement against the scope will force a careful analysis of the requirement which can save a lot of time and cost later.
*During this phase it is important to talk with project members in order to give an opportunity to engage with anyone who knows the work better than they may do. This stage is also an opportunity to engage the wider project team in working together.
*Initiation time allows the project team to define the work in a logical way, without being distracted by the timeline which comes later in the planning stage. By ensuring each step of defining your project is done methodically, it will lead to a better result, and increase the chances of project success.
*Developing the responsibility assignment matrix <ref>http://apppm.man.dtu.dk/index.php/Responsibility_Assignment_Matrix_(RACI_Matrix) September 2015 </ref> (RAM) before the planning stage allows the project team to avoid the distraction of reality at too early a stage. It is too tempting to modify resource requirement because of assumptions about availability instead of simply and methodically agreeing who should have responsibility for what work. It is also important to keep the distinction between responsibility (at this stage) and resource allocation (who will do the work, agreed at the planning stage).
*There is often much confusion between programmes and projects. It should be clear at this stage, because there are 3 important parameters in project management: '''time''', '''cost''' and '''quality'''.
====Example initiation phase====
A U.S industrial company won a contract to design and set up the first copper mine production in northern Argentina. There was no existing infrastructure for either the mining industry projects in this part of South America. During the initiation phase of the project, the project manager focused on defining and finding a project leadership team with the knowledge, skills, and experience to manage a large complex project in a remote area of the globe. The project team set up three offices. One was in Chile, where large mining project infrastructure existed. The other two were in Argentina. One was in Buenos Aries to establish relationships and Argentinian expertise, and the second was in Catamarca—the largest town close to the mine site. With offices in place, the project start-up team began developing procedures for getting work done, acquiring the appropriate permits, and developing relationships with Chilean and Argentine partners. <ref name="Example">Adrienne Watt. '''“Project Management”'''. Creative Commons Attribution 3.0. 2014</ref>

=== Planning: Organizing and preparing ===
This phase is where the project is broken down into manageable areas of work, much details as possible, and planned in terms of time, cost and resources. This is a continuous process and will extend throughout the execution phase of the project.
The project manager coordinates the preparation of a project budget by providing cost estimates for the labour, equipment, and materials costs. The budget is used to monitor and control cost expenditures during project implementation.
* Despite the awareness that new projects are delivered on schedule people tend to plan optimistically. It is important to be critical when developing resource and duration estimates and to be realistic. For industrial project, it is better to over deliver than miss your project end date.
* In a large project it is common for specialist project planners to be used who may, or may not, understand technical detail. These arguments will continue but the solution is for project managers and the project team to “own” the plan rather than delegate the process. Every element of the schedule needs to be critically analysed, ensuring that those in the organisation with experience of similar projects or smaller work packages, develop a realistic plan.
*Today there is extensive desktop planning software available, like GanttProject, Microsoft Office Projects, OpenProj ... These have become essential to plan and manage the data of large and complex projects. However, these tools cannot think and they cannot apply experience. The temptation to let the software tools do the work is significant. However, project managers need to challenge the plan in all aspects – time, logic and resources.
* Every project has different emphasis on time, cost or quality. For a project manager or project team to critically analyse the plan they must understand the project drivers and ensure the plan is weighted accordingly. For example, if the timescale is the key priority then realistic time estimates are essential. If the budget is fixed then minimising cost, sometimes at the expense of schedule, is essential. It is common when project teams challenge these project drivers for them to be told that cost, time and quality are all essential. However, some elements are always more important than others. To apply the same emphasis to all three in an industrial project is to plan to fail. Uncertainty, risk and change is inevitable and the project manager has an ethical duty to understand the project drivers before committing to the project plan.
* It is not uncommon for a project manager to be given a delivery date, the budget and the quality perimeters before the project plan has been developed. This is applying reverse logic to the project plan and will set the project team up for failure. However, although sometimes reverse planning is inevitable, it is still the duty of the project manager to be honest with their organisation. This problem can be mitigated by publishing the risk management plan and be producing different planning scenarios for review.
* The level of detail that your project needs to be planned at will depend greatly on the size of the project, the amount of information that is available to the project and the amount of visibility and reporting that are required. In a large project it is important to provide a level of detail at which the project can be managed. Presenting the project sponsor or organisation with a complex plan involving many thousands of activities will remove clarity from the plan overall. We recommend a series of planning levels so managers at different levels can review information at the appropriate level of detail.
====Example planning phase====
During the planning phase, the project team developed an integrated project schedule that coordinated the activities of the design, procurement, and lean production teams. The project controls team also developed a detailed budget that enabled the project team to track project expenditures against the expected expenses. The project design team built on the conceptual design and developed detailed drawings for use by the procurement team. The procurement team used the drawings to begin ordering equipment and materials for the construction team; develop labour projections; refine the schedule; and set up the production site. Although planning is a never-ending process on a project, the planning phase focused on developing sufficient details to allow various parts of the project team to coordinate their work and allow the project management team to make priority decisions. <ref name="Example" />

=== Execution: Carrying out the work ===
During this phase the work is implemented, controlled and monitored.
The project plan is put into motion and the work of the project is performed. It is important to maintain control and communicate as needed during implementation. Progress is continuously monitored and appropriate adjustments are made. In any project, a project manager spends most of the time in this step. During project implementation, people are carrying out the tasks, and progress information is being reported through regular team meetings. The project manager uses this information to maintain control over the direction of the project by comparing the progress reports with the project plan to measure the performance of the project activities and take corrective action as needed. The first course of action should always be to bring the project back on course (i.e., to return it to the original plan). If that cannot happen, the team should record variations from the original plan and record and publish modifications to the plan. Throughout this step, project sponsors and other key stakeholders should be kept informed of the project’s status according to the agreed-on frequency and format of communication. The plan should be updated and published on a regular basis.
====Example execution phase====
The implementation phase represents the work done to meet the requirements of the scope of work and fulfil the charter. During the implementation phase, the project team accomplished the work defined in the plan and made adjustments when the project factors changed. Equipment and materials were delivered to the work site, labour was hired and trained, a construction site was built, and all the construction activities, from the arrival of the first dozer to the installation of final production leans switch, were accomplished. <ref name="Example" />

=== Closure: Closing the project ===
The purpose of the Project Closure Phase is to formally close the project. During project closure, there are several key activities that need to be performed...
*Verify that the completion criteria are met
*Create a project closure report
*Collect and archive project artefacts
*Perform a project post-mortem
Many projects skip this phase. Once the Execution Phase is complete, they simply move on. It's unfortunate since they really don't know if the project objectives have been met, don't organize the project artefacts to be easily found for future project's reference, and don't identify the key issues and lessons learned by the project that can be applied to future projects.
Performing Project Closure will benefit both your company and your career. If you do this well, you will set yourself up to lead high-visibility, business-critical projects. So make sure your projects go through the full project management life cycle.
====Example closure phase====
The closeout phase included turning over the newly constructed plant to the operations team of the client. A punch list of a few remaining construction items was developed and those items completed. The office in Catamarca was closed, the office in Buenos Aries archived all the project documents, and the Chilean office was already working on the next project. The accounting books were reconciled and closed, final reports written and distributed, and the project manager started on a new project. <ref name="Example" />

== Applications ==

== Limitations ==
It is important to ensure the project life cycle used on your project is appropriate to the work being carried out and split into distinct and manageable phases.

==Annotated Bibliography==
*Project Management Institute (2013). '''A Guide to the Project Management Body of Knowledge (PMBOK® guide)''': This book explains in details the Life Cycle Model.
*Albert Lester (2007). '''“Project Management, Planning and Control”''' : This book explains differents methods and model of project management, planning and control.
*Adrienne Watt (2014). '''“Project Management”''': A large explanations of the Porject Management, and an explanation in details of The Project Life Cycle (Chapter 3)
==References ==
<references/>

Project Life Cycle in Industrial Engineering

2018-02-18T17:09:44Z

BaptisteH:

All projects can be mapped to a generic life cycle structure. A project life cycle is a sequence of steps through from the beginning to the end of the project, they are sequential and, generally in industrial engineering, there are 4 four main phases which are: Initiation, Planning, Execution and Closure. Phases can be broken down by intermediate milestones, specific results or deliverables. The project life cycle also allows for the gate procedure to be used, this is a tried and tested method for delivering projects on time, within budget and to the expected quality targets.
The life cycle provides the basic framework for managing the project, regardless of the specific work involved, it is independent from the product life cycle produced by or modified by the project.<ref>Project Management Institute. '''“A Guide to the Project Management Body of Knowledge (PMBOK® guide)” '''– ''Fifth Edition, 2013''. Page 38 to 46 </ref>

==Big idea==
Most of industrial projects follow a Life Cycle Model <ref>http://apppm.man.dtu.dk/index.php/Life_Cycle_Model December 2014 </ref> which have all the time the same structure, with 4 steps: Initiation, Planning, Execution and Closure. This structure is often used in industrial engineering, because there is a communication with upper management or other entities less familiar with the details of the projects. Taken together, these steps represent the road a project takes from the beginning to its end and are generally referred to as the project “Life Cycle”.
The interfaces of the phases form milestones for progress payments and reporting progress to top management, who can then make the decision to abort or provide further funding. Sometime, the production of a prototype begin before the end of the design, this is known as concurrent engineering and is often employed to reduce the overall project programme.
<ref>Albert Lester. '''“Project Management, Planning and Control”''' – Fifth Edition. Elsevier Ltd. 2007. Page 37 to 39</ref>
[[File:figure PMBOK.PNG|link=http://http://apppm.man.dtu.dk/images/8/88/Figure_1_Porject_Life_Cycle_in_Industrial_Engineering.png‎|500px|thumb|right|'''Table 1:''' Typical cost and staffing levels across a generic project life cycle structure]]

=== Initiation: Starting the project ===
This phase is where the project objectives are defined and the aspects of the project agreed. It is the phase where a problem is identified and potential solutions suggested. The scope of work is now defined in detail.
*One of first steps is the stakeholder analysis, understanding which people or organizations will be impacted by or can influence your project, and what is in scope of the project is critical for ensuring your project's success. The easiest way is to ask the project stakeholders to sign the WBS <ref>http://apppm.man.dtu.dk/index.php/Work_Breakdown_Structure_(WBS) September 2015 </ref> (or PBS). Being asked to sign their agreement against the scope will force a careful analysis of the requirement which can save a lot of time and cost later.
*During this phase it is important to talk with project members in order to give an opportunity to engage with anyone who knows the work better than they may do. This stage is also an opportunity to engage the wider project team in working together.
*Initiation time allows the project team to define the work in a logical way, without being distracted by the timeline which comes later in the planning stage. By ensuring each step of defining your project is done methodically, it will lead to a better result, and increase the chances of project success.
*Developing the responsibility assignment matrix <ref>http://apppm.man.dtu.dk/index.php/Responsibility_Assignment_Matrix_(RACI_Matrix) September 2015 </ref> (RAM) before the planning stage allows the project team to avoid the distraction of reality at too early a stage. It is too tempting to modify resource requirement because of assumptions about availability instead of simply and methodically agreeing who should have responsibility for what work. It is also important to keep the distinction between responsibility (at this stage) and resource allocation (who will do the work, agreed at the planning stage).
*There is often much confusion between programmes and projects. It should be clear at this stage, because there are 3 important parameters in project management: '''time''', '''cost''' and '''quality'''.
====Example initiation phase====
A U.S industrial company won a contract to design and set up the first copper mine production in northern Argentina. There was no existing infrastructure for either the mining industry projects in this part of South America. During the initiation phase of the project, the project manager focused on defining and finding a project leadership team with the knowledge, skills, and experience to manage a large complex project in a remote area of the globe. The project team set up three offices. One was in Chile, where large mining project infrastructure existed. The other two were in Argentina. One was in Buenos Aries to establish relationships and Argentinian expertise, and the second was in Catamarca—the largest town close to the mine site. With offices in place, the project start-up team began developing procedures for getting work done, acquiring the appropriate permits, and developing relationships with Chilean and Argentine partners. <ref name="Example">Adrienne Watt. '''“Project Management”'''. Creative Commons Attribution 3.0. 2014</ref>

=== Planning: Organizing and preparing ===
This phase is where the project is broken down into manageable areas of work, much details as possible, and planned in terms of time, cost and resources. This is a continuous process and will extend throughout the execution phase of the project.
The project manager coordinates the preparation of a project budget by providing cost estimates for the labour, equipment, and materials costs. The budget is used to monitor and control cost expenditures during project implementation.
* Despite the awareness that new projects are delivered on schedule people tend to plan optimistically. It is important to be critical when developing resource and duration estimates and to be realistic. For industrial project, it is better to over deliver than miss your project end date.
* In a large project it is common for specialist project planners to be used who may, or may not, understand technical detail. These arguments will continue but the solution is for project managers and the project team to “own” the plan rather than delegate the process. Every element of the schedule needs to be critically analysed, ensuring that those in the organisation with experience of similar projects or smaller work packages, develop a realistic plan.
*Today there is extensive desktop planning software available, like GanttProject, Microsoft Office Projects, OpenProj ... These have become essential to plan and manage the data of large and complex projects. However, these tools cannot think and they cannot apply experience. The temptation to let the software tools do the work is significant. However, project managers need to challenge the plan in all aspects – time, logic and resources.
* Every project has different emphasis on time, cost or quality. For a project manager or project team to critically analyse the plan they must understand the project drivers and ensure the plan is weighted accordingly. For example, if the timescale is the key priority then realistic time estimates are essential. If the budget is fixed then minimising cost, sometimes at the expense of schedule, is essential. It is common when project teams challenge these project drivers for them to be told that cost, time and quality are all essential. However, some elements are always more important than others. To apply the same emphasis to all three in an industrial project is to plan to fail. Uncertainty, risk and change is inevitable and the project manager has an ethical duty to understand the project drivers before committing to the project plan.
* It is not uncommon for a project manager to be given a delivery date, the budget and the quality perimeters before the project plan has been developed. This is applying reverse logic to the project plan and will set the project team up for failure. However, although sometimes reverse planning is inevitable, it is still the duty of the project manager to be honest with their organisation. This problem can be mitigated by publishing the risk management plan and be producing different planning scenarios for review.
* The level of detail that your project needs to be planned at will depend greatly on the size of the project, the amount of information that is available to the project and the amount of visibility and reporting that are required. In a large project it is important to provide a level of detail at which the project can be managed. Presenting the project sponsor or organisation with a complex plan involving many thousands of activities will remove clarity from the plan overall. We recommend a series of planning levels so managers at different levels can review information at the appropriate level of detail.
====Example planning phase====
During the planning phase, the project team developed an integrated project schedule that coordinated the activities of the design, procurement, and lean production teams. The project controls team also developed a detailed budget that enabled the project team to track project expenditures against the expected expenses. The project design team built on the conceptual design and developed detailed drawings for use by the procurement team. The procurement team used the drawings to begin ordering equipment and materials for the construction team; develop labour projections; refine the schedule; and set up the production site. Although planning is a never-ending process on a project, the planning phase focused on developing sufficient details to allow various parts of the project team to coordinate their work and allow the project management team to make priority decisions. <ref name="Example" />

=== Execution: Carrying out the work ===
During this phase the work is implemented, controlled and monitored.
The project plan is put into motion and the work of the project is performed. It is important to maintain control and communicate as needed during implementation. Progress is continuously monitored and appropriate adjustments are made. In any project, a project manager spends most of the time in this step. During project implementation, people are carrying out the tasks, and progress information is being reported through regular team meetings. The project manager uses this information to maintain control over the direction of the project by comparing the progress reports with the project plan to measure the performance of the project activities and take corrective action as needed. The first course of action should always be to bring the project back on course (i.e., to return it to the original plan). If that cannot happen, the team should record variations from the original plan and record and publish modifications to the plan. Throughout this step, project sponsors and other key stakeholders should be kept informed of the project’s status according to the agreed-on frequency and format of communication. The plan should be updated and published on a regular basis.
====Example execution phase====
The implementation phase represents the work done to meet the requirements of the scope of work and fulfil the charter. During the implementation phase, the project team accomplished the work defined in the plan and made adjustments when the project factors changed. Equipment and materials were delivered to the work site, labour was hired and trained, a construction site was built, and all the construction activities, from the arrival of the first dozer to the installation of final production leans switch, were accomplished. <ref name="Example" />

=== Closure: Closing the project ===
The purpose of the Project Closure Phase is to formally close the project. During project closure, there are several key activities that need to be performed...
*Verify that the completion criteria are met
*Create a project closure report
*Collect and archive project artefacts
*Perform a project post-mortem
Many projects skip this phase. Once the Execution Phase is complete, they simply move on. It's unfortunate since they really don't know if the project objectives have been met, don't organize the project artefacts to be easily found for future project's reference, and don't identify the key issues and lessons learned by the project that can be applied to future projects.
Performing Project Closure will benefit both your company and your career. If you do this well, you will set yourself up to lead high-visibility, business-critical projects. So make sure your projects go through the full project management life cycle.
====Example closure phase====
The closeout phase included turning over the newly constructed plant to the operations team of the client. A punch list of a few remaining construction items was developed and those items completed. The office in Catamarca was closed, the office in Buenos Aries archived all the project documents, and the Chilean office was already working on the next project. The accounting books were reconciled and closed, final reports written and distributed, and the project manager started on a new project. <ref name="Example" />

== Applications ==

== Limitations ==
It is important to ensure the project life cycle used on your project is appropriate to the work being carried out and split into distinct and manageable phases.

==Annotated Bibliography==
*Project Management Institute (2013). '''A Guide to the Project Management Body of Knowledge (PMBOK® guide)''': This book explains in details the Life Cycle Model.
*Albert Lester (2007). '''“Project Management, Planning and Control”''' : This book explains differents methods and model of project management, planning and control.
==References ==
<references/>

File:Figure 1 Porject Life Cycle in Industrial Engineering.png

2018-02-18T13:23:15Z

BaptisteH: BaptisteH uploaded a new version of "File:Figure 1 Porject Life Cycle in Industrial Engineering.png"

Typical cost and staffing levels across a generic project life cycle structure

File:Figure 1 Porject Life Cycle in Industrial Engineering.png

2018-02-18T13:22:17Z

BaptisteH: Typical cost and staffing levels across a generic project life cycle structure

Typical cost and staffing levels across a generic project life cycle structure

Project Life Cycle in Industrial Engineering

2018-02-16T11:46:56Z

BaptisteH:

Project Life Cycle in Industrial Engineering

2018-02-12T19:12:17Z

BaptisteH:

Project Life Cycle in Industrial Engineering

2018-02-12T19:04:29Z

BaptisteH:

All projects can be mapped to a generic life cycle structure. A project life cycle is a sequence of steps through from the beginning to the end, they are sequential and, generally in industrial engineering, there are 4 four main phases which are: Initiation, Planning, Execution and Closure. The phases can be broken down by intermediate milestones, specific results or deliverables. The project life cycle also allows for the gate procedure to be used. This is a tried and tested method for delivering projects on time, within budget and to the expected quality targets.
The life cycle provides the basic framework for managing the project, regardless of the specific work involved, it is independent from the product life cycle produced by or modified by the project.<ref>Project Management Institute. '''“A Guide to the Project Management Body of Knowledge (PMBOK® guide)” '''– ''Fifth Edition, 2013''. Page 38 to 46 </ref>

==Big idea==
Most of industrial projects follow a Life Cycle Model <ref>http://apppm.man.dtu.dk/index.php/Life_Cycle_Model December 2014 </ref> which have all the time the same structure, with 4 steps: Initiation, Planning, Execution and Closure. This structure is often used in industrial engineering, because there is a communication with upper management or other entities less familiar with the details of the projects. Taken together, these steps represent the road a project takes from the beginning to its end and are generally referred to as the project “Life Cycle”.
The interfaces of the phases form milestones for progress payments and reporting progress to top management, who can then make the decision to abort or provide further funding. Sometime, the production of a prototype begin before the ends of the design, this is known as concurrent engineering and is often employed to reduce the overall project programme.
<ref>Albert Lester. '''“Project Management, Planning and Control”''' – Fifth Edition. Elsevier Ltd. 2007. Page 37 to 39</ref>

=== Initiation: Starting the project ===
This phase is where the project objectives are defined and the aspects of the project agreed. It is the phase where a problem is identified and potential solutions suggested. The scope of work is now defined in detail.
====Example initiation phasee====

=== Planning: Organizing and preparing ===
This phase is where the project is broken down into manageable areas of work and planned in terms of time, cost and resources. This is a continuous process and will extend throughout the execution phase of the project.
====Example planning phase====

=== Execution: Carrying out the work ===
During this phase the work is implemented, controlled and monitored.
====Example execution phase====

=== Closure: Closing the project ===
The purpose of the Project Closure Phase is to formally close the project.
During Project Closure, there are several key activities that need to be performed...
*Verify that the completion criteria are met
*Create a project closure report
*Collect and archive project artifacts
*Perform a project postmortem
====Example closure phase====

== Applications ==

== Limitations ==
It is important to ensure the project life cycle used on your project is appropriate to the work being carried out and split into distinct and manageable phases.

==Annotated Bibliography==
Project Management Institute (2013). '''A Guide to the Project Management Body of Knowledge (PMBOK® guide)''': This book explains in details the Life Cycle Model.
Albert Lester (2007). '''“Project Management, Planning and Control”''' : This book explains differents methods and model of project management, planning and control.
==References ==
<references/>

Project Life Cycle in Industrial Engineering

2018-02-12T17:58:04Z

BaptisteH:

All projects can be mapped to a generic life cycle structure. A project life cycle is a sequence of steps through from the beginning to the end, they are sequential and, generally in industrial engineering, there are 4 four main phases which are: Initiation, Planning, Execution and Closure. The phases can be broken down by intermediate milestones, specific results or deliverables. The project life cycle also allows for the gate procedure to be used. This is a tried and tested method for delivering projects on time, within budget and to the expected quality targets.
The life cycle provides the basic framework for managing the project, regardless of the specific work involved, it is independent from the product life cycle produced by or modified by the project.<ref>Project Management Institute. '''“A Guide to the Project Management Body of Knowledge (PMBOK® guide)” '''– ''Fifth Edition, 2013''. Page 38 to 46 </ref>

==Big idea==
This structure of life cycle <ref>http://apppm.man.dtu.dk/index.php/Life_Cycle_Model December 2014 </ref> is often used in industrial engineering, because there is a communication with upper management or other entities less familiar with the details of the projects.

=== Initiation: Starting the project ===
This phase is where the project objectives are defined and the aspects of the project agreed. It is the phase where a problem is identified and potential solutions suggested. The scope of work is now defined in detail.
====Example initiation phasee====

=== Planning: Organizing and preparing ===
This phase is where the project is broken down into manageable areas of work and planned in terms of time, cost and resources. This is a continuous process and will extend throughout the execution phase of the project.
====Example planning phase====

=== Execution: Carrying out the work ===
During this phase the work is implemented, controlled and monitored.
====Example execution phase====

=== Closure: Closing the project ===
The purpose of the Project Closure Phase is to formally close the project.
During Project Closure, there are several key activities that need to be performed...
*Verify that the completion criteria are met
*Create a project closure report
*Collect and archive project artifacts
*Perform a project postmortem
====Example closure phase====

== Applications ==

== Limitations ==
It is important to ensure the project life cycle used on your project is appropriate to the work being carried out and split into distinct and manageable phases.

==Annotated Bibliography==
Project Management Institute (2013). '''A Guide to the Project Management Body of Knowledge (PMBOK® guide)''': This book explain in details the Life Cycle Model.

==References ==
<references/>

Project Life Cycle in Industrial Engineering

2018-02-12T17:13:32Z

BaptisteH:

All projects can be mapped to a generic life cycle structure. A project life cycle is a sequence of steps through from the beginning to the end, they are sequential and, generally in industrial engineering, there are 4 four main phases which are: Initiation, Planning, Execution and Closure. The phases can be broken down by intermediate milestones, specific results or deliverables. The project life cycle also allows for the gate procedure to be used. This is a tried and tested method for delivering projects on time, within budget and to the expected quality targets.
The life cycle provides the basic framework for managing the project, regardless of the specific work involved, it is independent from the product life cycle produced by or modified by the project.<ref>Project Management Institute. '''“A Guide to the Project Management Body of Knowledge (PMBOK® guide)” '''– ''Fifth Edition, 2013''. Page 38 to 46 </ref>

==Big idea==
This structure of life cycle <ref>http://apppm.man.dtu.dk/index.php/Life_Cycle_Model December 2014 </ref> is often used in industrial engineering, because there is a communication with upper management or other entities less familiar with the details of the projects.

=== Initiation: Starting the project ===
This phase is where the project objectives are defined and the aspects of the project agreed. It is the phase where a problem is identified and potential solutions suggested. The scope of work is now defined in detail.
====Example initiation pahse====

=== Planning: Organizing and preparing ===
This phase is where the project is broken down into manageable areas of work and planned in terms of time, cost and resources. This is a continuous process and will extend throughout the execution phase of the project.
====Example planning pahse====

=== Execution: Carrying out the work ===
During this phase the work is implemented, controlled and monitored.
====Example execution phase====

=== Closure: Closing the project ===
The purpose of the Project Closure Phase is to formally close the project.
During Project Closure, there are several key activities that need to be performed...
*Verify that the completion criteria are met
*Create a project closure report
*Collect and archive project artifacts
*Perform a project postmortem
====Example closure phase====

== Applications ==

== Limitations ==
It is important to ensure the project life cycle used on your project is appropriate to the work being carried out and split into distinct and manageable phases.

==Annotated Bibliography==
Project Management Institute (2013). '''A Guide to the Project Management Body of Knowledge (PMBOK® guide)''': This book explain in details the Life Cycle Model.

==References ==
<references/>

Project Life Cycle in Industrial Engineering

2018-02-12T17:04:18Z

BaptisteH:

All projects can be mapped to a generic life cycle structure. A project life cycle is a sequence of steps through from the beginning to the end, they are sequential and, generally in industrial engineering, there are 4 four main phases which are: Initiation, Planning, Execution and Closure. The phases can be broken down by intermediate milestones, specific results or deliverables. The project life cycle also allows for the gate procedure to be used. This is a tried and tested method for delivering projects on time, within budget and to the expected quality targets.
The life cycle provides the basic framework for managing the project, regardless of the specific work involved, it is independent from the product life cycle produced by or modified by the project.<ref>Project Management Institute. '''“A Guide to the Project Management Body of Knowledge (PMBOK® guide)” '''– ''Fifth Edition, 2013''. Page 38 to 46 </ref>

==Big idea==
This structure of life cycle <ref>http://apppm.man.dtu.dk/index.php/Life_Cycle_Model December 2014 </ref> is often used in industrial engineering, because there is a communication with upper management or other entities less familiar with the details of the projects.

=== Initiation: Starting the project ===
This phase is where the project objectives are defined and the aspects of the project agreed. It is the phase where a problem is identified and potential solutions suggested. The scope of work is now defined in detail.

=== Planning: Organizing and preparing ===
This phase is where the project is broken down into manageable areas of work and planned in terms of time, cost and resources. This is a continuous process and will extend throughout the execution phase of the project.

=== Execution: Carrying out the work ===
During this phase the work is implemented, controlled and monitored.

=== Closure: Closing the project ===
The purpose of the Project Closure Phase is to formally close the project.
During Project Closure, there are several key activities that need to be performed...
*Verify that the completion criteria are met
*Create a project closure report
*Collect and archive project artifacts
*Perform a project postmortem

== Applications ==

== Limitations ==
It is important to ensure the project life cycle used on your project is appropriate to the work being carried out and split into distinct and manageable phases.

==Annotated Bibliography==
Project Management Institute (2013). '''A Guide to the Project Management Body of Knowledge (PMBOK® guide)''': This book explain in details the Life Cycle Model.

==References ==
<references/>

Project Life Cycle in Industrial Engineering

2018-02-11T18:14:38Z

BaptisteH:

Project Life Cycle in Industrial Engineering

2018-02-11T17:55:08Z

BaptisteH:

Project Life Cycle in Industrial Engineering

2018-02-11T17:51:15Z

BaptisteH:

Project Life Cycle in Industrial Engineering

2018-02-11T17:22:46Z

BaptisteH:

Project Life Cycle in Industrial Engineering

2018-02-11T17:00:03Z

BaptisteH:

Project Life Cycle in Industrial Engineering

2018-02-11T16:33:29Z

BaptisteH: /* Abstract */

All projects can be mapped to a generic life cycle structure. A project life cycle is a sequence of steps through from the beginning to the end. The phase are sequential and, generally in industrial engineering, there are 4 four main phases which are: Initiation, Planning, Execution and Closure. The phases can be broken down by intermediate milestones, specific results or deliverables. The life cycle provides the basic framework for managing the project, regardless of the specific work involved.

==Big idea==

=== Initiation: Starting the project ===

=== Planning: Organizing and preparing ===

=== Execution: Carrying out the work ===

=== Closure: Closing the project ===

== Applications ==

== Limitations ==

==References ==
1. Project Management Institute. “Project Management Body of Knowledge (PMBOK Guide)” – Fifth Edition. Book. 2013. Page 38 to 46

Articles Spring Term 2018

2018-02-08T10:15:26Z

BaptisteH: /* Overview of 2018 Wiki articles */

{| class="wikitable"
|+ '''Disclaimer!
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|}

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To create more lines in the table click '''Edit''' and use the following code to create more lines in the table and replace the example text with your own information:

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=Overview of 2018 Wiki articles=

{| class="wikitable sortable"
|+June 2017 Wiki Articles
|-
!Group number
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|GN
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|hoda.vn
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|11
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|2
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|BaptisteH
|[[Project Life Cycle in Industrial Engineering]]
|-
|8
|Mint
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|s133819
|[[Risk Management in Construction Projects]]
|-
|11
|Vincent
|Oriot
|s172793
|[[Project sponsor]]
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|11
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|[[Virtual Team Management]]
|-
|9
|Ragnhildur
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|Ragnhildur
|[[Brainstorming technique]]
|-
|10
|Anne
|Dittmann
|Anne
|[[Scheduling: Critical path, PERT, Gantt]]
|-
|1
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|Apli
|s172414
|[[Ideation tools]]
|-
|9
|Hildur
|Gudmundsdottir
|S172763
|[[Contracting and procurement]]
|-
|1
|Christopher
|Søndergaard
|s140234
|[[;-)]]
|-
|8
|Casper Geertz
|Christensen
|S136445
|[[SWOT]]
|-
|13
|Demir
|Durovic
|DemirDurovic
|[[Multicultural teams: opportunities and challenges]]
|-
|7
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|Sieferle
|s172691
|[[Agile Project Management with SCRUM]]
|-
|12
|Jonas Greaker
|Sjøen
|s173562
|[[Integrated Design Process (IDP)]]
|-
|-
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|Bahrami
|Habib
|[[Uniqueness of a project]]
|-
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|[[Risk Register Analysis]]
|-
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|Johannes
|Eckert
|Johannes
|[[Waterfall vs. Lean Project Management]]
|-
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|Tobias
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|-
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|Oliver Adam Mølskov
|Bech
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|Developing KPI's
|-
|2
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|Erman
|Ugur
|[[Why, How, What (The Golden Circle Model)]]
|-
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|Nina
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|-
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|Julie
|[[Meeting strategies]]
|-
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|Ole
|Schwiethal
|s172276
|[[Project governance framework]]
|-

|-
|12
|Marianne
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|[[Choosing by Advantages (CBA)]]
|-

|-
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|S093223
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|-

|-
|12
|Lukasz
|Marczuk
|s172569
|[[Cash flow & payment milestones ]]
|-

Project Life Cycle in Industrial Engineering

2018-02-08T10:14:37Z

BaptisteH: Created page with "==Abstract== Here you will write your draft for your wiki article, include at least 1 reference. After add your abstract down in this page there is three buttons: Save page..."

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Articles Spring Term 2018

2018-02-06T12:06:30Z

BaptisteH: /* Overview of 2018 Wiki articles */

{| class="wikitable"
|+ '''Disclaimer!
|-
|''The requirements for the articles written in previous Terms (2014, 2015, 2016, Jun 2017, 2017) were not the same as for Spring Term 2018. Please make sure you read the requirements for your own fall term carefully before starting your wiki article.''
|}

Please complete this table with your group number, full name, username and the title of your article.

To create more lines in the table click '''Edit''' and use the following code to create more lines in the table and replace the example text with your own information:

<pre style="white-space: pre-wrap;
white-space: -moz-pre-wrap;
white-space: -pre-wrap;
white-space: -o-pre-wrap;
word-wrap: break-word;">
|-
|Group Number
|First Name
|Last Name
|Username
|Link to Article
|-
</pre>
Create a direct link by making square brackets ([[ ]]) around the title such as [[Title]]

The straight lines ( | ) create columns and the straight line with a dash ( |- ) creates a new row in the table.

( |} ) is only used at the very end to finish the coding for the table.

=Overview of 2018 Wiki articles=

{| class="wikitable sortable"
|+June 2017 Wiki Articles
|-
!Group number
!First name
!Second name
!User name
!Link to article
|-
|GN
|FN
|SN
|UN
|[[Name of your Wiki Article]]
|-
|GN
|Hoda
|Vazirinasab
|hoda.vn
|[[Agile project management]]
|-
|-
|3
|David
|Moya Perrino
|David Moya Perrino
|[[Risk Management in Renewable Energy Projects]]
|-
|3
|Sofie
|Melchior Karlson
|s133606
|[[Belbin's team roles]]
|-
|GN
|Sebastian
|Graff Daugaard
|Daugaard
|[[Dealing with conflict in project management]]
|-
|2
|Mehdi
|Abounnasr
|s176504
|[[Project monitoring methods]]
|-
|GN
|Briet
|Hjaltalin
|Briet
|[[Project governance]]
|-
|GN
|Jonas
|Heiberg Larsen
|JonasHL
|[[Risk Management Overview]]
|-
|GN
|Kornpong
|Mahitthiburin
|Akorno
|[[Financial appraisal of project proposals]]
|-
|GN
|Gudmundur
|Hermannsson
|gudmundur
|[[Project Scope Management]]
|-
|GN
|Ína Salome
|Sturludóttir
|Ina
|[[Project scope statement]]
|-
|GN
|Kevinth
|Balasubramaniam
|Kxviinth
|[[Future Workshop]]
|-
|GN
|Davide
|Sartori
|DSartori
|[[Process Mapping]]
|-
|GN
|Julia
|Hoesel
|s172365
|[[Design Thinking]]
|-
|2
|Baptiste
|Hubert
|BaptisteH
|[[Project Management: Life Cycle in Industrial Engineering]]
|-
|GN
|Mint
|Rasmussen
|s133819
|[[Risk Management in Construction Projects]]
|-
|GN
|Vincent
|Oriot
|s172793
|[[Project sponsor]]
|-
|GN
|Torbjørn
|Aleksandersen
|Taleksandersen
|[[Virtual Team Management]]
|-
|GN
|Ragnhildur
|Ragnarsdottir
|Ragnhildur
|[[Brainstorming technique]]
|-
|GN
|Anne
|Dittmann
|Anne
|[[Scheduling: Critical path, PERT, Gantt]]
|-
|1
|Julianna
|Apli
|s172414
|[[Ideation tools]]
|-
|GN
|Hildur
|Gudmundsdottir
|S172763
|[[Contracting and procurement]]
|-
|1
|Christopher
|Søndergaard
|s140234
|[[;-)]]
|-
|GN
|Casper Geertz
|Christensen
|S136445
|[[SWOT]]
|-
|GN
|Demir
|Durovic
|DemirDurovic
|[[Multicultural teams: opportunities and challenges]]
|-
|GN
|Lorenz
|Sieferle
|s172691
|[[Agile Project Management with SCRUM]]

Project Management: Life Cycle in Industrial Engineering

2018-02-06T12:05:50Z

==Abstract==

Here you will write your draft for your wiki article, include at least 1 reference.

After add your abstract down in this page there is three buttons:

Save page
Show preview
Show changes

This buttons are self explanatory, but I recommend to in this first time to press the "show preview" button so you will see the initial changes in your wiki page.
For more information, go to the "help" button on the left column of the page

Articles Spring Term 2018

2018-02-04T16:59:55Z

BaptisteH: /* Overview of 2018 Wiki articles */

Life Cycle 2018

2018-02-04T16:55:48Z

==Abstract==

Here you will write your draft for your wiki article, include at least 1 reference.

After add your abstract down in this page there is three buttons:

Save page
Show preview
Show changes

This buttons are self explanatory, but I recommend to in this first time to press the"show preview" button so you will see the initial changes in your wiki page.
For more information, go to the "help" button on the left column of the page