PMBOK® GUIDE SIXTH EDITION Characteristics of the project Life Cycle

PMBOK® GUIDE SIXTH EDITION

Characteristics of the project Life Cycle

Project life cycles can be predictive or adaptive within a project life cycle, there are generally one or more pin phases that are associated with the development of the product service, or result. These are called a development life cycle. Development life cycles can be predictive, iterative, incremental, adaptive, or a hybrid model .

In a predictive life cycle, the project scope, time, and cost are determined in the early phases of the life cycle.

Any changes to the scope are carefully managed Predictive life cycles may also be referred to as waleil.tll life cycles. In an iterative life cycle, the project scope is generally determined early in the project life cycle, but time and cost estimates are routinely modified as the project team’s understanding of the product increases Iterations develop the product through a series of repeated cycles, while increments successively add to the functionality of the product.

While project cost and staffing levels can be steady, for larger and complex projects, costs and staffing levels an subject to change and therefore not likely to be steady throughout the project life cycle.

PMBOK® GUIDE SIXTH EDITION Predictive life cycles, Iterative and Incremental life cycles

PMBOK® GUIDE SIXTH EDITION
Predictive life cycles, Iterative and Incremental life cycles

Predictive Life Cycles

Predictive life cycles (also known as fully plan-driven) are ones in which the project scope, and the time and cost required to deliver that scope, are determined as early in the project life cycle as practically possible. These projects proceed through a series of sequential or overlapping phases,with each phase generally focusing on a subset of project activities and project management processes.

The work performed in each phase is usually different in nature from that in the preceding and subsequent phases; therefore, the makeup and skills required of the project team may vary from phase to phase.

Iterative and Incremental Life Cycles

Iterative and incremental life cycles are ones in which project phases (also called iterations) intentionally repeat one or more project activities as the project team’s understanding of the product increases.

Iterations develop the product through a series of repeated cycles, while increments successively add to the functionality of the product. These life cycles develop the product both iteratively and incrementally.

Product life cycle.The series of phases that represent the evolution of a product, from concept through delivery, growth, maturity, and to retirement.

Project life cycle.The series of phases that a project passes through from its initiation to its closure.

PMBOK® GUIDE SIXTH EDITION What a project should achieve to be successful

PMBOK® GUIDE SIXTH EDITION
What a project should achieve to be successful

One of the most common challenges in project management is determining whether or not a project is successful. Traditionally, the project management metrics of time, cost, scope, and quality have been the most important factors in defining the success of a project. More recently, practitioners and scholars have determined that project success should also be measured with consideration toward achievement of the project objectives.

Project stakeholders may have different ideas as to what the successful completion of a project will look like and which factors are the most important. It is critical to clearly document the project objectives and to select objectives that are measurable. Project success may include additional criteria linked to the organizational strategy and to the delivery of business results.

PMBOK® GUIDE SIXTH EDITION A project Business case Definition

PMBOK® GUIDE SIXTH EDITION

A project Business case Definition

A project business case is an important document that highlights the business rationality for the project, including the objectives and the reason for the project, and helps define success at the project closure.

The project business case can be used throughout the project life cycle, especially when there are situations that require a review and understanding of the business reasons for the project.

PMBOK® GUIDE SIXTH EDITION The key elements of the benefits management plan

PMBOK® GUIDE SIXTH EDITION

The key elements of the benefits management plan

The benefits management plan describes key elements of the benefits and may include, but is not
limited to, documenting:

Target benefits (e.g., the expected tangible and intangible value to be gained by the
implementation of the project; financial value is expressed as net present value).
Strategic alignment (e.g., how well the project benefits align to the business strategies of the
organization).
Time frame for realizing benefits (e.g., benefits by phase, short-term, long-term, and ongoing.
Benefits owner (e.g., the accountable person to monitor, record, and report realized benefits
throughout the time frame established in the plan).
Metrics (e.g., the measures to be used to show benefits realized, direct measures, and
indirect measures.)
Assumptions (e.g., factors expected to be in place or to be in evidence); and
Risks (e.g., risks for realization of benefits).

PMBOK® GUIDE SIXTH EDITION What is project data and information?

Throughout the life cycle of a project, a significant amount of data is collected, analyzed, and transformed Project data are collected as a result of various processes and are shared within the project team.

The collected data are analyzed in context, aggregated, and transformed to become project information during various processes. Information is communicated verbally or stored and distributed in various formats as reports.

Project data are regularly collected and analyzed throughout the project life cycle. The following
definitions identify key terminology regarding project data and information:

Work performance data. The raw observations and measurements identified during activities performed to carry out the project work. Examples include reported percent of work physically completed, quality and technical performance measures, start and finish dates of schedule activities, number of change requests, number of defects, actual costs, actual durations, etc.Project data are usually recorded in a Project Management Information System (PMIS) and in project documents.

Work performance information. The performance data collected from various controlling processes, analyzed in context, and integrated based on relationships across areas. Examples of performance information are status of deliverables, implementation status for change requests, and forecast estimates to complete.

Work performance reports. The physical or electronic representation of work performance information compiled in project documents, which is intended to generate decisions or raise issues, actions, or awareness. Examples include status reports, memos, justifications, information notes, electronic dashboards, recommendations, and updates.

Work performance analysis is a required activity, but not a source of project data.

PMBOK® GUIDE SIXTH EDITION Why Project Tailoring is important?

Tailoring is necessary because each project is unique; not every process, tool, technique, input, or output Identified in the PMBOK® Guide is required on every project. Tailoring should address the competing constraints of scope, schedule, cost, resources, quality, and risk.

The importance of each constraint is different for each project, and the project manager tailors the approach for managing these constraints based on the project environment, organizational culture, stakeholder needs, and
other variables.

In tailoring project management, the project manager should also consider the varying levels of governance that may be required and within which the project will operate, as well as considering the culture of the organization. In addition, consideration of whether the customer of the project is internal or external to the organization may affect project management tailoring decisions.

But since tailoring requires significant project management experience and knowledge, tailoring the
project to suit a project manager’s skill set is likely to be uncommon .

Soil Nail – Helping Combat Climate Change with Extraordinary Geotechnical Techniques

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Soil Nail – Helping Combat Climate Change with Extraordinary Geotechnical Techniques

Pollution caused global warming which threatens our climate, our Earth. There have been significant changes in the behavior of Earth’s top layer and climate.

The risks of climate change require swift and deep reductions in emissions of heat-trapping gases and investments to prepare for now unavoidable impacts. Geo engineering is just one measure to combat the daunting challenge of keeping the rise in global temperatures in check.

Geo engineering or Climate engineering is the intentional large-scale intervention in the Earth’s climate system to counter climate change. It includes techniques like removing CO2 from the atmosphere, and steps to rapidly cool the Earth by reflecting solar energy back to space.

Geotechnical Engineering is a part of geoengineering that involves the application of soil and rock mechanics as well as engineering geology to solve engineering problems. These are design of foundations, slopes, excavations, dams, tunnels and other Civil, Mining and Environmental engineering projects relating to the mechanical response of the ground, and the water within it. It deals with many types of infrastructure – tunnels, bridges, dams, buildings, roads, railways, ports and landfills – that are built on the ground.

Soil nailing and its advantages

Soil nailing implies using grouted, tension-resisting steel elements (nails) to reinforce in situ soils and creating a gravity retaining wall for permanent or temporary excavation support.

Common uses

Stabilize slopes and landslides
Support excavations
Repair existing retaining walls

Advantages

Equipment is small enough to use in areas with restricted access
Often a more cost effective and faster solution for excavation support
Can be installed from crane-suspended working platforms for existing steep slopes, such as bluffs or existing retaining walls
Allows excavation to start at the same time as the shoring system is being installed

Wind Analysis For Low-rise Building Spreadsheet

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Dynamic Behavior Of Concrete And Seismic Engineering Free PDF

The static and quasi-static behaviors of concrete have been the subject of so many works that we often consider that they are quite well known and mastered as far as modeling with a view to structure calculations is concerned. However, the same is not true of concrete’s dynamic behavior, because of the complexity of the tests needed to reach pertinent loading rates.

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