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Licensed To: Jorge Diego Fuentes Sanchez PMI MemberID: 2399412 This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
2 ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
Project team composition may also vary based on the geographic location of its members. An example of this is virtual project teams. Communication technologies allow team members in
different locations or countries to work as virtual teams. Virtual teams rely on collaborative tools, such as shared online workspaces and video conferences, to coordinate their activities and
exchange information about the project. A virtual team can exist with any type of organizational structure and team composition. Virtual teams are often necessary for projects where
resources are located onsite or offsite or both, depending on the project activities. A project manager who is leading a virtual team needs to accommodate differences in the culture, working
hours, time zones, local conditions, and languages.
2.4 Project Life Cycle
A project life cycle is the series of phases that a project passes through from its initiation to its closure. The phases are generally sequential, and their names and numbers are determined by the
management and control needs of the organization or organizations involved in the project, the nature of the project itself, and its area of application. The phases can be broken down by
functional or partial objectives, intermediate results or deliverables, specific milestones within the overall scope of work, or financial availability. Phases are generally time bounded, with a start
and ending or control point. A life cycle can be documented within a methodology. The project life cycle can be determined or shaped by the unique aspects of the organization, industry, or
technology employed. While every project has a definite start and a definite end, the specific deliverables and activities that take place in between will vary widely with the project. The life
cycle provides the basic framework for managing the project, regardless of the specific work involved. Project life cycles can range along a continuum from predictive or plan-driven approaches
at one end to adaptive or change-driven approaches at the other. In a predictive life cycle (Section 2.4.2.2), the product and deliverables are defined at the beginning of the project and any
changes to scope are carefully managed. In an adaptive life cycle (Section 2.4.2.4), the product is developed over multiple iterations and detailed scope is defined for each iteration only as the
iteration begins.
2.4.1 Characteristics of the Project Life Cycle
Projects vary in size and complexity. All projects can be mapped to the following generic life cycle structure (see Figure 2-8):
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