The six phases of project management

This chapter provides a sketch of the traditional method of project management. The model that is discussed here forms the basis for all methods of project management. Later chapters go into more depth regarding a model that is particularly appropriate for IT-related projects. Dividing a project into phases makes it possible to lead it in the best possible direction. Through this organisation into phases, the total work load of a project is divided into smaller components, thus making it easier to monitor. The following paragraphs describe a phasing model that has been useful in practice. It includes six phases:

·         Initiation phase

·         Definition phase

·         Design phase

·         Development phase

·         Implementation phase

·         Follow-up phase

Image taken from AIMS project management academy from the course of project management degree

Initiation phase

The initiation phase is the beginning of the project. In this phase, the idea for the project is explored and elaborated. The goal of this phase is to examine the feasibility of the project. In addition, decisions are made concerning who is to carry out the project, which party (or parties) will be involved and whether the project has an adequate base of support among those who are involved. In this phase, the current or prospective project leader writes a proposal, which contains a description of the above-mentioned matters. Examples of this type of project proposal include business plans and grant applications. The prospective sponsors of the project evaluate the proposal and, upon approval, provide the necessary financing. The project officially begins at the time of approval. Questions to be answered in the initiation phase include the following:

•        Why this project?

•        Is it feasible?

•        Who are possible partners in this project?

•        What should the results be?

•        What are the boundaries of this project (what is outside the scope of the project)?

The ability to say ‘no’ is an important quality in a project leader. Projects tend to expand once people have become excited about them. The underlying thought is, ’While we’re at it, we might as well …’ Projects to which people keep adding objectives and projects that keep expanding are nearly certain to go off schedule, and they are unlikely to achieve their original goals.

I wrote this article in my early stages of project management certification and found it useful for my several students so now iam posting it online for all students of project management in world.
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