Relevant bibliographies by topics / Project management life cycle

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Project management life cycle'

Author: Grafiati
Published: 4 June 2021
Last updated: 4 February 2022

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Journal articles on the topic "Project management life cycle"

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Altunel, Haluk. "Agile Project Management in Product Life Cycle." International Journal of Information Technology Project Management 8, no. 2 (2017): 50–63. http://dx.doi.org/10.4018/ijitpm.2017040104.

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Agile project management methodologies are becoming more popular day by day. They provide flexibility and adaptability to customers and project teams in terms of planning and competition. Due to these benefits, the share of the agile managed projects has been increasing. Most of the agile projects are executed on products. On the other hand, every product has a life cycle. Just as living beings, it is born, it grows/changes, matures, loses ground and completes its life and dies. The stages that define the product life in this way were put forth in The Product Life Cycle Theory. One or generally more projects and various operational works accompany the product throughout the product life. In this study, the effects of applying agile project management principles on product's life cycle are analyzed. In order to receive effective results from the agile project that accompany the product, project is suggested to be divided into phases and these phases are proposed to be differentiated according to the stage of the product. Furthermore, Product Life-time Project concept is introduced with agile methodologies. It reserves a project and its team to a specific product during its whole life. Product Life-time Project is applied to software development and automotive industries and the results are presented and compared with the traditional approach.
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Luo, Fu Zhou, and Yan Hu Han. "Integrated Risk Management Based on Life Cycle of Engineering Project." Applied Mechanics and Materials 357-360 (August 2013): 2680–83. http://dx.doi.org/10.4028/www.scientific.net/amm.357-360.2680.

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Risk management is the key factor to projects success, while the integrated risk management based on the life cycle of engineering project is an inevitable trend. With project lifecycle management and integrated thought as theoretical basis, this paper has introduced some related concepts about the integrated risk management based on the life cycle of engineering project, constructed the risk management model based on the PRAM (project risk analysis and management) method, and has discussed integrated management of project risk, combined with the characteristics of modern engineering projects.
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Burmistrov, Andrey, Maria Siniavina, and Oksana Iliashenko. "Project Management Life Cycle Models to Improve Management in High-rise Construction." E3S Web of Conferences 33 (2018): 03005. http://dx.doi.org/10.1051/e3sconf/20183303005.

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The paper describes a possibility to improve project management in high-rise buildings construction through the use of various Project Management Life Cycle Models (PMLC models) based on traditional and agile project management approaches. Moreover, the paper describes, how the split the whole large-scale project to the "project chain" will create the factor for better manageability of the large-scale buildings project and increase the efficiency of the activities of all participants in such projects.
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Jaafari, A. "Concurrent Construction and Life Cycle Project Management." Journal of Construction Engineering and Management 123, no. 4 (1997): 427–36. http://dx.doi.org/10.1061/(asce)0733-9364(1997)123:4(427).

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G. B, Abhinand, Abhinav Agrawal, and Dr Prashant S H. "A Review of Project Life Cycle Management." IARJSET 8, no. 6 (2021): 546–50. http://dx.doi.org/10.17148/iarjset.2021.8695.

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Gachie, Wanjiru. "Project risk management: A review of an institutional project life cycle." Risk Governance and Control: Financial Markets and Institutions 7, no. 4-1 (2017): 163–73. http://dx.doi.org/10.22495/rgc7i4c1art8.

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This article is a desktop analysis of project risk management involving a project management institutional restructuring. The pragmatic nature of this research allows for the literature review and the document analysis to be integrated and presented as both a descriptive and analytical research. The analysis demonstrates that the project committee did not proactively manage project risk. The restructuring was a change management project, entailing the implementation of many organisational changes, such as restructuring, lay-off of some part of the administrative workforce, adoption of new technology, provision of new approaches to well-established procedures, and implementation of new performance initiative, the process which should have been managed with an effective integrated risk strategy and plan. Analysis of the restructuring project risk management exhibits little evidence of a systematic (computer based or manual) record that should have provided policies, procedures, and structures for managing risk. The article concludes that the restructuring risk process was inadequate and it could not have ensured a successful project. An analysis of the restructuring project risk monitoring and control exhibits a reactive rather than proactive application of risk management procedures. The analysis further indicates that the committee failed to make use of the various project risk management processes, standards, and guidelines. Based on the conclusions, the article recommends that project risk planning, strategy, control, and monitoring should be put in place for future institutional projects. The project management team should also put in place procedures for primary stakeholders engagements, identify and address their nature of interest and power in future risk management projects.
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Савченко, Яна, та Анна Харланова. "Разработка компонентов корпоративной системы управления проектами с учетом стадии жизненного цикла организации". ИЗВЕСТИЯ ДАЛЬНЕВОСТОЧНОГО ФЕДЕРАЛЬНОГО УНИВЕРСИТЕТА. ЭКОНОМИКА И УПРАВЛЕНИЕ, № 2 (2020): 81–93. http://dx.doi.org/10.24866/2311-2271/2020-2/81-93.

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В исследовании определены требования к моделям жизненного цикла организации, позволяющим сформировать адекватную корпоративную систему управления проектами и получить максимальный эффект от ее использования. Выявлены наиболее подходящие для поставленных целей модели жизненного цикла. Определен состав и содержание компонентов корпоративной системы управления проектами на разных стадиях жизненного цикла организации. The application of various life cycle models in the company development is becoming more widespread. When a company realizes at what stage of its life cycle it is, it can adjust its behavior, avoid traps and develop the appropriate strategies. Relevant management decisions are to be made and specific management tools are required at each stage of the organization life cycle. Project management is no exception. A specific set of approaches and methods of project management is essential at each stage of the organization life cycle. A certain level of the project management system development is inherent to each stage of the organization life cycle. The organization life cycle theory and project management were the theoretical and methodological background of the investigation. The study presents the analysis of various models of the organization life cycle according to their features in the process of developing the corporate project management system and its individual components. The requirements to the life cycle model, which allows forming an adequate corporate project management system and get the maximum effect from its application, were determined. The life cycle models that are most suitable for the set goals were identified. These were the Adizes life cycle model and the Chernov model. The requirements for the components of the corporate project management system at different stages of the organization's life cycle were specified. The study found that the implementation of project management system components is most effective in the period from the stage of "youth" to the stage of "aristocracy" in accordance with the model of the Adizes life cycle. It is at these stages that it is essential for the company to introduce the methodology and formalize project and program management processes. The necessity for setting up a full-fledged project management system for the company appears at the stage of “stability” and it is at this stage that it has all the resources required for implementing the system.
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Odendaal, M. M., F. NS Vermaak, and E. Du Toit. "Cost estimation and management over the life cycle of metallurgical research projects." Southern African Business Review 19 (February 26, 2019): 137–56. http://dx.doi.org/10.25159/1998-8125/5811.

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This study investigates whether all expected costs over the life cycle of metallurgical research projects are included in initial, normal and final cost estimates, and whether these costs are managed throughout a project’s life cycle since there is not enough emphasis on the accurate estimation of costs and their management over the life cycle of metallurgical research projects. The study also determines during which phase of the life cycle of metallurgical research projects’ costs are normally determined, during which phase most of the costs are incurred, and during which phase costs are managed. Project life cycles, techniques of cost estimation and cost management are examined. 10A survey was used to gather information by means of face-to-face and telephonic interviews, as well as an electronic questionnaire. The total population of entities in South Africa that conduct metallurgical research projects is small, numbering only 12 in all. The ten entities that conducted the largest metallurgical research projects in terms of average size were selected for this study. 11The conclusion drawn from the survey was that all costs over the life cycle of metallurgical research projects are not taken into account in the initial cost estimate of a project. Costs are mainly managed during the growth phase of a project and not during the introduction phase, when 80% of the costs are normally committed. The implication of this is that cost estimates for metallurgical research projects may not be accurate and costs are not necessarily managed properly throughout the life cycle of such projects. This may lead to cost overruns of project budgets, project budgets being depleted before the delivery stage and research sections running at a loss.
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Cha, Jonghyuk, and Eunice Maytorena-Sanchez. "Prioritising project management competences across the software project life cycle." International Journal of Managing Projects in Business 12, no. 4 (2019): 961–78. http://dx.doi.org/10.1108/ijmpb-11-2017-0145.

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Purpose The purpose of this paper is to investigate the relative importance of project management (PM) competences across the different stages of a software project life cycle to identify competence development gaps and opportunities. Design/methodology/approach A deductive and quantitative approach was adopted to address the research questions with a web-based survey for data collection. Findings After reviewing the context of competences and PM competences, the importance of the PM competences overall and for specific stages in the project life cycle was analysed. The result highlights that functional and meta-competences are perceived to be the most important competence dimensions for software project practitioners. Originality/value This study makes three contributions. First, it consolidates PM competences into a set of 20 within four competence dimensions. Second, it prioritises these competences across the software project life cycle. Third, it identifies the significance of the inter-relationship between PM competences and project life cycle to reveal PM competence development gaps and opportunities.
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Gusakova, Elena. "Development of high-rise buildings: digitalization of life cycle management." E3S Web of Conferences 33 (2018): 03063. http://dx.doi.org/10.1051/e3sconf/20183303063.

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The analysis of the accumulated long-term experience in the construction and operation of high-rise buildings reveals not only the engineering specificity of such projects, but also systemic problems in the field of project management. Most of the project decisions are made by the developer and the investor in the early stages of the life cycle - from the acquisition of the site to the start of operation, so most of the participants in the construction and operation of the high-rise building are far from the strategic life-cycle management of the project. The solution of these tasks due to the informatization of management has largely exhausted its efficiency resource. This is due to the fact that the applied IT-systems automated traditional "inherited" processes and management structures, and, in addition, they were focused on informatization of the activities of the construction company, rather than the construction project. Therefore, in the development of high-rise buildings, the tasks of researching approaches and methods for managing the full life cycle of projects that will improve their competitiveness become topical. For this purpose, the article substantiates the most promising approaches and methods of informational modeling of high-rise construction as a basis for managing the full life cycle of this project. Reengineering of information interaction schemes for project participants is considered; formation of a unified digital environment for the life cycle of the project; the development of systems for integrating data management and project management.
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Dissertations / Theses on the topic "Project management life cycle"

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Kollmann, Ladislav. "Projektový management." Master's thesis, Vysoké učení technické v Brně. Fakulta strojního inženýrství, 2017. http://www.nusl.cz/ntk/nusl-318796.

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The master thesis is focused on the topic Project Management. In the theoretical part the literary research is elaborated. The practical part of the thesis provides an analysis of the current state of the project company ZETOR TRACTORS a.s.. On the basis of knowledge of the system, the arrangements are proposed to improve it.
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Pretorius, Suzaan. "The Effect of Project Types and Project Life Cycle Phases on Leadership Style." Thesis, University of Pretoria, 2019. http://hdl.handle.net/2263/72418.

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With the current trend towards empowered teams, hierarchical company structures are increasingly being replaced by team-based ones. As a result, a shift in the classic understanding of leadership is needed and research on leadership in project management is increasing. Two major concepts have developed in recent years: shared and vertical leadership styles. This thesis reports on the development of a new Model of leadership styles that considers the effect of project types and the project life cycle phases on leadership style (vertical versus shared leadership), and how an appropriate balance between the two styles influences the likelihood of project management success. A web-based questionnaire yielded 313 complete responses and the data was analysed using hypothesis testing. Based on this empirical work and relevant literature, a novel Model is proposed. The Model explains how project types and life cycle phases influence the appropriateness of different leadership styles, and it guides the practitioner to selecting appropriate leadership styles for specific situations. Recommendations for furthering the model are discussed.<br>Thesis (PhD)--University of Pretoria, 2019.<br>NRF<br>Graduate School of Technology Management (GSTM)<br>PhD (Project Management)<br>Unrestricted
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Baloyi, Gidion. "The effectiveness of the project management life cycle in Eskom Limpopo Operating Unit." Thesis, University of Limpopo, 2015. http://hdl.handle.net/10386/2589.

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Thesis (MBA.) -- University of Limpopo, 2018<br>South Africa is a developing state; the roles of the state owned entities in encouraging economic growth and contributing to the mitigation of unemployment and poverty eradication are unavoidable. Project management from an engineering development perspective and as an industrial discipline has been investigated and published throughout the past period. It could be said that the subject is mature, as recent publications on project management fail to bring new knowledge to light particularly in Eskom. This mini dissertation studies the most significant serious success factors in the effective project management in different departmental conditions within Eskom. Projects are being used daily in Eskom to achieve the company goal. In recent years researchers have become increasingly interested in factors that may have an impact on project management effectiveness and the success of projects. However, there is little research that shows how effectively projects are managed in a business organisational context like Eskom. My Study aims to partly fill this gap by presenting results from a case study and surveys of Eskom as an organisation practising project management. It also aims to investigate the effectiveness of project management in terms of Eskom Divisional structures, technical competency, Eskom Project leadership ability and the characteristics of an effective project manager. In managing projects, it is significant to know how to handle both the tools and the people and to achieve a balance between the two. Experience, especially in the management of change was perceived to be a significant factor in project success
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Labuschagne, Carin. "Sustainable project life cycle management : criteria for the South African process industry." Pretoria : [s.n.], 2002. http://upetd.up.ac.za/thesis/available/etd-10112005-083255.

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Palmer, Erika. "Developing and Integrating Life Cycle Management Methods in Project Management Systems : Case: Faveo Prosjektledelse AS." Thesis, Norges teknisk-naturvitenskapelige universitet, Institutt for energi- og prosessteknikk, 2013. http://urn.kb.se/resolve?urn=urn:nbn:no:ntnu:diva-24796.

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The goal of this master thesis was to develop life cycle management tools and methods for use in project management. The research questions concerned the practical integration of these tools in a system dynamics perspective and the contribution this can have in creating value. First an introduction of the research area is given, followed by the methods employed, an exploration of the theoretical foundation, a theoretical analysis of how life cycle management in project management can be used, an explanation of the tool that was developed, an explanation of the application of the tool on a project and how it contributes to value creation, and finally a discussion is given followed by a conclusion. The Sustainable Project Life Cycle Management (SPLCM) Guide is the tangible result of this thesis, and it is an easy to use tool that project managers at Faveo (and in other companies) can use in their projects to mitigate the environmental and social impacts of their projects. Using this guide will change the Faveo system (illustrated in the specialization project) and allows the project managers to have a direct relationship with the community and the environment in the life cycle of their projects. The SPLCM Guide not only has the potential to reduce the impact the projects at Faveo have on society and the environment, but it can also create value for the project owners and for Faveo itself. Sustainable value creation meets the needs of stakeholders while creating value for the company, and the SPLCM Guide (in conjunction with other initiatives) can realize this for Faveo.
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Reigle, Jennifer A. "Development of an integrated project-level pavement management model using risk analysis." Morgantown, W. Va. : [West Virginia University Libraries], 2000. http://etd.wvu.edu/templates/showETD.cfm?recnum=1634.

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Thesis (Ph. D.)--West Virginia University, 2000.<br>Title from document title page. Document formatted into pages; contains xii, 210 p. : ill. (some col.). Vita. Includes abstract. Includes bibliographical references (p. 205-209).
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Olin, Lovisa. "Towards sustainable project management : A life cycle approach to evaluate the biopharmaceutical industry." Thesis, KTH, Hållbar utveckling, miljövetenskap och teknik, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-284348.

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Adopting sustainability practices in both planned and current operations is increasingly important to many organizations. Due to increased awareness various companies are adopting life cycle thinking. For example, life cycle considerations from raw material extraction to final disposal of products or services are requested in environmental management system standard ISO 14001:2015. Octapharma is a biopharmaceutical company producing various medical products for the treatment of haematology, immunotherapy and critical care. The desire to incorporate environmental life cycle thinking into investment projects led to the research question of how this can be achieved at Octapharma in Stockholm. The objectives included a qualitative investigation of current environmental management strategies practiced in investment projects today. Secondly, a case study investment project was used to explore how one of the most commonly practiced life cycle management (LCM) tools, life cycle assessment (LCA), can be applied for the comparison of two alternative process technologies. The results showed that Octapharma today considers environmental aspects in some investment projects, such as construction, but it may be improved in other types of investment projects. Therefore, specific suggestions and modifications of the project model, in relation to life cycle management literature was developed for important checkpoints in the project management model. Lastly the case project comparative LCA showed that one of the technologies had a significant larger environmental footprint.<br>Inkludering av ett hållbarhetsperspektiv i företags nuvarande och framtida verksamhet har fått ökande betydelse. På grund av större medvetenhet inkluderar flera organisationer ett livscykeltänk, dvs. utvärdering av miljöpåverkan från råvaruextraktion till avfallshantering av både produkter och tjänster. Bland annat ISO 14001:2015, en miljöledningsstandard, har infört krav på livscykeltänk i certifierade verksamheter. Octapharma är ett läkemedelsföretag som tillverkar produkter inom hematologi, immunterapi och intensivvård. På grund av ett intresse för livscykeltänk i investeringsprojekt på Octapharmas Stockholmsfabrik skapades ett behov av att undersöka hur detta skulle kunna åstadkommas. Delmålen i detta projekt innefattar en kvalitativ undersökning om nuvarande inkludering av miljöaspekter i investeringsprojekt med viktiga projektintressenter i verksamheten. En kvantitativ jämförande livscykelanalys (LCA) av ett avslutat investeringsprojekt syftade till att genomföra en LCA av två olika processteknologier. Resultatet visar att Octapharma idag inkluderar miljöfrågor i vissa typer av projekt, framför allt byggprojekt, men implementeringen i andra projekt kan förbättras. Fortsättningsvis resulterade litteratursökningen och den kvalitativa undersökningen i ett antal förslag på förbättringar i projektmodellen på punkter där miljöfrågor är extra viktiga för slutresultatet. Den jämförande LCAn visade att den ena teknologin hade en betydligt större miljöpåverkan.
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Sherif, Mohamed Ali. "A framework for improving pre-project planning." Thesis, Loughborough University, 2002. https://dspace.lboro.ac.uk/2134/6901.

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In recent yerars there has been a general concern over the performance of the UK construction industry. This has been reflected in the reports of Latham (1994) and Egan (1998) stating that the UK is still suffering from underachievements and low productivity. Clients critisise the industry for not always achieving what they need and the majortiy of them are not satisfied with the quality of the construction industry. Many of the problems encountered in the design and construction phases orginate from from the pre-project planning phase. The main problems are frequently attributed to poor planning and poor identification of client needs which act as contributory factors to poor project performance. These problems have led to the need for a change in the construction industry by focusing on the roots of the problems attributed to poor performance. One approach that could help to improve construction performance is to pay more attention to the pre-project planning phase since major decisions concerning the project are made during this phase. The main aim of the research is to develop a framework for improving pre-project planning to enable construction clients overcome the problems that they encounter with other project participants. Such a framework would assisst construction clients to identify and communicate their needs more clearly to other stake holders. The framework provides a comprehensive tool to help solve problems that occur during pre-project planning with respect to project objectives and goals of the construction project to enable performance to be measured and improved. This thesis presents a framework for improving pre-project planning of construction projects. The methodology adopted to conduct the research involved a comprehensive literature review. Critical pre-project planning functions have been presented and tested through the questionnaire survey and case interviews to determine how clients perform pre-project planning
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Castles, Victor Aubrey. "An overview of community participation initiatives in the project life cycle of building and construction projects in the public sector." Thesis, Stellenbosch : Stellenbosch University, 2004. http://hdl.handle.net/10019.1/49846.

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Thesis (MBA)--Stellenbosch University, 2004.<br>ENGLISH ABSTRACT: Democratic systems are dependent on voluntary compliance of citizens to the commands of governments. A decline of public confidence in the public sector is an indicator of fundamental problems in the nature of a democratic system. Constitutional objectives and supporting legislation in South Africa advocates the practice of public participation through the Community Based Public Works Programme and integrated development planning at local council level. The importance of public participation as a vehicle to enhance the social capital of nations cannot be overstated. There are various opinions however of what model of public participation is best suited to the life cycle approach of project management. The literature supports the fact that social capital formation curtails the incidence of crime, poverty and other adverse social evils. A misaligned approach to the application of public participation holds the danger that the socio-economic objectives of government cannot be attained. In this regard, project managers have a responsibility towards government to apply public participation in their projects in such a way that formation of social capital is achieved. In tum, governments should endeavour to apply an appropriate amount of resources to these initiatives to get the critical mass necessary to turn the economy around.<br>AFRIKAANSE OPSOMMING: Demokratiese sisteme is afhanklik van die vrywillige onderwerping van landsinwoners aan die eise van hul regerings. 'n Afname in die publiek se vertroue in die publieke sektor is 'n indikator van fundamentele probleme in die samestelling van 'n demokratiese bestel. Konstitusionele mikpunte asook ondersteunende wetgewing in Suid Afrika is bevorderlik vir die gebruik van publieke deelname deur middel van die Departement van Publieke Werke se Publieke Deelname Gebaseerde Program asook die geintegreerde ontwikkelingsprogram van lokale munisipaliteite. Die belangrikheid van publieke deelname as 'n middel waardeur nasionale sosiale kapitaal bevorder kan word kan nie onderbeklemtoon word nie. Daar is nogtans verskeie opinies ten opsigte van watter model van publieke deelname gebruik moet word in die lewenssiklus benadering van projekbestuur. Die literatuur ondersteun die feit dat sosiale kapitaal die voorkoms van kriminele aktiwiteit, armoede en ander negatiewe sosiale euwels bekamp. 'n Ongebalanseerde benadering tot die toepassing van publieke deelname hou die gevaar in dat die nasionale sosio-ekonomiese mikpunte nie behaal sal word nie. Projekbestuurders het daarom 'n verantwoordelikheid teenoor die staat om publieke deelname sodanig in projekte te fasiliteer dat sosiale kapitaal daardeur bevorder kan word. Die staat moet op hulle beurt weer sorg dat daar genoegsame hulpbronne aan hierdie inisiatiewe spandeer word om die kritiese massa te skep wat nodig is om die ekonomie te draai.
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Harant, Petr. "Legislativní problematika zpracování pryžového odpadu." Master's thesis, Vysoká škola ekonomická v Praze, 2011. http://www.nusl.cz/ntk/nusl-85228.

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This diploma thesis deals with the issue of rubber waste legislative focusing on waste tyres. The aim of the thesis is a thorough analysis of current legislative including newly prepared alterations with emphasis on specific lingering problems. A project of secondary material recycling, which has been created in current legal conditions, will be introduced. The project is assessed in terms of project managment methodology and the thesis concludes by suggesting an ideal project managment approach for realization of similar projects. Close cooperation has been established during realization of the project. At the same time, relevant government offices have been asked for information on the legislative and the whole issue has been consulted with respective offices. The introduction of the thesis familiarizes readers with basic points connected with project managment and tyres characteristics. Subsequently the relevant legislative related to waste tyres is mapped. The last part of the thesis is devoted to secondary material recycling project and its conclusion suggests the course of each of the project's life cycle stage using knowledge of project managment.
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Books on the topic "Project management life cycle"

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Program management: A life cycle approach. CRC Press, 2013.

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Hoffman, Mark. Application development: Managing the project life cycle. Midrange Computing, 1997.

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Haug, Michael, Eric W. Olsen, Gilles Vallet, and Olivier Bécart, eds. Software Management Approaches: Project Management, Estimation, and Life Cycle Support. Springer Berlin Heidelberg, 2001. http://dx.doi.org/10.1007/978-3-642-56616-5.

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The management of construction: A project life cycle approach. Butterworth-Heinemann, 2003.

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United States. Dept. of the Interior. Office of the Secretary. A Project manager's guide to application systems life cycle management. The Department, 1985.

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1972-, Radford Darren, ed. Going beyond the waterfall: Managing scope effectively across the project life cycle. J. Ross Pub., 2014.

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Marcella, Albert J. Process development life cycle: An audit survival guide. Institute of Internal Auditors, 2001.

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Babcock, Ray. Industry best practices for the software development life cycle: Final report. Montana Dept. of Transportation, 2007.

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Noorbakhsh, Farhad. Project cycle revisited. Advanced Development Management Program, Institute of Comparative Culture, Sophia University, 1993.

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Eid, Martha Aida. The project cycle. Food and Agriculture Organization of the United Nations, 1986.

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Book chapters on the topic "Project management life cycle"

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Richardson, Gary L., and Brad M. Jackson. "Project Life Cycle Management." In Project Management Theory and Practice. Auerbach Publications, 2018. http://dx.doi.org/10.1201/9780429464140-8.

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Lin, Shaopei, and Dan Huang. "Project Life Cycle Management." In Project Management Under Internet Era. Springer Singapore, 2020. http://dx.doi.org/10.1007/978-981-15-2799-9_2.

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Okereke, Okoro Chima. "Project Management Life Cycle." In Achieving Successful and Sustainable Project Delivery in Africa. Productivity Press, 2020. http://dx.doi.org/10.4324/9781003006268-19.

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Emond, Justin, and Chris Steins. "The Project Life Cycle." In Pro Web Project Management. Apress, 2011. http://dx.doi.org/10.1007/978-1-4302-4084-6_1.

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Fewings, Peter, and Christian Henjewele. "Project life cycle and success." In Construction Project Management. Routledge, 2019. http://dx.doi.org/10.1201/9781351122030-2.

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Richardson, Gary L., and Brad M. Jackson. "Adaptive Life Cycle Models." In Project Management Theory and Practice. Auerbach Publications, 2018. http://dx.doi.org/10.1201/9780429464140-30.

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Redmill, Felix, and Chris Dale. "Third generation project management." In Life Cycle Management For Dependability. Springer London, 1997. http://dx.doi.org/10.1007/978-1-4471-0939-6_5.

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Nicholas, John M., and Herman Steyn. "Project life cycle and project conception." In Project Management for Engineering, Business and Technology. Routledge, 2020. http://dx.doi.org/10.4324/9780429297588-6.

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Rossberg, Joachim. "Introduction to Application Life Cycle Management." In Agile Project Management with Azure DevOps. Apress, 2019. http://dx.doi.org/10.1007/978-1-4842-4483-8_1.

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Stern, Terra Vanzant. "A Leaner, More Agile Approach to the Project Management Life Cycle: SSD Project Life Cycle™." In Lean and Agile Project Management. Productivity Press, 2020. http://dx.doi.org/10.4324/9780429343414-9.

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Conference papers on the topic "Project management life cycle"

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Marinina, Oksana. "COST MANAGEMENT OF MINING PROJECT LIFE CYCLE." In 17th International Multidisciplinary Scientific GeoConference SGEM2017. Stef92 Technology, 2017. http://dx.doi.org/10.5593/sgem2017/13/s03.023.

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Willar, Debby, Estrellita V. Y. Waney, Daisy D. G. Pangemanan, Rudolf E. Mait, and Jemmy J. Rangan. "Quality Management of Infrastructure Project Life-Cycle." In 2018 International Conference on Applied Science and Technology (iCAST). IEEE, 2018. http://dx.doi.org/10.1109/icast1.2018.8751555.

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Gritskevich, Olga. "Special Aspects Of Innovative Project Life Cycle Management." In Trends and Innovations in Economic Studies, Science on Baikal Session. European Publisher, 2020. http://dx.doi.org/10.15405/epsbs.2020.12.38.

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"Research on Life Cycle Management of PPP Project Assets." In 2018 4th International Conference on Education, Management and Information Technology. Francis Academic Press, 2018. http://dx.doi.org/10.25236/icemit.2018.265.

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Zhang, Ge, and Yang Liu. "The Life Cycle Management of Power Grid Construction Project." In 2010 International Conference on System Science, Engineering Design and Manufacturing Informatization (ICSEM). IEEE, 2010. http://dx.doi.org/10.1109/icsem.2010.31.

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Ren, Guoqiang, and Qianying Zhang. "Benchmarking the life cycle cost management of building project." In International Conference on Intelligent Systems and Knowledge Engineering 2007. Atlantis Press, 2007. http://dx.doi.org/10.2991/iske.2007.74.

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Kostalova, Jana, and Libena Tetrevova. "Application of project management methods and tools with respect to the project life cycle and the project type." In Business and Management 2016. VGTU Technika, 2016. http://dx.doi.org/10.3846/bm.2016.03.

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The project management theory and standards offer a wide range of project management methods and tools. To ensure the maximum possible effectiveness of application of a particular methods or tools, it is necessary to assess suitability of their application within project life cycle stages, and also their suitability from the point of view of the type of the solved project. The paper authors aimed to identify suitable project management methods and tools, and assess their applicability from the point of view of individual project life cycle stages and from the point of view of the type of the solved projects.
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Wang, Yongkun, and Dongmei Feng. "Construction of Innovative Mode of Life Cycle Integrated Organization of Project." In 2010 International Conference on Information Management, Innovation Management and Industrial Engineering (ICIII). IEEE, 2010. http://dx.doi.org/10.1109/iciii.2010.583.

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Yusoffa, Mohd Reeza. "Industrialised Building System (IBS)/Off-Site Project Management Life Cycle." In ISSC 2016 International Conference on Soft Science. Cognitive-crcs, 2016. http://dx.doi.org/10.15405/epsbs.2016.08.90.

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Luo, Yan, Peng Mao, and Qun Chen. "Innovation of Design Quality Management Based on Project Life Cycle." In 2009 International Conference on Management and Service Science (MASS). IEEE, 2009. http://dx.doi.org/10.1109/icmss.2009.5304057.

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Reports on the topic "Project management life cycle"

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Radhakrishnan, N., Bobby Hughey, and Warren Bennett. Study on the Availability of Commercial Software for the Corps' Life Cycle Project Management (LCPM). Defense Technical Information Center, 1989. http://dx.doi.org/10.21236/ada208254.

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Ruegg, Rosalie T. Life-cycle costing manual for the federal energy management programs: a guide for evaluating the cost effectiveness of energy conservation and renewable energy projects for new and existing federally owned and leased buildings and facilities. National Bureau of Standards, 1987. http://dx.doi.org/10.6028/nbs.hb.135r1987.

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CORPS OF ENGINEERS WASHINGTON DC. Information Management: Life Cycle Management of Information Systems (LCMIS). Defense Technical Information Center, 1999. http://dx.doi.org/10.21236/ada403464.

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Piercy, Candice, Safra Altman, Todd Swannack, Carra Carrillo, Emily Russ, and John Winkelman. Expert elicitation workshop for planning wetland and reef natural and nature-based features (NNBF) futures. Engineer Research and Development Center (U.S.), 2021. http://dx.doi.org/10.21079/11681/41665.

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This special report discusses the outcomes of a September 2019 workshop intended to identify barriers to the consideration and implementation of natural and nature-based features (NNBF) in US Army Corps of Engineers (USACE) civil works projects. A total of 23 participants representing seven USACE districts, the US Army Engineer Research and Development Center (ERDC), and the University of California–Santa Cruz met at USACE’s South Atlantic Division Headquarters in Atlanta, Georgia, to discuss how to facilitate the implementation of NNBF into USACE project planning for wetlands and reefs using six categories: (1) site characterization, (2) engineering and design analysis, (3) life-cycle analysis, (4) economic analysis, (5) construction analysis, (6) and operation and maintenance (and monitoring). The workshop identified seven future directions in wetland and reef NNBF research and development: • Synthesize existing literature and analysis of existing projects to better define failure modes. • Determine trigger points that lead to loss of feature function. • Identify performance factors with respect to coastal storm risk management (CSRM) performance as well as ecological performance. • Focus additional research into cobenefits of NNBF. • Quantify the economic life-cycle costs of a project. • Improve technology transfer with regards to NNBF research and topics.
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Anderson, William, Ed Morris, Dennis Smith, and Mary C. Ward. COTS and Reusable Software Management Planning: A Template for Life-Cycle Management. Defense Technical Information Center, 2007. http://dx.doi.org/10.21236/ada473976.

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Baird, R. D., B. C. Rogers, N. Chau, and Thomas A. Kerr. Comparison of Life Cycle Costs for LLRW Management in Texas. Office of Scientific and Technical Information (OSTI), 1999. http://dx.doi.org/10.2172/911537.

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Fuller, Sieglinde K., and Stephen R. Petersen. Life-cycle costing manual for the federal energy management programs. National Institute of Standards and Technology, 1996. http://dx.doi.org/10.6028/nist.hb.135-1995.

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Kneifel, Joshua, and David Webb. Life cycle cost manual for the federal energy management program. National Institute of Standards and Technology, 2020. http://dx.doi.org/10.6028/nist.hb.135-2020.

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Rushing, Mark A. Life-Cycle Management of the Active Reserve Field Grade Officer Population. Defense Technical Information Center, 2010. http://dx.doi.org/10.21236/ada518317.

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Fuller, Sieglinde K., Amy S. Rushing, and Gene M. Meyer. Project-oriented life-cycle costing workshop for energy conservation in buildings. National Institute of Standards and Technology, 2001. http://dx.doi.org/10.6028/nist.ir.6806.

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