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What is a life cycle?
Definition
A project life cycle is a framework comprising a set of distinct high-level stages required to transform an idea of concept into reality in an orderly and efficient manner.
Life cycles offer a systematic and organised way to undertake project-based work and can be viewed as the structure underpinning deployment.
Definition from APM Body of Knowledge 8th edition
Types of life cycles
Life cycles are fundamental to the management of project¬-work: Different approaches can be util¬ised for deployment, depending on the desired outputs, benefits and outcomes and the expected uncertainty, novelty and risk appetite. The choice of deployment approach will play a key part in selecting the most suitable form of life cycle.
Linear (waterfall) life cycles are sequenced into a set of distinct phases, from the development of the initial concept to the deployment of an ultimate outcome, output or benefits. This approach aims to be highly structured, predictable and stable.
Iterative (agile) life cycles are composed of several iterations, which repeat one or more of the phases before proceeding to the next one. Iterative approaches can only proceed when user feedback is available to be used as the basis for initiating new cycles of development, refinement and improvement.
Hybrid life cycles typically fuse together elements to create a new model or approach. For example, utilising iterative or agile methods for early requirements gathering, where the uncertainty is greatest, and following it up with incremental or sequential processes to formalise deployment. Other types of life cycle include:
- Incremental: Where the target state is achieved through a staged series of smaller deliveries, each contributing additional functionality or value.
- Evolutionary: Where deployment entails a number of major transitions, each based on user feedback from the preceding iteration.
There is no universal best approach. Project professionals select the most suitable arrangement for their context, most often combining features from any of the above into a hybrid life cycle.
Extended life cycles add adoption and benefits realisation phases to the end of a standard project life cycle. This provides project professionals with the accountability and additional investment to ensure that changes are fully embedded into business operations and the anticipated benefits of the project are realised. Extended life cycle includes:
- Adoption: activities such as communications, training, knowledge sharing and change management to ensure operational teams correctly utilise the project’s outputs
- Benefits realisation: activities to measure business performance, ensuring that adoption leads to the desired outcomes and the realisation of the anticipated benefits, for example, tracking improvements to business expenses, sales revenue or staff morale
Linear project life cycle
Source: APM Body of Knowledge 8th Edition
Embedding sustainability into the life cycle
Project professionals play a fundamental role in incorporating sustainability throughout the project life cycle.
Concept:
Understand the project's sustainability context by considering relevant legislation, policies, best practices, opportunities and risks. Sustainability and regenerative objectives should be aligned with organisational strategies and incorporated into the business case, options analysis and decision-making, taking account of environmental, social and natural capital impacts.
Definition:
Define how sustainability outcomes will be achieved, measured and monitored through benefits management and KPIs. Ensure the project team has the necessary skills and expertise, undertake relevant sustainability assessments, and embed sustainability principles into governance, decision-making and project processes.
Deployment:
Deliver sustainability objectives by working with suppliers whose credentials and solutions align with project goals. Manage sustainability-related opportunities and risks, remain open to more sustainable alternatives as they emerge, maintain stakeholder engagement, and monitor environmental and social performance throughout delivery.
Transition:
Ensure sustainability outcomes are embedded into operations through a structured handover plan. Evaluate environmental and social performance, pursue sustainability certifications where appropriate, and communicate outcomes and achievements to stakeholders.
Monitoring post-project sustainability and regenerative performance should be maintained throughout the adoption phase to track the ongoing impact of the project. Lessons learned and opportunities for continuous improvement should be documented and shared for future projects.
Learn more about sustainability in project management.
Embedding sustainability at every stage of the project
Source: APM Body of Knowledge 8th Edition
Watch: Which life cycle approach is right for you?
APM Learning
Information sheet: Life cycles
An overview of the different types of project life cycle options.
Module: Choosing the right life cycle
Explore the resources in this interactive module to learn about different life cycle approaches and discover which one might be right for your projects. Linear, iterative, hybrid, agile or waterfall - which is most appropriate for your project?
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and Honorary Fellows.
Related reading
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This edition offers a fully refreshed, comprehensive and holistic view of the programme life cycle. It integrates the people, processes, governance, assurance and benefits considerations into a single, accessible guide. It examines emerging technologies, hybrid working, sustainability and modern risk practices.
The guide supports experienced assurance professionals who may be undertaking assurance of their first agile project and shows how undertaking traditional assurance reviews can be adapted to ensure assurance activity of agile projects is both effective and valuable.
APM Assurance Interest Network
The effective operation of assurance provision and use of assurance information are essential to the reliable delivery of successful projects. Assurance is an essential element of project management, working closely with governance and risk management in a mutual supportive arrangement.
APM Body of Knowledge 8th edition
The APM Body of Knowledge is a foundational resource providing the concepts, functions and activities that make up professional project management. It reflects the developing profession, recognising project-based working at all levels, and across all sectors for influencers, decision makers, project professionals and their teams.
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