Project Lifecycle
The following is an overview of the Project Management Framework and Lifecycle. For aÌýcomplete andÌýdetailed view, see the fullÌýProject Management Framework.ÌýFor quick tipsÌýand aÌýcondensed summary, check out theÌýOne Pager or theÌýQuick Reference Guide.ÌýThe IT Project Management Framework Lifecycle consists of multiple elements working together to ensure theÌýconsistent andÌýsuccessful delivery of projects. These elements are:
Project Phases
The project lifecycle is broken into defined phases, each with its own purpose, deliverables, and actions required to progress.
Action Items
The required activities that must be completed to ensureÌýcompliance and consistency for each project
Templates
Standardized documents that collect and report consistent project data, enabling effective tracking throughout the lifecycle. All templates are available on the IT PMO Website within the Templates section.
Roles and Responsibilities
Understanding each role and its responsibilities throughout the project lifecycle ensures clear ownership, smoother collaboration, and successful delivery.Ìý
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Project Phases
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TheÌýITÌýProject Management Framework Lifecycle consists of four phases.ÌýIntake isÌýseparate and distinct from theÌýformal lifecycleÌýbut is a critical first stepÌýin how all project requests are captured and reviewed. Each phase builds on the workÌýcompletedÌýinÌýthe priorÌýphase, providing aÌýstructuredÌýandÌýconsistent approachÌýto moving projectsÌýforwardÌýsuccessfully.Ìý
IntakeÌýis separate and distinct from theÌýITÌýProject Management Framework Lifecycle. Any 91Ô´´ employee is eligible to submit a project request. The PMO Team, in collaboration with the requesting functional office, coordinates the intake process. Submitting a Project Intake Request does not imply acceptanceÌý–Ìýthe process is designed to promote equity and transparency by applying consistent selection criteria to all submissions. Once reviewed, the request is presented to the Governance Committee atÌýGate 1.
TheÌýInitiationÌýPhase begins after Gate 1 approval. During this phase the project is more fully defined so it may be properly resourced and planned. The Project Manager coordinates engagement with the requester, sponsor, and stakeholders and completes the Project Charter, which is presented for approval atÌýGate 2.
TheÌýPlanningÌýPhase builds on Initiation and is one of the most critical phases of the lifecycle. A well-developed plan helps ensure the project is completed on time and on budget. The phase concludes with a sponsor-approved Project Planning Document presented atÌýGate 3.
DeliveryÌýconsists of two concurrent sub-phases: Execution (doing the work) and Monitoring and Control (tracking progress, managing risks, and reporting status). The Project Manager executes the project and notifies the Governance Committee of any scope or schedule changes viaÌýGate 3+.
DuringÌýCloseoutÌýthe project team documents lessons learned, archives project documentation, and transitions delivers to operations. The project is formally closed atÌýGate 4Ìýfollowing sign-off from the Governance Committee.Ìý
Senior leader (Director or VP level) who champions the initiative
Ensures alignment with university strategic goalsÌý
Secures funding, resolves major escalations, and approves key milestones
Business leader (Director+) who makes the case for the project
Defines project goals, provides oversight, and approves deliverablesÌý
Provides formal sign-off on the project's final deliverables
Coordinates the project on behalf of their functional area
Secures necessary resources and serves as an escalation path for the Project SponsorÌý
May be shared across departments for cross-functional projects
Leads the project through the full PM Lifecycle
Creates and coordinates approval for PM deliverablesÌý
Manages statusÌýreportingÌýand ensures the schedule is followed
Cross-functional leadership group that provides governance and decision support
Advisory in nature; provides recommendations to the Project Sponsor and university leadershipÌý
Typically engaged for high-impact or complex projects
Define business requirements,ÌývalidateÌýsolutions, and ensureÌýalignmentÌýwithÌýbusiness processes andÌýoperational needs
Coordinate stakeholder and end user participationÌý
Support user acceptance testing, change management, and adoption
Define the technical approach, architecture, and implementation strategy
Ensure solutions align with 91Ô´´IT standards, security requirements, and infrastructureÌý
Oversee technical teams and manage technical risks and dependencies
IT-facing business partner who aligns business needs with IT priorities
Supports project prioritization and ensures ongoing communication between IT and departmentsÌý
Persons or organizations impacted by or involved in the project
Provide input, participate in testing and feedback, and are directly affected by project outcomesÌý
Must be identified by the Project Sponsor and Project Manager at the outset of the project
Engaged as needed to provide specialized expertise, tools, or implementation support
Brought in with sponsor approval to supplement the project teamÌý
Specialists retained for their deep knowledge in a specific system, application, or functional area
Can be internal or external; consult on project tasks and designs throughout the lifecycleÌý
Examples include Data Analysts, IT Security, IT Compliance, and Technical Experts