Project Life Cycle and Phases Management at International University of Monaco

INTERNATIONAL UNIVERSITY OF MONACO

Project Life Cycle Phases

Joshua Muñoz, PhDPortfolio

Managing a Sport Organization's Event Portfolio Example

Imagine you are managing the portfolio of events for a city's Sports Department. You oversee many projects: a youth soccer league, an annual marathon, a fitness expo, and a new e- sports competition. Each project is at a different stage of its life cycle, and you must manage them strategically to keep the portfolio strong and dynamic.Portfolio

Portfolio Governance and Product Life Cycle

Program A Program B Project Usage, Sales, Impact Project 3 (Additions) Project 4 (Revisions) Project 5 (Revisions) Project 2 (More Features) Project 6 (Revisions) Project 1 (Initial Creation) Project 7 (Retirement) Time Product Life Cycle Phases: Introduction Growth Maturity Decline/Retirement Soruce: PMBOK® 7th Edition, edited by PMI®. ISBN-10: 1628256648.

Features of Project Portfolio Management

1 Project Portfolio Management Project Execution Resource Management Skills Management Align your entire project portfolio with corporate objectives through simulation and prioritization. Attain visibility into all projects of your portfolio make informed decisions Attain visibility into all projects of your portfolio to make informed decisions Project Portfolio Management uses assisted skills profiling techniques to maintain up- to-date information on the skills of project team members.Portfolio

New E-Sports Competition: Introduction Phase

INTRODUCTION GROWTH MATURITY DECLINE New E-Sports Competition .This project is new. You are investing a lot of time, effort, and marketing to build awareness and attract first participants. .Why it's important: Without strong management in the introduction phase, a new project might fail before it even starts. O TIMEPortfolio

Youth Soccer League: Growth Phase

INTRODUCTION GROWTH MATURITY DECLINE Youth Soccer League .The league is growing fast. Registrations are increasing, sponsors are coming on board, and the community is excited. .Why it's important: During growth, you need to scale up carefully, manage resources, and strengthen operations to sustain momentum. TIME CPortfolio

Annual Marathon: Maturity Phase

INTRODUCTION GROWTH MATURITY DECLINE Annual Marathon ·This event is well-known and stable. Registrations are consistent every year, and operations run smoothly. .Why it's important: At maturity, you must innovate slightly to keep the event attractive while optimizing efficiency - otherwise, people may lose interest over time. TIME CPortfolio

Fitness Expo: Decline Phase

INTRODUCTION GROWTH MATURITY DECLINE Fitness Expo .Attendance is dropping, and sponsors are pulling out. Maybe trends have shifted (more digital fitness options, less interest in expos). .Why it's important: In decline, you must decide whether to rebrand, refresh the project, or retire it to free up resources for new opportunities. C TIME

Why Portfolio Management Matters in Sport

• Not every project should be treated the same way: you must adapt your strategies based on the life cycle stage.
• Balancing the portfolio ensures you are investing in promising projects, maintaining successful ones, and letting go of declining ones when necessary.
• This keeps your organization innovative, financially healthy, and responsive to market trends.

IMPORTANT A healthy sport project portfolio is like a healthy sports team: you need rookies (new projects), star players (mature projects), and a plan to retire old players gracefully!

How to Organize and Develop a Project

How to Write a Successful Project Proposal

Good advice: write a proposal only when the project idea is very clear and well thought out. Try to organize the project into an attractive proposal. Follow a logical thread:

• Background
• Problem
• Solution
• Sustainability

Ensure the connection (called "internal coherence") between:

Project Problem Identification

How to organize and develop a project How to write a successful project proposal? Identification of the problem to be addressed = Community demand + Needs defined by staff and specialists Community demand Project Needs identified by experts Available resources Do you have the necessary resources available? Do you (or your team) have sufficient capacity to address the issue?

Community Demand Factors

Community demand Macro S ocial developments T echnological developments Demand E Suppliers Distribution channels Micro Vision Mission Strategy Strategic partners P Resources olitical developments Competences Competitors Processes Products and services Proposition Meso conomical developments E nvironmental developments

Available Resources for Projects

Available resources Human Resources Financial resources Material resources Intangible Exemples Number of employees Employee skills Consultants and experts Volunteers Players Sponsors Facilities Brands AV Contracts Ticketing Sports Infrastructure Reputation Licensing Public Aid Vehicles Contacts, databases Equipment History, successes X3 823 823 308 & BCE ECB EZB EKT EKP AM 20 · BCE ECB EZB EKT EKP 102 BCE ECA EZB EKT EKP AD 10 :BCE ECB EZB EKT ERP -100 What are your strengths and weaknesses?

Sample Predictive Life Cycle

• One phase finishes before the next one begins.
• Fit well with a predictive development approach since each phase is only performed once, and each phase focuses on a particular type of work.
• However, there are situations, such as adding scope, a change in requirements, or a change in the market that cause phases to be repeated.

Sample Predictive Life Cycle Feasibility Design Build Test Deploy Close Figure 2-9. Sample Predictive Life Cycle Soruce: PMBOK® 7th Edition, edited by PMI®. ISBN-10: 1628256648

Life Cycle with an Incremental Development Approach

• Incremental development approach. There are three iterations of plan, design, and build.
• Each subsequent build would add functionality to the initial build.

Sample Life Cycle with an Incremental Development Approach Concept Plan Plan Plan Design Design Design Build Build Build Close Figure 2-10. Life Cycle with an Incremental Development Approach Soruce: PMBOK® 7th Edition, edited by PMI®. ISBN-10: 1628256648

Life Cycle Using Adaptive Development Approach

Define Project and Product Vision Iteration 1 Iteration 2 Iteration 3 Feedback Backlog Prioritization Feedback Backlog Prioritization Figure 2-11. Life Cycle with Adaptive Development Approach Soruce: PMBOK® 7th Edition, edited by PMI®. ISBN-10: 1628256648

INTERNATIONAL UNIVERSITY OF MONACO

Project Initiation Phase

04 / 33Project Initiation . The initiation phase is the starting point of a project where key decisions are made:

• Defining the project scope
• Identifying stakeholders
• Developing a business case
• Conducting feasibility studies
• Gaining project approval

Project Scope Management Overview

· Project scope management ensures that all necessary work is included and unnecessary work is excluded:

• Define project objectives and deliverables
• Develop a Work Breakdown Structure (WBS)
• Establish scope baseline
• Control scope changes throughout the project

SMART Project Scope Management

Project Scope Management S Specific Make your goal specific and narrow for more effective planning M Measurable Make sure your goal and progress are measurable A Achievable Make sure you can reasonably accomplish your goal within a certain time frame R Relevant Your goal should align with your values and long-term objectives V 2 T Time-based Set a realistic but ambitious end date to clarify task prioritization and increase motivation

Project Goal and Objective Activities

Project Scope Management Once you've drafted your project's goal and objectives, it's time to start considering activities and indicators. Remember that interventions should always be objective-driven: develop a conceptual model, first identifying the problem, then the changes that need to occur to reduce the problem, and then the interventions that will lead to those changes. KP 7

Project Indicators for Objectives

Project Scope Management . Several indicators should be defined for a given objective, as objectives have several dimensions. Indicators provide evidence that the project is moving in the right direction toward achieving a goal.

Project Stakeholder Management

· Stakeholders are individuals or groups affected by the project:

• Internal stakeholders: Project team, management, employees
• External stakeholders: Customers, suppliers, government, community
• Stakeholder identification and analysis helps in engagement and communication strategies. Players, Athletes, Members General public Leagues, Clubs Sport Organisation Government Sport Fans Partner organization, Member associaions Sponsors, Bussiness Partners

Stakeholder Categories

Project Stakeholder Management · Suppliers · Customers · End Users · Regulatory Bodies · Governing Bodies · PMOs · Steering Committees · Project Manager · Project Management Team · Project Team Soruce: PMBOK® 7th Edition, edited by PMI®. ISBN-10: 1628256648

Project Concept Definition

Let's work ...

1. Define the Project Concept
1. Project Name: Give your project a clear and engaging title.
2. Project Purpose: Why is this project important? What problem does it address in the sports industry?
3. Target Audience: Who will benefit from this project (e.g., athletes, youth, community members, fans, sponsors)?
4. Key Deliverables: What are the main outcomes of the project (e.g., event execution, facility construction, new program launch)?
2. Analyze the Organizational Environment
1. PESTLE + SWOT (External + Internal factors than could influence)
3. Discuss Project Feasibility
1. Resources Needed: What key resources (people, equipment, budget) would be required?
2. Potential Risks: Identify at least two potential risks and how they could be mitigated.
3. Stakeholders: List key stakeholders (e.g., sponsors, government bodies, athletes, media).