Ogr Project Life Cycle

2.2 Project Life Cycle

Thru the analysis of OGR project’s Gantt chart in appendix 3, a PMI model was used to present OGR project passes through from its initiation to its closure (PMI, 2013).

(figure1)

As illustrated in figure 1, there are four phases begins with the submission of candidate to bid as the games hosting city until execution of the Games. Time frame for the whole project life cycle was taken for about ten years.

At the initiating and planning stage, cost and staffing required are low levels, peak as the work is carried out at execution stage, and drop rapidly as the project draws to a close as illustrates in figure 1. However for risk and uncertainty levels are the greatest at the start of OGR project. These factors decrease

3. SCOPE MANAGEMENT ANALYSIS

Scope management is the process of spell out the required work of a project, and ensure all the work is accomplished (PMI, 2013). For PMI, managing the project scope is primarily concerned with defining and controlling what is and is not included in the project. While PRINCE2 has different perspective compare with PMI in scope. PRINCE2 is more focus in methodology and tools which the scope is happen in initiating stage including creating of product breakdown structure as stated at table 7. In dealing with change scope, it is covered in the controlling stage with control component and techniques.

(table7)

Larson and Gary (2014)’s scope management only come with five steps. Work Breakdown Structure (WBS) is their main focus. In controlling scope, Larson and Gary only in WBS instead of consider any scope outside from WBS. For scope management on mega project like OGR, a comprehensive and simplified process as PMI is needed to ensure each entity understands the scope of the project and agrees upon exactly how the project’s goals will be

Bourne and Walker (2006) agreed with PMI in indentifying, prioritized and develop stakeholders’ engagement strategy, but there are no control action found. In ISO 21500 (2012), plan stakeholder and control stakeholder engagement is not take into consideration as it was newly added by PMI in its 5th edition. In conclusion, PMI has presented the most comprehensive processes in stakeholder management.

(table10)

As compare PMI’s stakeholder management processes with OGR, OGR has accomplished the entire processes requirement. However, to fulfilled all stakeholders expectation in a mega project is a huge challenge. Therefore, during the analysis in table 10, there are still some limitation in management and control stakeholder