Project management ABC: P for phase control

Project phase management: A guide to success in every project

What are phase control and a project phase?

Phase control describes the structured planning and monitoring of a project in several successive steps. These steps – also known as project phases – form the framework for the project and help to divide complex tasks into manageable units. The project phases vary depending on the method and project, but often follow a similar pattern. A project phase is a clearly defined period within a project, separated by milestones. These phases are intended to deliver important results and provide an opportunity for reflection and reorientation before the project moves on to the next phase. In most models, the phases run sequentially or partially overlap.
Phase control allows progress to be systematically monitored and potential deviations to be identified at an early stage. This step-by-step approach not only improves transparency and structure, but also helps project teams to use their resources efficiently and achieve the desired goals.

The challenges of phase planning

• Limited flexibility: Detailed advance planning can make changes more difficult to implement, especially if requirements are unclear.
• Potential for routine errors: Routinized processes could cause creative solutions to fade into the background and less questioning to take place.
• Technocratic planning: Strict phasing can be a hindrance, especially in innovative projects, as they quickly reach their limits when unforeseen requirements arise.

Phase models at a glance

The phases of a project are usually quite similar, but can differ depending on the project type and methodology. In practice, projects are often divided into four or five main phases:

4-phase model

The 4-phase model is a very pragmatic model that divides projects into these phases:

1. Project definition: At the start of the project, basic details are determined, such as the benefits of the project, its feasibility or the project management. The phase ends with a target definition and the official project assignment.
2. Project planning: The project plan is then drawn up, including deadlines, costs and project content, resource allocation and, if not already done, a stakeholder and risk analysis.
3. Project implementation and controlling: This is followed by the implementation and monitoring of project activities. This is usually the longest phase of a project, as the defined results are developed during this phase.
4. Project completion: Once the project result is available, it is accepted, the project is documented and the project results are evaluated.

5-phase model (e.g. according to PMI)

The 5-phase model organizes projects according to project management processes. These processes do not necessarily run in sequence. Some of them have to be repeated, e.g. for sub-projects. They can also overlap. The 5-phase structure is closely based on PMI’s PMBOK® Guide, is used worldwide and is often used in comprehensive projects. It consists of the following phases:

1. Initiation: The initiation phase is used for rough planning and the decision to start the project. In other words, the benefits are defined, feasibility is checked, a project assignment is defined and the project is formally launched.
2. Planning: Detailed planning of the project begins during the initiation phase. For example, the budget, schedule, resources and quality are planned. A work breakdown structure is defined, milestones are assigned and resources are allocated. Risks are analyzed and a communication plan is drawn up for the stakeholders.
3. Execution: The project plan is implemented during the execution phase.
4. Monitoring: Continuous monitoring and control of project activities takes place parallel to execution. This monitors whether the budget, schedule and quality are being adhered to.
5. Completion: In the closing phase, the project is ended as soon as the defined result has been delivered and accepted. A final project report is prepared, the project is evaluated and the project team is formally disbanded.

International models and industry-specific approaches

In addition to the PMBOK® Guide or DIN 69901, PRINCE2, Lean Six Sigma and HERMES also offer frameworks that structure projects into different phases. However, there are numerous other models and industry-specific approaches. Some particularly frequently used examples are

HOAI (Fee Structure for Architects and Engineers, Germany)

The HOAI model divides the project process into nine service phases, which are particularly important in the construction industry as they define the contractual basis for planning services. The phases ensure transparency and facilitate project controlling in the construction industry. They are based on the traditional construction process and are binding for architects and engineers in order to ensure quality standards. The phases are

1. Basic determination
2. Preliminary planning (project and planning preparation)
3. Design planning
4. Approval planning
5. Implementation planning
6. Preparation of the award
7. Participation in the awarding of contracts
8. Project supervision (construction supervision and documentation)
9. Property management and documentation

SIA (Switzerland)

In Switzerland, the Swiss standard SIA 112 defines the phase structure for construction projects and is similar to the HOAI model, but adapted to Swiss requirements. This model also provides a clear structure with guidelines for architectural and engineering firms and thus enables accurate cost recording and invoicing. At the same time, the SIA model provides detailed instructions and supports construction projects with clear guidelines to maintain quality standards and create transparent communication structures. The SIA divides construction projects into six main phases:

1. Strategic planning
2. Preliminary study
3. Project planning
4. Invitation to tender
5. Realisation
6. Management

RIBA Plan of Work (Royal Institute of British Architects, Great Britain)

The RIBA Plan of Work was developed by the Royal Institute of British Architects (RIBA) and is a widely used structure for managing the phasing of construction projects in the UK. The plan is divided into eight phases that accompany construction projects from conception to commissioning. The model creates clear structures and roles by precisely defining each project stage. It is also regularly updated to reflect the latest standards and requirements. The phases are:

1. Strategic definition: Clarification of the project objectives and development of the overall purpose.
2. Preparation and Brief: Development of a clear project brief and an initial planning strategy.
3. Concept design: Creation of a basic concept that visually and functionally implements the project requirements.
4. Developed Design: Further development of the concept, including technical details and budget.
5. Technical Design: Preparation of detailed technical plans that meet all construction requirements.
6. Construction: The actual construction phase in which the project is realized.
7. Handover and Close Out: Handover of the completed project to the client and closing.
8. In Use: Evaluation of the use of the building and optimization if necessary.

AIA (American Institute of Architects, USA)

The approach of the American Institute of Architects (AIA) also defines phases for the course of the project and is specifically geared towards the North American market. The AIA methodology emphasizes clear contract structures and makes it possible to precisely monitor and document the construction process. The phase structure creates a reliable basis on which clients, architects and contractors can work together efficiently. The AIA phase structure is similar to the RIBA approach and comprises five main phases for construction and architectural projects:

1. Schematic Design (SD): Development of a rough design that meets the basic requirements and contains initial plans.
2. Design Development (DD): Further development of the design with more detailed technical and aesthetic elements.
3. Construction Documents (CD): Creation of detailed construction and implementation plans that are used for approvals and tenders.
4. Bidding or Negotiation: Selection of construction companies and negotiation of the construction contract.
5. Construction Administration (CA): Monitoring of the construction work by architects to ensure compliance with the plans.

Flexibilization of phase control

Traditional phase management can be very restrictive for projects that require a high degree of flexibility. In such cases, agile methods such as SCRUM or Lean Six Sigma are often a better choice, as their shorter and easily adaptable planning cycles and focus on adaptability allow for a more flexible response to changes.
However, if the structure of phase control is required while its limitations are to be reduced, hybrid approaches can be a solution. For example, the introduction of iterative cycles or agile elements such as sprints within the phases can make it easier to take changes into account without losing the structure of the phases. Modular project management, in which the project is divided into smaller, independent modules, allows necessary changes or new findings from one module to be immediately incorporated into the planning of other modules without having to stop the entire project. Flexible milestones (conditional milestones) or gates serve as dynamic decision points so that when the milestone is reached, it is first checked whether the next phase can start immediately or whether adjustments are required. A dynamic planning phase (rolling wave planning) also contributes to this, in which only the current upcoming phase is planned in detail, while further phases are only specified at a later date.

Conclusion

Regardless of which approach is followed, structured phase planning has proven its worth as it provides clear orientation and increases efficiency. However, especially for projects that require a high degree of flexibility, phase management can be too restrictive. It is therefore important that project managers choose a structure that meets their project requirements.

Learn more about the project and portfolio management software myPARM:

Would you like to get to know myPARM in a demo?
Then make an appointment with us right away!