The
projects must be adequately planned, structuralized and followed so that the objective tracings are reached of form it accomplishes to the ending of the implantation.
One way to systemize the projects consists of divide them in cycles of life and kinds of managements (of people, costs, time, quality, supply, and others) that they will participate of the diverse phases of these cycles of life.
Concerning to the development, some authors characterize the cycles that initiate and finish in uncurling of the project as the following ones: initiation, planning, execution, control and closing. After the initiation, where the project is approved and given the “initial kick”, comes the
cycle of the planning and, after that, the
execution and the control that practically occur together. The biggest load of work generally occurs during the control and execution cycles. In these phases, new re-planning is carried out, so that the project “must keep on the tracks”. At the end, it is arrived the cycle of the
closing of the project. When the closing phase arrives, steps are taken so that the result of the project is delivers to the customer, proceedings themselves it the releases due next to the Public Administration, Firemen etc., to the legal proceedings and the necessary countable closings. The agreement must exist between the involved parts of that, to the end of the project, it is really complete, free of things to to, not lacking something still to be made or to be finished.
Although the load of execution work if has practically locked up, the team of the project does not have total to be dissolved. The supply contracts must formally be closed, as well as the last payments and eventual penalties, pledge-guarantees set free and are returned to the suppliers. The result of the execution of the project (either relative the goods, processes or services) will leave of being of the makers and will pass to the final customer, from the emission a formal term of closing, term of deliver, or of definitive acceptance for the customer.
After the delivery phase, begins to the customer a new cycle: the cycle of the operation. During the cycle of the operation the customer will go to come across itself, beyond the operational costs, with the
costs of maintenance, of the stops and, to the end of the useful life, with the costs of deactivation and of the discarding. In some cases, the
performance of the new projects, in the initial periods of training of operation, arrives to be inferior at the ones of the old systems that were in operation and that they had been substituted. A classic example that still remains current is the “Curve of Murphy”, that it demonstrates the real performance of the new industrial projects at the beginning of the period of operation is always below of the expectations of the project. In other words, the “
Law of Murphy” occurs in practically all the processes of implantation of new industrial technologies.
The real performance takes a certain time until arriving at the superior values of performance waited by the project. Diverse authors call this behavior of “learning curve”. Although the form of the curve, and also the time to arrive itself at the waited performance, can vary of agreement with the type of project, the basic standard remains the same in different analyzed scenes. During the period of the “curve of learning”, new adjustments and, consequently, relative costs to these steps are incurred, until the real performance reaches the waited platform of the new project. The closing phase also is called phase of the learned lessons, therefore each project always have its particularities bringing new lessons. It is recommended that the team of the project elaborates and argues a summary rocking of the successes and failures of the executed works, emitting a final report. This final report aims at the learning and the improvement of the performance in future projects, by means of thelearned lessons and of the rocks that had been removed throughout the way…
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