Chapitre 2 : comprendre le cycle de vie de la gestion de projets

The biggest project lifecycle management challenges include scope creep, unclear requirements, resource constraints, communication breakdowns, and unrealistic timelines. Teams also might apply the wrong lifecycle for their specific project needs, which raises challenges. These problems often emerge when teams rush early phases, lose control of changes, or fail to manage handoffs between phases.

Here are the most common examples, identified by experts:

Scope Creep

Scope creep often appears when projects move from planned work into active delivery and review. Once the scope baseline is in place, teams need a structured way to evaluate new requests; otherwise, small additions accumulate, expectations shift, and the project drifts away from its original commitment.

As Dindin explains, this often happens at the boundary between execution and monitoring: “The initial scope is clean. The first demo generates enthusiasm. Enthusiasm generates requests. Requests get absorbed without anyone revisiting the original commitment.” he says. “One of our engineers put it well: ‘Once made live, projects like this often generate ten follow-up requirements.’ The discipline is saying ‘yes, in the next phase’ and actually meaning it.”

Learn all about scope creep, and how to prevent it, in this guide.

Unclear Requirements

Ambiguity about requirements can begin during initiation and planning  and then cascade into other problems, including scope creep. It happens when teams begin project work before they have clearly defined goals, constraints, assumptions, or stakeholder needs. That lack of clarity can lead to rework and misalignment later in the project lifecycle.

“Stakeholders request changes mid-project not because they’re difficult, but because they didn’t have enough information at the start to know what they actually needed,” says Umesh. “In my experience managing publishing technology projects across multiple organizations, the projects that stayed on track were the ones where we spent disproportionate time in initiation arguing about scope. That friction up front saved multiples of it later.”

Resource Management

Teams often fail to create realistic plans for timing, dependencies, and resource availability from planning into execution. Even if the project scope is clear, work can still fall behind when key people, tools, or inputs are not available when the next phase assumes they will be.

“Music projects especially feel like they should just start,” says Dyble. “There’s this creative pressure to get moving. When you skip planning, you end up with missing deadlines because you never actually mapped dependencies. You thought mixing could start while recording was still happening, but your engineer isn’t available. Recording takes longer. Everything cascades.”

To reduce those risks, teams should map dependencies early, confirm resource availability before execution begins, and build enough buffer into the schedule to absorb delays without disrupting the overall timeline.

Communication and Collaboration

Communication and collaboration often break down at key decision points in the project lifecycle. As a result, work can stall between phases while teams wait for decisions that were never clearly scheduled or assigned.

“Project managers should anticipate and include decision points directly in their project plans, adding them as tasks or milestones, with defined start and due dates, and with clear owners,” suggests Yazdani. “When decision points are visible in the timeline, decision-makers aren’t surprised and the team understands what must happen before moving forward.”

Skipped Closeout

After handing over key deliverables, teams often feel pressure to move on quickly to the next project or round of value creation. However, when organizations rush past closeout, they lose the final lifecycle phase that turns project experience into better decisions for future work.

As Umesh explains, “Skipping closeout means the organization keeps making the same mistakes across projects because no one captured what actually happened.” In order to avoid this risk, treat closeout as a required phase of the project lifecycle.

Unrealistic Timelines

Teams might set deadlines too early in the lifecycle, during the initiation or planning phases or before they fully understand scope, dependencies, constraints, or resource needs. If teams commit to timelines too early, the rest of the lifecycle gets shaped around assumptions that may not hold. This in turn increases pressure, compresses later phases, lowers morale, and makes delays or quality problems more likely.

Applying the Wrong Lifecycle to the Project

Teams sometimes choose their project lifecycle approach based on habit or preference instead of the actual needs of the work. When the lifecycle does not match the level of uncertainty, complexity, or expected change in the project, teams can create avoidable friction across phases. Learn about the types of project management lifecycles to determine which approach is best for your next project.