Walk me through the project lifecycle? - Google Project Mgmt
Google Project Management Interview Question and Answers - Walk me through the project lifecycle?
I view the project lifecycle through the PMBOK process groups:
Initiating
Planning
Executing
Monitoring & Controlling
Closing.
Those five groups are cyclical and iterative, you plan, you execute, you measure and control, and you adjust, until you close. Underneath that, I always map lifecycle stages to business milestones (concept → design → build → transition → operate) so stakeholders can see progress in business terms, not just tasks.
1) Initiation : Define the why and get authorization
Objective: Establish the business case, define success, identify key stakeholders, and obtain formal authorization to invest resources.
Key activities I lead
Clarify business rationale and measurable benefits (benefits hypothesis).
Draft the Project Charter with scope outline, objectives, costs, schedule horizon, key risks, assumptions, and sponsor sign-off.
Identify stakeholders and do an initial stakeholder analysis (influence / interest matrix).
Establish high-level governance: steering committee, sponsor cadence, decision rights.
Define initial constraints and acceptance criteria.
Typical outputs / artifacts
Project Charter (signed)
Stakeholder register (initial)
High-level milestone roadmap
Initial risk log
What I emphasize to hiring managers: Get the sponsor aligned early. A signed charter reduces late-scope debates and gives the team clear authority to proceed.
2) Planning : Translate intent into a delivery plan
Objective: Produce a realistic, approved plan that balances scope, schedule, cost, quality, risk, resources, procurement, and communications.
Key activities I lead
Break down scope into a WBS and produce deliverables-based schedule (task dependencies, critical path).
Estimate effort and cost (combining top-down and bottom-up techniques), set contingency and management reserves.
Create resource plan and role RACI (who does what).
Develop risk register and response plans (qualitative → quantitative as needed).
Define quality criteria, test strategy, and acceptance processes.
Build a change control process and governance for scope/requirements changes.
Craft a communications plan tailored to stakeholder needs (executive dashboard, steering pack, team standups).
Prepare procurement strategy and vendor evaluation criteria if applicable.
Typical outputs / artifacts
Integrated project plan (schedule, budget, resource plan)
Risk register + risk response plans
Quality management plan, test plans
Change control board (CCB) charter and change request template
Communication matrix and reporting cadence
What I emphasize: I obsess over three things in planning, traceability (requirements → deliverables → acceptance), realistic estimates (not wishful thinking), and a clear change control path so the team doesn’t drift.
3) Execution : Build the deliverables
Objective: Deliver the project outputs while managing people, vendors, and scope to plan.
Key activities I lead
Mobilize the team and establish ways of working (ceremonies, sprint cadence, or stage gates).
Manage and remove impediments, unblock the team, and protect them from noise.
Execute procurement and vendor management activities.
Ensure quality gates and testing occur per plan.
Maintain stakeholder engagement: demos, reviews, steering meetings.
Implement approved changes via the change control process.
Typical outputs
Working deliverables / product increments
Status reports and dashboards
Updated risk register and issue log
What I emphasize: Execution is where the plan meets reality. My role becomes orchestration: remove roadblocks, enforce quality, and make fast, informed trade-offs aligned with sponsor priorities.