ILU Project Management Training Project Management II Project Execution, Control and Closure.
Chapter 14 Project Closure
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Chapter 14 Project Closure © McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education.
Transcript of Chapter 14 Project Closure
Chapter 14
Project Closure
© McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education.
© McGraw-Hill Education. 14-2
Where We Are Now
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Learning Objectives
1. Identify different types of project closure
2. Understand the challenges of closing out a project
3. Explain the importance of a project audit
4. Know ho to use project retrospectives to obtain lessons learned
5. Assess level of project management maturity
6. Provide useful advice for conducting team performance reviews
7. Provide useful advice for conducting performance reviews of project members
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Chapter Outline
14.1 Types of Project Closure
14.2 Wrap-up Closure Activities
14.3 Project Audits
14.4 Post-Implementation
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FIGURE 14.1 Project Closure and Review Deliverables
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Project Closure
• Types of Project Closure
– Normal
– Premature
– Perpetual
– Failed Project
– Changed Priority
• Close-out Plan: Questions to be Asked
– What tasks are required to close the project?
– Who will be responsible for these tasks?
– When will closure begin and end?
– How will the project be delivered
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TABLE 14.1 Wrap-up Closure Checklist (1 of 2)
TaskCompleted?
Yes/No
Team
1Has a schedule for reducing project staff been developed and accepted?
2 Has staff been released or notified of new assignments?
3 Have performance reviews for team members been conducted?
4Has staff been offered outplacement services and career counseling activities?
Vendors/contractors
5 Have performance reviews for all vendors been conducted?
6 Have project accounts been finalized and all billing closed?
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TABLE 14.1 Wrap-up Closure Checklist (2 of 2)
TaskCompleted?
Yes/No
Customer/Users
7 Has the customer signed-off on the delivered product?
8Has an in-depth project review and evaluation interview with the customer been conducted?
9Have the users been interviewed to assess their satisfaction with the deliverables? With the project team? With vendors? With training? With support? With maintenance?
Equipment and facilities
10 Have project resources been transferred to other projects?
11 Have rental or lease equipment agreements been closed out?
12 Has the date for the closure review been set and stakeholders notified?
Attach comments or links on any tasks you feel need explanation.
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Implementing Project Closedown
1. Getting delivery acceptance from the customer
2. Shutting down resources and releasing them to new uses
3. Reassigning project team members
4. Closing accounts and seeing all bills are paid
5. Delivering the project to the customer
6. Creating a final report
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Project Audits (1 of 2)
• Examine project success and review why the project was selected.
• Include a reassessment of the project’s role in the organization’s priorities.
• Include a check on the organizational culture and external factors.
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Project Audits (2 of 2)
• When to perform the project audits:
– In-process project audits
Concentrate on project progress and performance.
Perform early in projects to allow corrective changes.
– Post-project audits
Emphasize on improving the management of future projects.
Include more detail and depth than in-process project audits.
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Guidelines for Conducting a Project Audit
1. The philosophy must be that the project audit is not a witch hunt.
2. Comments about individuals or groups participating in the project should be minimized.
3. Audit activities should be sensitive to human emotions and reactions.
4. Accuracy of data should be verifiable.
5. Senior management should announce support for the project audit.
6. The objective of project audits is not to prosecute but to learn and conserve valuable organization resources where mistakes have been made.
7. The audit should be completed as quickly as is reasonable.
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The Project Audit Process
• Initiating and Staffing
– Depends primarily on organization and project size
– The outcome must represent an independent, outside view of the project.
• Data Collection and Analysis
– Gather information and data to answer questions from:
Organization view
Project team view
• Reporting
– The report attempts to capture needed changes and lessons learned from a current or finished project.
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A Common Outline for Project Audit Reports (1 of 2)
• Classification
– Project type
– Size
– Number of staff
– Technical level
– Strategic or support
• Analysis
– Project mission and objectives
– Procedures and systems used
– Organization resources used
– Outcomes achieved
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A Common Outline for Project Audit Reports (2 of 2)
• Recommendations
– Technical improvements
– Corrective actions
• Lessons Learned
– Reminders
– Retrospectives
• Appendix
– Backup data
– Critical information
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Project Retrospectives
• Retrospectives
– Denote specific efforts at identifying lessons learned on projects.
• An Independent Facilitator
– Guides the project team through the analysis project activities.
– Uses several questionnaires focusing on project operations and on how the organization’s culture impacted project success and failures.
– Visits one-on-one with project participants to dive deeper into cause-effect impacts.
– Leads a team retrospective session.
– Works with the team to develop a system that prioritize information for different recipients.
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Project Process Review Questionnaire (1 of 3)
1. Were the project objectives and strategic intent of the project clearly and explicitly communicated?
2. Were the objectives and strategy in alignment?
3. Were the stakeholders identified and included in the planning?
4. Were project resources adequate for this project?
5. Were people with the right skill sets assigned to this project?
6. Were time estimates reasonable and achievable?
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Project Process Review Questionnaire (2 of 3)
7. Were the risks for the project appropriately identified and assessed before the project started?
8. Were the processes and practices appropriate for this type of project? Should projects of similar size and type use these systems? Why/why not?
9. Did outside contractors perform as expected? Explain.
10. Were communication methods appropriate and adequate among all stakeholders? Explain.
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Project Process Review Questionnaire (3 of 3)
11. Is the customer satisfied with the project product?
12. Are the customers using the project deliverables as intended? Are they satisfied?
13. Were the project objectives met?
14. Are the stakeholders satisfied their strategic intents have been met?
15. Has the customer or sponsor accepted a formal statement that the terms of the project charter and scope have been met?
16. Were schedule, budget, and scope standards met?
17. Is there any one important area that needs to be reviewed and improved upon? Can you identify the cause?
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TABLE 14.3 Organizational Culture Review Questionnaire (1 of 2)
1. Was the organizational culture supportive for this type of project?
2. Was senior management support adequate?
3. Were people with the right skills assigned to this project?
4. Did the project office help or hinder management of the project? Explain.
5. Did the team have access to organizational resources (people, funds, equipment)?
6. Was training for this project adequate? Explain.
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TABLE 14.3 Organizational Culture Review Questionnaire (2 of 2)
7. Were lessons learned from earlier projects useful? Why? Where?
8. Did the project have a clear link to organizational objectives? Explain.
9. Was project staff properly reassigned?
10. Was the Human Resources Office helpful in finding new assignments? Comment.
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FIGURE 14.2 Project Management Maturity Model
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Post-Implementation Evaluation
• Reasons for Poor-Quality Project Performance Evaluations:
– Evaluations of individuals are left to supervisors of the team member’s home department.
– Typical measures of team performance center on time, cost, and specifications.
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Pre-Implementation Conditions: Team (1 of 2)
1. Do standards for measuring performance exist? (You can’t manage what you can’t measure.) Are the goals clear for the team and individuals? Challenging? Attainable? Lead to positive consequences?
2. Are individual and team responsibilities and performance standards known by all team members?
3. Are team rewards adequate? Do they send a clear signal that senior management believes that the synergy of teams is important?
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Pre-Implementation Conditions: Team (2 of 2)
4. Is a clear career path for successful project managers in place?
5. Is the team empowered to manage short-term difficulties?
6. Is there a relatively high level of trust emanating from the organization culture?
7. Are there criteria beyond time, cost, and specifications?
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TABLE 14.4 Sample Team Evaluation and Feedback Survey
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Project Performance Evaluation: Individual
• Performance Assessment Responsibilities:
– Functional organization or functional matrix: the individual’s area manager.
The area manager may solicit the project manager’s opinion of the individual’s performance on a specific project.
– Balanced matrix: the project manager and the area manager jointly evaluate an individual’s performance.
– Project matrix and project organizations: the project manager is responsible for appraising individual performance.
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Conducting Performance Reviews
• Begin by asking the individual to evaluate his or her own performance.
• Avoid drawing comparisons with other team members; rather, assess the individual in terms of established standards and expectations.
• Focus criticism on specific examples of behavior rather than on the individual personally.
• Be consistent and fair in treatment of all team members.
• Treat the review as one point in an ongoing process.
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Individual Performance Assessment
• Multiple rater appraisal (360-degree feedback)
– The objective is to identify areas for individual improvement.
– Involves soliciting feedback concerning team members’ performance from all of the people that their work affects.
Project managers, area managers, peers, subordinates, and customers
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Key Terms
• Lessons learned
• Performance review
• Project closure
• Project evaluation
• Project facilitator
• Retrospective
• Team evaluation
• 360-degree review
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Appendix 14.1Project Closeout Checklist
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Project Closeout Checklist (1 of 3)
Item StatusComments/Plan
to Resolve
1Have all the product or service deliverables been
accepted by the customer?
1.1Are there contingencies or conditions related to the
acceptance? If so, describe in the Comments.
2Has the project been evaluated against each
performance goal established in the project performance plan?
3Has the actual cost of the project been tallied and
compared to the approved cost baseline?
3.1Have all approved changes to the cost baseline
been identified and their impact on the project documented?
4Have the actual milestone completion dates been
compared to the approved schedule?
4.1Have all approved changes to the schedule baseline
been identified and their impact on the project documented?
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Project Closeout Checklist (2 of 3)
Item StatusComments/Plan
to Resolve
5
Have all approved changes to the project scope been identified and their impact on the performance, cost, and schedule baselines documented?
6Has operations management formally accepted
responsibility for operating and maintaining the product(s) or service(s) delivered by the project?
6.1
Has the documentation relating to operation and maintenance of the product(s) or services(s) been delivered to, and accepted by, operations management?
6.2Has training and knowledge transfer of the
operations organization been completed?
6.3
Does the projected annual cost to operate and maintain the product(s) or service(s) differ from the estimate provided in the project proposal? If so, note and explain the difference in the Comments column.
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Project Closeout Checklist (3 of 3)
Item StatusComments/Plan
to Resolve
7Have the resources used by the project been
transferred to other units within the organization?
8Has the project documentation been archived or
otherwise disposed of as described in the project plan?
9Have the lessons learned been documented in
accordance with the Commonwealth Project Management guideline?
10Has the date for the post-implementation review
been set?
10.1Has the person or unit responsible for conducting
the post-implementation review been identified?
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Appendix 14.2Euro Conversion-Project Closure
Checklist
© McGraw-Hill Education. 14-36
Euro Conversion—Project Closure Checklist
© McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education.
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