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    Add as FriendProject Closure

    by: Rogers

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    1 :
    2 : Where We Are Now 14–2
    3 : Major Tasks of Project Closure Evaluate if the project delivered the expected benefits to all stakeholders. Was the project managed well? Was the customer satisfied? Assess what was done wrong and what contributed to successes. Identify changes to improve the delivery of future projects. 14–3
    4 : Project Monitoring Activities A review of why the project was selected. A reassessment of the project’s role in the organization’s priorities. A check on the organizational culture to ensure it facilitates the type of project being implemented. An assessment of how well the project team is functioning well and if its is appropriately staffed. A check on external factors that might change where the project is heading or its importance. A review of all factors relevant to the project and to managing future projects. 14–4
    5 : Project Closure and Review Deliverables FIGURE 14.1 14–5
    6 : 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? 14–6
    7 : Wrap-up Closure Checklist TABLE 14.1 14–7
    8 : Implementing Closedown Getting delivery acceptance from the customer. Shutting down resources and releasing to new uses. Reassigning project team members. Closing accounts and paying all bills. Evaluating the project team, project team members, and the project manager. 14–8
    9 : Creating the Final Report Executive Summary Project goals met/unmet Stakeholder satisfaction with project User reactions to quality of deliverables Analysis Project mission and objective Procedures and systems used Organization resources used Recommendations Technical improvements Corrective actions Lessons Learned Reminders Retrospectives Appendix Backup data Critical information 14–9
    10 : Project Performance Evaluations Reasons for Poor-Quality Project Performance Evaluations: Evaluations of individuals are left to supervisors of the team member’s home department. Typically measure team performance only on time, cost, and specifications. 14–10
    11 : Pre-Implementation Conditions: Team Are standards and goals for measuring performance clear, challenging, and attainable? Lead to positive consequences? Are responsibilities and performance standards known by all team members? Are team rewards adequate? Management believes teams are important? Is there a career path for successful project managers Does the team have discretionary authority to manage short-term difficulties? Is there a high level of trust within the organization culture? Are there criteria beyond time, cost, and specifications? 14–11
    12 : Sample Team Evaluation and Feedback Survey TABLE 14.2 14–12
    13 : 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. 14–13
    14 : 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 behaviors 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. 14–14
    15 : Individual Performance Assessment Multirater appraisal (“360-degree feedback) Involves soliciting feedback concerning team members’ performance from all of the peoplethat their work affects. Project managers, area managers, peers, subordinates, and customers. 14–15
    16 : Retrospectives Lessons Learned An analysis carried out during and shortly after the project life cycle to capture positive and negative project learning—“what worked and what didn’t?” Goals of Retrospectives To reuse learned solutions To stop repetitive mistakes 14–16
    17 : Retrospectives (cont’d) Barriers to Organizational Learning Lack of post-project time for developing lessons No post-project direction or support for teams Lessons become blame sessions Lessons are not applied in other locations Organizational culture does not recognize value of learning 14–17
    18 : The Value of Retrospective Analyses Making Retrospectives Effective: Use an independent facilitator to guide the project team through the analysis project activities. Include a minimum of three in-process learning gates during the life project cycle. Designate a team member as owner for each point in the retrospective. Develop an easy-to-use learning repository to ensure future utilization of retrospective lessons. Mandate use of retrospectives as part of the normal process for all projects. 14–18
    19 : Characteristics of a Facilitator No direct involvement or direct interest in the project. Perceived as impartial and fair Respect of senior management and other project stakeholders. Willingness to listen. Independence and authority to report results without fear of recriminations from special interests. Perceived as having the best interests of the organization in making decisions. Broad-based experience in the organization or industry. 14–19
    20 : Initiating the Retrospective Review Have automatic times or points when reviews will take place. Avoid surprises. Conduct reviews carefully and with sensitivity Review staff must independent from the project. Review reports need to be used and accessible. Reviews support organizational culture Project closures should be planned and orderly. Certain “core conditions” must be in place to support team and individual evaluation. Conduct individual and team evaluations separate from pay or merit reviews. 14–20
    21 : The Retrospectives Process FIGURE 14.2 14–21
    22 : Conducting a Retrospective Analysis Initiation and Staffing Data Collection and Analysis Reporting 14–22
    23 : Project Process Review Questionnaire TABLE 14.3 Were the project objectives and strategic intent of the project clearly and explicitly communicated? Were the objectives and strategy in alignment? Were the stakeholders identified and included in the planning? Were project resources adequate for this project? Were people with the right skill sets assigned to this project? Were time estimates reasonable and achievable? Were the risks for the project appropriately identified and assessed before the project started? Were the processes and practices appropriate for this type of project? Should projects of similar size and type use these systems? Why/why not? Did outside contractors perform as expected? Explain. Were communication methods appropriate and adequate among all stakeholders? Explain. Is the customer satisfied with the project product? Are the customers using the project deliverables as intended? Are they satisfied? Were the project objectives met? Are the stakeholders satisfied their strategic intents have been met? Has the customer or sponsor accepted a formal statement that the terms of the project charter and scope have been met? Were schedule, budget, and scope standards met? Is there any one important area that needs to be reviewed and improved upon? Can you identify the cause? 14–23
    24 : Organizational Culture Review Questionnaire TABLE 14.4 Was the organizational culture supportive for this type of project? Was senior management support adequate? Were people with the right skills assigned to this project? Did the project office help or hinder management of the project? Explain. Did the team have access to organizational resources (people, funds, equipment)? Was training for this project adequate? Explain. Were lessons learned from earlier projects useful? Why? Where? Did the project have a clear link to organizational objectives? Explain. Was project staff properly reassigned? Was the Human Resources Office helpful in finding new assignments? Comment. 14–24
    25 : Archiving Retrospectives Classifying of Projects: Project type Size Staffing Technology level Strategic or support Issues and problems Project mission and objectives Procedures and systems used Organization resources used 14–25
    26 : Key Terms Lessons learned Organization evaluation Performance review Project closure Project evaluation Project facilitator Retrospective Team evaluation 360-degree review 14–26
    27 : Appendix 14.1 Project Closeout Checklist
    28 : Project Closeout Checklist 14–28
    29 : Appendix 14.2 Euro Conversion—Project Closure Checklist
    30 : Euro Conversion—Project Closure Checklist 14–30

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