chapter 14 project implementation, closure, and evaluation copyright 2012 john wiley & sons,...

Chapter 14

Project Implementation, Closure, and Evaluation

Copyright 2012 John Wiley & Sons, Inc.14-1

Announcements/Upcoming

Next Week – Chapter 13 Ethics & Leadership

Final Exam – Mon, Dec 8th: 11:30 – 2:30

Today – Chapter 14• Implementation Plans• Administrative Closure• Closing the Project• Project Evaluation

14-2Copyright 2012 John Wiley & Sons, Inc.

Generic Project Life Cycle

An IT Project Methodology

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Project Implementation

Focuses on installing or delivering the project’s major deliverable – the information system that was built or purchased

Three general tactical implementation plans:

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Direct Cutover

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Direct Cutover

May be appropriate when:

Risks associated with direct cutover:

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Parallel

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Parallel

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May be appropriate when:

Risks associated with parallel cutover:

Phased

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Phased

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May be appropriate when:

Risks associated with phased cutover:

What should be used?

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Cutover

Parallel

Phased

Administrative Closure

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Administrative Closure

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Realities of Project Closure…..

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Project Sponsor Acceptance

Shortsighted vs. Knowledgeable Sponsors

Likelihood of acceptance improved when: Acceptance criteria clearly defined in the early stages of

project Completion of all project deliverables and milestones

thoroughly documented

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From an administrative view, closure allows for all loose ends to be tied up. From a psychological perspective, it provides all of the project stakeholders with a sense that the project was under control from the beginning through to its end.

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Administrative Closure – Final Project Report

The Final Project Report includes

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Administrative Closure – Final Meeting/Presentation

The Final Meeting and Presentation

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Closing the Project – requirements include:

1. Verifying that all deliverables and open items are complete.

2. Verifying the project sponsor or customer’s formal acceptance of the project.

3. Organizing and archiving all project deliverables and documentation.

4. Planning for the release of all project resources (i.e., project team members, technology, equipment, facilities, etc.).

5. Planning for the evaluations and reviews of the project team members and the project itself.

6. Closing of all project accounts. 7. Planning a celebration to mark the end of a

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Project Evaluation

Individual Performance Review Begin with the individual evaluating his/her performance. Avoid “Why can’t you be more like….?” Focus on specific behaviors, not the individual. Be consistent and fair. Reviews should provide a consensus on improving

performance.

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Project Evaluation - Postmortem Review

Between Project Manager and Project Team .

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Project Evaluation – Project Audit

Preferably performed by an outside Auditor who should:

• Have no direct involvement or interest in project. • Be respected and viewed as impartial and fair. • Be willing to listen. • Present no fear of recrimination from special interests. • Act in the organization’s best interest. • Have broad base of project and/or industry

experience.

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Project Evaluation

Evaluating Project Success

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