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