chapters 10 closing

8/17/2019 Chapters 10 Closing

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CLOSING

CHAPTER 10


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At the end of this chapter you will:

Know what is needed for project completion

Recognise mechanisms for learning and process

improvements Be able to provide a business case (through cost

and quality analysis)

What does it take to close projects?

Final adjustments (completing the final 10%)

CLOSING PROJECTS


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There are several things to note that should be done at this stage:

• CLOSURE

▫ Project is to be closed in a formal manner

▫ Handover

•DOCUMENTATION

▫ Documentation should be complete and distributed (external and

internal reports)

• REVIEWING PERFORMANCE

▫ Project and people performance review

• IMPROVING PROJECT PERFORMANCE

▫ Project matures with time

• RELEASE RESOURCES

▫ When everything is completed, we move on to a new project

CLOSING PROJECTS


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The purpose of documentation:

To provide evidence that the project has been completed in

a proper manner

To indicate there should be no further activities that could add to

further cost charges

Legal termination of activities when customers sign-off

To provide guidance to customer or end user of i tem

operation and maintenance

To allow future work to have good start ing point from the

knowledge and lessons learned

DOCUMENTATION


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PROJECT REVIEWS

Why have feedback on project performance?

To review project scheduling for future projects

To review budget for future projects

To ensure quality is up to par with what was requested, if not

more To ensure stakeholders are satisfied

Why have feedback on pe ople performance?

To know what can be repeated and avoided

To identify training requirements To assess utility of individual for future teams

To encourage motivation in human capital

Staff appraisal


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IDENTIFYING KEY ISSUES

Identification for improvement

(Problem identification method)

Fishbone diagram

8Ms – machine, material, method, man-power,measurement, mother nature, management, maintenance

8Ps – product, price, place, promotion, people, process,

physical evidence, productivity

Pareto Analysis

5-Whys


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REVIEW - LEARNING BEFORE DOING

Training & education

Consultants


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REVIEW – LEARNING BY DOING

Learning by doing would allow:

Studying of overall performance relative to constraints

Identification of areas where procedures have failed

Reporting on these areas and proposing of improvements

Establishing improved procedures

Source: Harvey Maylor . “Project Management, 4th Edition” Prentice Hall. 2010


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COST REVIEW

Cost of quality:

Prevention

Quality planning, training, supplier development,

maintenance of test equipment

Appraisal

Quality checking, testing and quality control, analysis of

reporting quality data, storage of test records

Failure

Internal – prototype failure, changing and rectifying due topoor design, failure due to lack of knowledge

External – replacement of product due to faulty goods,

rework, high maintenance due to poor quality products, loss

of repeat business, legal claims


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IMPROVING PROJECT PERFORMANCE

Flat-liners

Improvers

Wannabes

Performers

P E R F O R M A N C E

TIME / PROJECT MATURITY


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BENCHMARKING

A reference point of standard by which other phenomena

are judged against.

Key Performance Indicators (KPI) are adopted in projects / operations targeted to ensure time, budget and

customer satisfaction are met.

The objective is to find out how best performers perform

and compare against this.


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LEAN AND AGILE

Toyota introduced TPS in 199 0 focusing on the seven was tes –

identified by Toyota’s Lead Engineer – Taiicho Ohno

Transportation

Inventory

Motion – movement of information or people Waiting

Over-processing

Over-production

Defect

JIT (Just In Time) Strategy

Henry Ford “If it does not add val ue, it is waste.”

chapters 10 closing

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