copyright course technology 2001 1 chapter 16: closing

Copyright Course Technology 2001 1

Chapter 16:Closing


What Is Involved in Closing Projects?

• Closing processes include gaining stakeholder acceptance of the final product and bringing the project or phase to an orderly end

• Closing verifies that all of the deliverables have been completed

• A project audit is often done


Transition Planning

• It is important to plan for and execute a smooth transition of the project into the normal operations of the company

• Most projects produce results that are integrated into the existing organizational structure

• Some projects require the addition of new organizational structures

• Some projects end by extinction or starvation


Table 16-1. Closing Processes and Outputs


Administrative Closure• Administrative closure involves

– verifying and documenting project results to formalize acceptance of the products produced

– collecting project records– ensuring products meet specifications– analyzing whether the project was successful and

effective– archiving project information for future use

• NWA had several reviews of the benefits of ResNet


Table 16-2. ResNet Benefits Results from March 1996 Benefits Review

Measurement ResultCall Handle Time 4.4% ReductionDirect Ticket Sales/100 Calls 6.0% IncreaseNew Hire Training Better Call Handle Time with 25% Less Training


ResNet Audit

• A formal audit was completed on December 10, 1996

• Two main questions addressed:– What benefits, in terms of selling and call handle

time, have been realized by the Reservations Department as a result of ResNet

– How do those real results compare with projected results in the PR2 plan?


Audit Answers to Questions• The Reservations Department has significantly increased

selling as a result of management leadership, the market environment, and the opportunities provided by ResNet as a selling tool

• While increased selling, new hires, E-ticket sales, and other factors have increased Reservations' average call handle time for 1996, statistics support a handle time benefit from ResNet conversion

• Of the two items audited, the higher than expected increase in selling compensated for the shortfall in call handle time, resulting in a net gain of $0.8 million to Northwest Airlines in 1996 versus the PR-2 projections.


Final Audit Report Results• ResNet greatly surpassed expectation• ResNet increased direct sales by 17.7% versus

the planned 5.5%• This increase in direct sales meant an

additional $2.3 million in 1996 commission savings

• In its first year of operation, ResNet saved Northwest Airlines over $15 million, and savings were over $33 million in the second year


Figure 16-1. Selling Impact of ResNetDirect sales greatly exceeded expectations!


Audit Methodology

• The audit methodology showed the amount of rigor that NWA put into its project audits and benefits measurement (see What Went Right?)

• Experts analyzed historical information and ensured that data was not biased

• Several statistical techniques were used to develop and measure the benefits of ResNet


ResNet Final Recognition Party and Personnel Transition

• Peeter and his team knew how important strong starts were, and they also wanted to have a strong finish

• A final recognition party celebrated everyone’s achievements on ResNet

• Peeter again authorized funds to hire actors to help organize fun events like the ResNet Rap performance


Figure 16-2. ResNet Developers’ Rap*

* Written by Nancy Desch

[click, click, click, click]Gotta Code, Code [click, click]Gotta Cooode, Code [click, click]Gotta Code, Code [click, click]Gotta Load…Gotta load to Code.

[click, click]We developed ResNet, yes siree..We hadta get it done in big hurry.

We were given a timeline that was set...the bosses said it must be met.

Started with some charts, listened to somecalls..spent lots of time, climbin the walls.

Hadta come in early, hadta stay real late…Hadda deadline comin, and it couldn’t wait.

[click, click]Gotta Code, Code [click, click]Gotta Cooode, Code [click, click]Gotta Code, Code [click, click]Gotta Load…Gotta load to Code.

[click, click, click, click]

Eleven applications make ResNet cool...But before we coded, we hadta go to school.

Popups, Quadrants, command cells too...How to make’em fit on a screen of blue?

Config class gave us an over view...Went to Baltimore to really get a clue.

Alpha test, Beta tests were a must...If we didn’t pass’em, we’d a had a bust.

[click, click]Gotta Code, Code [click, click]Gotta Cooode, Code [click, click]Gotta Code, Code [click, click]Gotta Load…Gotta load to Code.


National, International then Supervisor...By this time - everyone was wiser.

On came the Worldperks Application...That’s when we realized the fun begun.CTI, ResDoc, Iron Range too...Everything - suddenly, seemed brand new.

TBM and Rates together as one...Beta in Detroit, Fun, Fun, Fun.ET’s, DT’s, and MetroMail...Calculate those taxes for the next sale.

Specialty Sales 12 desks strong…Who would’ve thought they’d all belong.Consolidators, Groups, conventions andCruises..The way we’ve coded, nobody loses.

[click, click]Gotta Code, Code [click, click]Gotta Cooode, Code [click, click]Gotta Code, Code [click, click]Got a load…Gotta load to Code.


We built an application for CRC…Meal Dispatch and IMC.They call their office Jurassic Park…Now with ResNet they’re not in the dark.

Service Support had so much to doUsing ResNet, they’re right on Queue.

Sales Action Center, our grand finalee..built to help the travel agency.

Promote, distribute, activate...The IS group - kept us straight.With each new office to define...we hadta rely on our great hotline.

Challenging, though the task may beWe managed to keep our sanity.


What Went Wrong?

NWA still struggles with transferring people, roles, and responsibilities between projects and on-going operations. For example, there were problems after completing the Computer Telephony Integration (CTI) work for ResNet 1996…This lack of transition planning caused several conflicts after the ResNet project ended. Senior management had to intervene to resolve these conflicts.


Lessons Learned

• Although the ResNet team did not write any formal lessons learned, Peeter, Kathy, and Arvid shared the following advice:

– Let workers have fun

– Beginnings are important

– Top management support is critical

– Managing change is 50% of project management

– Make management reviews interactive

– Set realistic milestone dates, and then stick to the schedule as much as possible

– Plan at a workable level


ResNet+

• Business and market forces added new requirements to ResNet

• Arvid Lee led the ResNet+ project to add more capabilities to ResNet

• Project cost was $12.5 million, and it ran from July 1998 through May 2001

• NWA is focuses on business needs as the basis for ResNet+ and all new projects


New ResNet+ Functions

• New business functions: Changes were made due to a new frequent flier system, new marketing programs with alliance partners, and changes to Worldspan

• Computer-based training: New call center agents can complete a full training curriculum online

• ResQuest: This feature provides an integrated intranet-based online reference system with access to nearly 40,000 documents


Figure 16-3. Business Need for ResNet+


Not an Automatic “No-brainer”

• ResNet+ fully supports travel plans booked directly by customers via the Internet

• Arvid Lee says that converting to a totally Web-based application is not an automatic “no-brainer” decision

• The current ResNet+ interface is designed for high productivity

• It would be a major financial investment to convert to a Web-based application

copyright course technology 2001 1 chapter 16: closing

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