![Page 1: Chapter 14 Project Implementation, Closure, and Evaluation Copyright 2012 John Wiley & Sons, Inc. 14-1](https://reader035.vdocuments.net/reader035/viewer/2022062301/5697bf7b1a28abf838c8346e/html5/thumbnails/1.jpg)
Chapter 14
Project Implementation, Closure, and Evaluation
Copyright 2012 John Wiley & Sons, Inc.14-1
![Page 2: Chapter 14 Project Implementation, Closure, and Evaluation Copyright 2012 John Wiley & Sons, Inc. 14-1](https://reader035.vdocuments.net/reader035/viewer/2022062301/5697bf7b1a28abf838c8346e/html5/thumbnails/2.jpg)
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.
![Page 3: Chapter 14 Project Implementation, Closure, and Evaluation Copyright 2012 John Wiley & Sons, Inc. 14-1](https://reader035.vdocuments.net/reader035/viewer/2022062301/5697bf7b1a28abf838c8346e/html5/thumbnails/3.jpg)
Generic Project Life Cycle
![Page 4: Chapter 14 Project Implementation, Closure, and Evaluation Copyright 2012 John Wiley & Sons, Inc. 14-1](https://reader035.vdocuments.net/reader035/viewer/2022062301/5697bf7b1a28abf838c8346e/html5/thumbnails/4.jpg)
An IT Project Methodology
2-4
![Page 5: Chapter 14 Project Implementation, Closure, and Evaluation Copyright 2012 John Wiley & Sons, Inc. 14-1](https://reader035.vdocuments.net/reader035/viewer/2022062301/5697bf7b1a28abf838c8346e/html5/thumbnails/5.jpg)
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:
14-5
![Page 6: Chapter 14 Project Implementation, Closure, and Evaluation Copyright 2012 John Wiley & Sons, Inc. 14-1](https://reader035.vdocuments.net/reader035/viewer/2022062301/5697bf7b1a28abf838c8346e/html5/thumbnails/6.jpg)
Direct Cutover
14-6
![Page 7: Chapter 14 Project Implementation, Closure, and Evaluation Copyright 2012 John Wiley & Sons, Inc. 14-1](https://reader035.vdocuments.net/reader035/viewer/2022062301/5697bf7b1a28abf838c8346e/html5/thumbnails/7.jpg)
Direct Cutover
May be appropriate when:
Risks associated with direct cutover:
14-7
![Page 8: Chapter 14 Project Implementation, Closure, and Evaluation Copyright 2012 John Wiley & Sons, Inc. 14-1](https://reader035.vdocuments.net/reader035/viewer/2022062301/5697bf7b1a28abf838c8346e/html5/thumbnails/8.jpg)
Parallel
14-8
![Page 9: Chapter 14 Project Implementation, Closure, and Evaluation Copyright 2012 John Wiley & Sons, Inc. 14-1](https://reader035.vdocuments.net/reader035/viewer/2022062301/5697bf7b1a28abf838c8346e/html5/thumbnails/9.jpg)
Parallel
14-9
May be appropriate when:
Risks associated with parallel cutover:
![Page 10: Chapter 14 Project Implementation, Closure, and Evaluation Copyright 2012 John Wiley & Sons, Inc. 14-1](https://reader035.vdocuments.net/reader035/viewer/2022062301/5697bf7b1a28abf838c8346e/html5/thumbnails/10.jpg)
Phased
14-10
![Page 11: Chapter 14 Project Implementation, Closure, and Evaluation Copyright 2012 John Wiley & Sons, Inc. 14-1](https://reader035.vdocuments.net/reader035/viewer/2022062301/5697bf7b1a28abf838c8346e/html5/thumbnails/11.jpg)
Phased
14-11
May be appropriate when:
Risks associated with phased cutover:
![Page 12: Chapter 14 Project Implementation, Closure, and Evaluation Copyright 2012 John Wiley & Sons, Inc. 14-1](https://reader035.vdocuments.net/reader035/viewer/2022062301/5697bf7b1a28abf838c8346e/html5/thumbnails/12.jpg)
What should be used?
14-12
Cutover
Parallel
Phased
![Page 13: Chapter 14 Project Implementation, Closure, and Evaluation Copyright 2012 John Wiley & Sons, Inc. 14-1](https://reader035.vdocuments.net/reader035/viewer/2022062301/5697bf7b1a28abf838c8346e/html5/thumbnails/13.jpg)
Administrative Closure
14-13
![Page 14: Chapter 14 Project Implementation, Closure, and Evaluation Copyright 2012 John Wiley & Sons, Inc. 14-1](https://reader035.vdocuments.net/reader035/viewer/2022062301/5697bf7b1a28abf838c8346e/html5/thumbnails/14.jpg)
Administrative Closure
14-14
![Page 15: Chapter 14 Project Implementation, Closure, and Evaluation Copyright 2012 John Wiley & Sons, Inc. 14-1](https://reader035.vdocuments.net/reader035/viewer/2022062301/5697bf7b1a28abf838c8346e/html5/thumbnails/15.jpg)
Realities of Project Closure…..
14-15
![Page 16: Chapter 14 Project Implementation, Closure, and Evaluation Copyright 2012 John Wiley & Sons, Inc. 14-1](https://reader035.vdocuments.net/reader035/viewer/2022062301/5697bf7b1a28abf838c8346e/html5/thumbnails/16.jpg)
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
14-16
![Page 17: Chapter 14 Project Implementation, Closure, and Evaluation Copyright 2012 John Wiley & Sons, Inc. 14-1](https://reader035.vdocuments.net/reader035/viewer/2022062301/5697bf7b1a28abf838c8346e/html5/thumbnails/17.jpg)
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.
14-17
![Page 18: Chapter 14 Project Implementation, Closure, and Evaluation Copyright 2012 John Wiley & Sons, Inc. 14-1](https://reader035.vdocuments.net/reader035/viewer/2022062301/5697bf7b1a28abf838c8346e/html5/thumbnails/18.jpg)
Administrative Closure – Final Project Report
The Final Project Report includes
14-18
![Page 19: Chapter 14 Project Implementation, Closure, and Evaluation Copyright 2012 John Wiley & Sons, Inc. 14-1](https://reader035.vdocuments.net/reader035/viewer/2022062301/5697bf7b1a28abf838c8346e/html5/thumbnails/19.jpg)
Administrative Closure – Final Meeting/Presentation
The Final Meeting and Presentation
14-19
![Page 20: Chapter 14 Project Implementation, Closure, and Evaluation Copyright 2012 John Wiley & Sons, Inc. 14-1](https://reader035.vdocuments.net/reader035/viewer/2022062301/5697bf7b1a28abf838c8346e/html5/thumbnails/20.jpg)
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
(successful) project.14-20
![Page 21: Chapter 14 Project Implementation, Closure, and Evaluation Copyright 2012 John Wiley & Sons, Inc. 14-1](https://reader035.vdocuments.net/reader035/viewer/2022062301/5697bf7b1a28abf838c8346e/html5/thumbnails/21.jpg)
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.
14-21
![Page 22: Chapter 14 Project Implementation, Closure, and Evaluation Copyright 2012 John Wiley & Sons, Inc. 14-1](https://reader035.vdocuments.net/reader035/viewer/2022062301/5697bf7b1a28abf838c8346e/html5/thumbnails/22.jpg)
Project Evaluation - Postmortem Review
Between Project Manager and Project Team .
14-22
![Page 23: Chapter 14 Project Implementation, Closure, and Evaluation Copyright 2012 John Wiley & Sons, Inc. 14-1](https://reader035.vdocuments.net/reader035/viewer/2022062301/5697bf7b1a28abf838c8346e/html5/thumbnails/23.jpg)
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.
14-23
![Page 24: Chapter 14 Project Implementation, Closure, and Evaluation Copyright 2012 John Wiley & Sons, Inc. 14-1](https://reader035.vdocuments.net/reader035/viewer/2022062301/5697bf7b1a28abf838c8346e/html5/thumbnails/24.jpg)
Project Evaluation
Evaluating Project Success
14-24