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Project Closure

CHAPTER FOURTEEN

PowerPoint Presentat ion by Charl ie Cook

Copyrigh t 2014 McGraw-Hil l Education.All Rights Reserved.


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Where We Are Now


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Project Closure and Review Deliverables

FIGURE 14.1


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Project Closure

Types of Project Closure Normal Premature

Perpetual

Failed Project Changed Priority

Close-out Plan:Questions to be Asked What tasks are required

to close the project?

Who will be responsiblefor these tasks?

When will closure beginand end?

How will the project be

delivered?


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Wrap-up Closure Checklist

TABLE 14.1


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Implementing Project Closedown

1. Getting delivery acceptance from thecustomer.

2. Shutting down resources and releasingthem to new uses.

3. Evaluating the team, team members andthe project manager; and reassigningproject team members.

4. Closing accounts and paying all bills.5. Delivering the project to the customer.

6. Creating a final report.


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Creating the Final Report

Executive Summary Project goals met/unmet Stakeholder satisfaction

with project

User reactions to qualityof deliverables

Review and Analysis Project mission and

objective

Procedures andsystems used

Organization resourcesused

Recommendations Technical improvements Corrective actions

Lessons Learned

Reminders Retrospectives

Appendix Backup data

Critical information


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Project Performance Evaluations

Reasons for Poor-Quality ProjectPerformance Evaluations: Evaluations of individuals are left to

supervisors of the team members

home department. Typically measure team performance only

on time, cost, and specifications.


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Pre-Implementation Conditions: Team

1. Are standards and goals for measuring performance clear,challenging, and attainable? Lead to positive consequences?

2. Are responsibilities and performance standards knownby all team members?

3. Are team rewards adequate? Management believes teams areimportant?

4. Is there a career path for successful project managers

5. Does the team have discretionary authority to manageshort-term difficulties?

6. Is there a high level of trust within the organization culture?

7. Are there criteria beyond time, cost, and specifications?


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Sample Team Evaluation and Feedback Survey

TABLE 14.2


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Project Performance Evaluation: Individual

Performance Assessment Responsibilities: Functional organization or functional matrix: the

individuals area manager. The area manager may solicit the project managers opinion

of the individuals performance on a specific project.

Balanced matrix: the project manager and the areamanager jointly evaluate an individuals performance.

Project matrix and project organizations: the projectmanager is responsible for appraising individualperformance.


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Conducting Performance Reviews

Begin by asking the individual to evaluate his or her ownperformance.

Avoid drawing comparisons with other team members;rather, assess the individual in terms of established

standards and expectations. Focus criticism on specific behaviors rather than on the

individual personally.

Be consistent and fair in treatment of all team members.

Treat the review as one point in an ongoing process.


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Individual Performance Assessment

Multiple rater appraisal (360 -degreefeedback) Involves soliciting feedback concerning team

members performance from all of the people

that their work affects. Project managers, area managers, peers,

subordinates, and customers.


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Retrospectives

Lessons Learned An analysis carried out during and shortly after theproject life cycle to capture positive and negativeproject learning what worked and what didnt?

Goals of Retrospectives To reuse learned solutions To stop repetitive mistakes


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Retrospectives (contd)

Barriers to Organizational Learning Lack of post-project time for developing lessons

No post-project direction or support for teams

Lessons become blame sessions

Lessons are not applied in other locations

Organizational culture does not recognizevalue of learning


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The Value of Retrospective Analyses

Making Retrospectives Effective: Use an independent facilitator to guide the project

team through the analysis project activities.

Include a minimum of three in-process learning gates

during the life project cycle. Designate a team member as owner for each point in

the retrospective.

Develop an easy-to-use learning repository to ensurefuture utilization of retrospective lessons.

Mandate use of retrospectives as part of the normalprocess for all projects.


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Characteristics of a Closure Facilitator

1. No direct involvement or direct interest in the project.

2. Perceived as impartial and fair

3. Respect of senior management and other projectstakeholders.

4. Willingness to listen.5. Independence and authority to report audit results

without fear of recriminations from special interests.

6. Perceived as having the best interests of theorganization in making decisions.

7. Broad-based experience in the organization orindustry.


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Initiating the Retrospective Review

Have automatic times or points when audits willtake place. Avoid surprises.

Conduct audits carefully and with sensitivity. Audit staff must independent from the project.

Audit reports need to be used and accessible. Audits support organizational culture. Project closures should be planned and orderly. Certain core conditions must be in place to support

team and individual evaluation. Conduct individual and team evaluations separate

from pay or merit reviews.


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The Retrospectives Process

FIGURE 14.2


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Conducting a Retrospective Analysis

Initiation and staffing Data collection and analysis

Reporting


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Project Process Review Questionnaire

TABLE 14.3

1. Were the project objectives and strategicintent of the project clearly and explicitlycommunicated?

2. Were the objectives and strategy inalignment?

3. Were the stakeholders identified andincluded in the planning?

4. Were project resources adequate for this

project?5. Were people with the right skill sets

assigned to this project?

6. Were time estimates reasonable andachievable?

7. Were the risks for the projectappropriately identified and assessedbefore the project started?

8. Were the processes and practicesappropriate for this type of project?Should projects of similar size and typeuse these systems? Why/why not?

9. Did outside contractors perform asexpected? Explain.

10. Were communication methodsappropriate and adequate among allstakeholders? Explain.

11. Is the customer satisfied with theproject product?

12. Are the customers using the projectdeliverables as intended? Are theysatisfied?

13. Were the project objectives met?14. Are the stakeholders satisfied their

strategic intents have been met?

15. Has the customer or sponsor accepteda formal statement that the terms of theproject charter and scope have beenmet?

16. Were schedule, budget, and scopestandards met?

17. Is there any one important area thatneeds to be reviewed and improvedupon? Can you identify the cause?


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Organizational Culture Review Questionnaire

TABLE 14.4

1. Was the organizational culture supportive for this type of project?2. Was senior management support adequate?

3. Were people with the right skills assigned to this project?

4. Did the project office help or hinder management of the project?Explain.

5. Did the team have access to organizational resources (people,funds, equipment)?

6. Was training for this project adequate? Explain.

7. Were lessons learned from earlier projects useful? Why? Where?

8. Did the project have a clear link to organizational objectives?

Explain.9. Was project staff properly reassigned?

10. Was the Human Resources Office helpful in finding newassignments? Comment.


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Archiving Retrospectives

Classifying of Projects: Project type Size Staffing

Technology level Strategic or support Issues and problems Project mission and objectives Procedures and systems used Organization resources used


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Key Terms

Lessons learned Performance review

Project closure

Project evaluation

Project facilitator

Retrospective

Team evaluation

360-degree review


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Project Closeout Checklist

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Project CloseoutChecklist


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Euro Conversion Project Closure Checklist

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Euro Conversion Project Closure

Checklist

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