project closure & oversight project closure & oversight chapters 14 and 16...

Project Closure & OversightProject Closure & Oversight

Chapters 14 and 16

[email protected]

[email protected]

+46 73 6122279

www.donlowe.org

Chapter 17Gray & Larson

Lund University / School of Economics and Management

Managing Projects in the Film Managing Projects in the Film IndustryIndustry

1. Start and end with the film producer2. The film producer is a dealmaker3. Multi-task business: development, production,

distribution4. Add value to the project5. Executive producer responsible for fund raising6. International or local distributors7. Other practitioners

– Creative staff– The crew– Third-party financiers– Services

ClosureClosure

Wrap-up closure activitiesWrap-up closure activities Approved and acceptedApproved and accepted Closed and paidClosed and paid ReassignedReassigned Final reportFinal report

Evaluation of performance and Evaluation of performance and management of the projectsmanagement of the projects

Retrospectives/lessons learnedRetrospectives/lessons learned

Larson & Gray, 2010: 505Larson & Gray, 2010: 505


Type of Project Closure Type of Project Closure

•Normal•Premature•Perpetual•Failed Project•Changed priority


Project Closure DecisionProject Closure Decision

A typical close-out plan includes answers on following questions :

What tasks are required to close the project?

Who will be responsible for these tasks?

When will closure begin and end?

How will the project be delivered?


Project Closure ProcessProject Closure Process

Implementing close-down includes major activities:

• Shutting down resources and releasing to new uses

• Reassigning project team members

• Closing account and seeing all bills are paid

• Delivering the project

• Creating a final report


COST BUDGET [email protected] FILM PROJECTProject Date: May 2014

Descriptions Cost in $ Units Total in $

Development $0,00

Script $ No. of People $0,00

Writing 0,00 0 $0,00

Meeting 0,00 0 $0,00

Pre-/Production $0,00

Catering $ No. of People $0,00

Meals

Day 1 0,00 0 $0,00

Day 2 0,00 0 $0,00

Day 3 $0,00

Incidentals

Day 1 0,00 0 $0,00

Day 2 0,00 0 $0,00

Day 3 etc. 0,00 0 $0,00

Photography $0,00

Equipment $ Per Day No. of Days

Camera Hire 0,00 0 $0,00

Storage (tape, disks) 0,00 0 $0,00

Other Camera 0,00 0 $0,00

Other Camera 0,00 0 $0,00

Consumables $0,00

Digibeta 0,00 0 $0,00

DAT 0,00 0 $0,00

Wages $ Per Day No. of Days

DOP 0,00 0 $0,00

Focus Puller 0,00 0 $0,00

Other (itemise) 0,00 0 $0,00

Lighting Department $0,00


Lights 0,00 0 $0,00

Stands 0,00 0 $0,00


Consumables 0,00 $0,00

Globes 0,00 0 $0,00



$0,00

Gaffer 0,00 0 $0,00


Audio Department $0,00


Mics. 0,00 0 $0,00

Boom Mic. 0,00 0 $0,00

Mixer 0,00 0 $0,00

DAT Recorder 0,00 0 $0,00


Consumables 0,00 0 $0,00

Dat Tape 0,00 0 $0,00



Sound Recordist 0,00 0 $0,00

Boom Operator 0,00 0 $0,00


Art Department $0,00


Costume 0,00 0 $0,00

Makeup 0,00 0 $0,00

Set Dressings 0,00 0 $0,00

Consumables $0,00

Makeup 0,00 0 $0,00



Makeup Artist 0,00 0 $0,00

Costume Designer 0,00 0 $0,00


Location $0,00

Rent $ Per Day No. of Days

Primary Location 0,00 0 $0,00

Other Location(s) 0,00 0 $0,00

Post Production $0,00

Editor's Fees 0,00 0 $0,00

Edit Suite 0,00 0 $0,00

Music Composition 0,00 0 $0,00

Transfer to Film Stock 0,00 0 $0,00


Indirect Costs $0,00

Public Liability Insurance 0,00 0 $0,00

Marketing and Promotion 0,00 0 $0,00


Executive Producer(s) 0,00 0 $0,00

Director 0,00 0 $0,00

Assistant Director 0,00 0 $0,00

Producer 0,00 0 $0,00

Administration 0,00 3 $0,00


SUBTOTAL $0,00

CONTINGENCY (% of SUBTOTAL) 10% $0,00

PETTY CASH/INCIDENTALS 0,00 0 $0,00

TOTAL $0,00


Conducting Performance Conducting Performance ReviewsReviews

• Ask the individual to evaluate his own performance

• Avoid drawing comparisons with other team members; use established standards and expectations

• Focus criticism on behaviors rather than personally

• Be consistent and fair

• The review is one point in an ongoing processThe review is one point in an ongoing process


Phase GatePhase Gate Process Process

Each gate: 3 components

1.Required deliverables2.Gate criteria and specific outputs3.A clear yes/no decision on whether to go ahead


Gate DecisionsGate Decisions

•Gate 1: Proposals Decision

•Gate 2: Screening and Selection Decision

•Gate 3: Implementation Plan Decision

•Gate 4: Progress Evaluation Decision

•Gate 5: Closure

•Gate 6: Lessons Learned


Project Management Career Project Management Career IssuesIssues

Career PathsCareer Paths TemporaryTemporaryAssignmentsAssignments Pursuing a CareerPursuing a Career

Professional Professional Training and Training and CertificationCertification

Gaining VisibilityGaining Visibility

MentorsMentors Success inSuccess inKey ProjectsKey Projects


Chapter 17 Agile Project Chapter 17 Agile Project ManagementManagement

Traditional Traditional • Design up front• Fixed scope• Deliverables• Freeze design early• Low uncertainty• Avoid change• Low customer interaction• Conventional project

teams

AgileAgile• Continuous design• Flexible scope• Requirements• Freeze design late• High uncertainty• Embrace change• High customer

interaction• Self-organized teams

Traditional PM versus Agile Methods

• Traditional PM Approach– Concentrates on thorough, upfront planning

of the entire project.– Requires a high degree of predictability to be effective.

• Agile Project Management (Agile PM)– Relies on incremental, iterative development cycles

to complete less-predictable projects.– Is ideal for exploratory projects in which requirements

need to be discovered and new technology tested.– Focuses on active collaboration between the project team

and customer representatives.

17–13

17–14

Agile PM PrinciplesAgile PM PrinciplesAgile PM PrinciplesAgile PM Principles

Focus on customer valueFocus on customer value

Iterative and incremental deliveryIterative and incremental delivery

Experimentation and adaptationExperimentation and adaptation

Self-organizationSelf-organization

Continuous improvementContinuous improvement

17–15

Project UncertaintyProject UncertaintyProject UncertaintyProject Uncertainty

FIGURE 17.1

17–16

Agile Project ManagementAgile Project ManagementAgile Project ManagementAgile Project Management

• Agile PM

–Is related to the rolling wave planning and scheduling project methodology.

•Uses iterations (“time boxes”) to develop a workable product that satisfies the customer and other key stakeholders.

•Stakeholders and customers review progress and re-evaluate priorities to ensure alignment with customer needs and company goals.

•Adjustments are made and a different iterative cycle begins that subsumes the work of the previous iterations and adds new capabilities to the evolving product.

17–17

Iterative, Incremental Product DevelopmentIterative, Incremental Product DevelopmentIterative, Incremental Product DevelopmentIterative, Incremental Product Development

FIGURE 17.2

Limitations and Concerns of Agile PMLimitations and Concerns of Agile PM

• It does not satisfy top management’s need for budget, scope, and schedule control.

• Its principles of self-organization and close collaboration can be incompatible with corporate cultures.

• Its methods appear to work best on small projects that require only five-nine dedicated team members to complete the work

• It requires active customer involvement and cooperation.

17–18

The Agile ManifestoThe Agile Manifesto

Individuals and interactions over processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan

1: Our highest priority is to satisfy the customer through early and continuous delivery of valuable

software.

• You must know what will give value

2: Welcome changing requirements, even late in development. Agile

processes harness change for the customer's competitive advantage.

• Changes must have a demonstrable business value

3: Deliver working software frequently, from a couple of weeks to a couple of months, with a preference

to the shorter timescale.

• What infrastructure is required to deliver working software every week?

4: Business people and developers must work together daily throughout

the project.

• How do the business people manage their operational work and additional project work?

5: Build projects around motivated individuals.

Give them the environment and support they need, and trust them to

get the job done.

• Trust can be given, then it must be maintained and built on by the receiver

6: The most efficient and effective method of conveying information to and within a development team is

face-to-face conversation.

• How do we remember what has been agreed?• Remember other stakeholders need to be informed as well• Use different channels to convey information depending on

individual needs

7: Working software is the primary measure of progress.

8: Agile processes promote 8: Agile processes promote sustainable development. sustainable development.

The sponsors, developers, and users The sponsors, developers, and users should be able to maintain a constant should be able to maintain a constant

pace indefinitely. pace indefinitely.

Affected by•Culture•How people are measured in an organisation

9: Continuous attention to technical 9: Continuous attention to technical excellence and good design enhances excellence and good design enhances

agility. agility.

• Minimise technical debt• Test Driven Development• Pair Programming• Patterns

10: Simplicity--the art of maximizing 10: Simplicity--the art of maximizing the amount of work not done--is the amount of work not done--is

essential. essential.

• Product Breakdown Structure & Roadmap• Business Case with Benefits Mapping

11: The best architectures, 11: The best architectures, requirements, and designs emerge requirements, and designs emerge

from self-organizing teamsfrom self-organizing teams. .

• Define the results and let the team work out how to get there within agreed tolerances

12: At regular intervals, the team 12: At regular intervals, the team reflects on how to become more reflects on how to become more

effective, then tunes and adjusts its effective, then tunes and adjusts its behaviour accordingly.behaviour accordingly.

• Retrospectives

Nota Bene: Nota Bene: To be agile is not easy

The organisation(s) must have•High level of project maturity•High level of trust throughout the organisation(s)•A clear understanding as to where the organisation is heading•A secure working environment•The ability and flexibility to adjust work processes from a standard way of doing things when there is a business advantage.

project closure & oversight project closure & oversight chapters 14 and 16...

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