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ch_14_pp_prj_man.pptxProject Closure
CHAPTER FOURTEEN
PowerPoint Presentation by Charlie Cook
Copyright © 2014 McGraw-Hill Education. All Rights Reserved.
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Project Management 6e.
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Where We Are Now
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Project Management 6e.
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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 responsible for these tasks?
When will closure begin and end?
How will the project be delivered?
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Project Management 6e.
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Implementing Project Closedown
Getting delivery acceptance from the customer.
Shutting down resources and releasing them to new uses.
Evaluating the team, team members and the project manager; and reassigning project team members.
Closing accounts and paying all bills.
Delivering the project to the customer.
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 quality of deliverables
Review and Analysis
Project mission and objective
Procedures and systems used
Organization resources used
Recommendations
Technical improvements
Corrective actions
Lessons Learned
Reminders
Retrospectives
Appendix
Backup data
Critical information
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Pre-Implementation Conditions: Team
Are standards and goals for measuring performance clear, challenging, and attainable? Lead to positive consequences?
Are responsibilities and performance standards known by all team members?
Are team rewards adequate? Management believes teams are important?
Is there a career path for successful project managers
Does the team have discretionary authority to manage short-term difficulties?
Is there a high level of trust within the organization culture?
Are there criteria beyond time, cost, and specifications?
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Project Performance Evaluation: Individual
Performance Assessment Responsibilities:
Functional organization or functional matrix: the individual’s area manager.
The area manager may solicit the project manager’s opinion of the individual’s performance on a specific project.
Balanced matrix: the project manager and the area manager jointly evaluate an individual’s performance.
Project matrix and project organizations: the project manager is responsible for appraising individual performance.
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Project Management 6e.
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Conducting Performance Reviews
Begin by asking the individual to evaluate his or her own performance.
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-degree feedback)
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 the project life cycle to capture positive and negative project learning—“what worked and what didn’t?”
Goals of Retrospectives
To reuse learned solutions
To stop repetitive mistakes
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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 ensure future utilization of retrospective lessons.
Mandate use of retrospectives as part of the normal process for all projects.
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Characteristics of a Closure Facilitator
No direct involvement or direct interest in the project.
Perceived as impartial and fair
Respect of senior management and other project stakeholders.
Willingness to listen.
Independence and authority to report audit results without fear of recriminations from special interests.
Perceived as having the best interests of the organization in making decisions.
Broad-based experience in the organization or industry.
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Initiating the Retrospective Review
Have automatic times or points when audits will take 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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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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