CHAPTER FOURTEEN
Project Closure
Copyright 2014 McGraw-Hill Education.
All Rights Reserved.
PowerPoint Presentation by Charlie Cook
Where We Are Now
142
Project Closure and Review Deliverables
FIGURE 14.1
143
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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Wrap-up Closure Checklist
TABLE 14.1
145
Implementing Project Closedown
1. Getting delivery acceptance from the
customer.
2. Shutting down resources and releasing
them to new uses.
3. Evaluating the team, team members and
the project manager; and reassigning
project 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 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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Project Performance Evaluations
Reasons for Poor-Quality Project
Performance 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 known
by all team members?
3. Are team rewards adequate? Management believes teams are
important?
4. Is there a career path for successful project managers
5. Does the team have discretionary authority to manage
short-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 area
manager jointly evaluate an individuals performance.
Project matrix and project organizations: the project
manager is responsible for appraising individual
performance.
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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 learningwhat 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 recognize
value 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 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
1. No direct involvement or direct interest in the project.
2. Perceived as impartial and fair
3. Respect of senior management and other project
stakeholders.
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 the
organization in making decisions.
7. 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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The Retrospectives Process
FIGURE 14.2
1419
Conducting a Retrospective Analysis
Initiation and staffing
Data collection and analysis
Reporting
1420
Project Process Review Questionnaire
1. Were the project objectives and strategic
intent of the project clearly and explicitly
communicated?
10. Were communication methods
appropriate and adequate among all
stakeholders? Explain.
2. Were the objectives and strategy in
alignment?
11. Is the customer satisfied with the
project product?
3. Were the stakeholders identified and
included in the planning?
12. Are the customers using the project
deliverables as intended? Are they
satisfied?
4.
5.
Were project resources adequate for this
project?
Were people with the right skill sets
assigned to this project?
6. Were time estimates reasonable and
achievable?
7. Were the risks for the project
appropriately identified and assessed
before the project started?
8. Were the processes and practices
appropriate for this type of project?
Should projects of similar size and type
use these systems? Why/why not?
9. Did outside contractors perform as
expected? Explain.
13. Were the project objectives met?
14. Are the stakeholders satisfied their
strategic intents have been met?
15. Has the customer or sponsor accepted
a formal statement that the terms of the
project charter and scope have been
met?
16. Were schedule, budget, and scope
standards met?
17. Is there any one important area that
needs to be reviewed and improved
upon? Can you identify the cause?
TABLE 14.3
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Organizational Culture Review Questionnaire
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 new
assignments? Comment.
TABLE 14.4
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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
1425
Project Closeout
Checklist
1426
Euro ConversionProject Closure Checklist
1427
Euro Conversion
Project Closure
Checklist
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