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Lecture Project management: The managerial process (6/e) - Chapter 14: Project closure

Lecture Project management: The managerial process (6/e) - Chapter 14: Project closure. The main contents of the chapter consist of the following: Types of project closure, wrap-up closure activities, post-implementation evaluation, retrospectives. | 14–1 Project Management 6e. 14–2 Where We Are Now 14–2 Project Management 6e. 14–3 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? 14–3 Project Management 6e. 14–4 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. 14–4 Project Management 6e. 14–5 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 . | 14–1 Project Management 6e. 14–2 Where We Are Now 14–2 Project Management 6e. 14–3 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? 14–3 Project Management 6e. 14–4 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. 14–4 Project Management 6e. 14–5 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 14–5 Project Management 6e. 14–6 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? 14–6 Project Management 6e. 14–7 Project Performance Evaluation: Individual Performance Assessment Responsibilities: Functional organization or functional matrix: the individual’s area manager. The area manager may solicit the project .