NCV 4 Project Management Hands-On Support Slide Show - Module 6


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This slide show complements the Learner Guide NCV 4 Project Management Hands-On Training by Bert Eksteen, published by Future Managers. For more information visit our website

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NCV 4 Project Management Hands-On Support Slide Show - Module 6

  1. 1. Project Management 4
  2. 2. Module 6: Review the project
  3. 3. Module 6: Review the project <ul><li>After completing this module, you will be able to: </li></ul><ul><ul><li>review, record and consolidate lessons from project experiences </li></ul></ul>
  4. 4. The project closing process Identify final tasks that require completion Reassign staff if required Release equipment and material for other projects Final accounting and close books Final report and final meeting
  5. 5. The final shutdown <ul><li>Meet with stakeholders </li></ul><ul><li>Finalise all contractual commitments </li></ul><ul><li>Transfer responsibilities </li></ul><ul><li>Reassign people in the project </li></ul><ul><li>Release non-human resources </li></ul><ul><li>Complete the final accounting of the project </li></ul><ul><li>Document the results of the project and make recommendations for the future </li></ul>
  6. 7. Project close-out report <ul><li>Generate a short questionnaire and circulate it to all the key project participants </li></ul><ul><li>Analyse responses and debrief the key managers </li></ul><ul><li>Complete draft close-out report for comments. This can also be used as an agenda for a formal close-out meeting </li></ul><ul><li>Hold a formal close-out meeting attended by all the available participants </li></ul><ul><li>Compile the final close-out report, circulate it and file it </li></ul>
  7. 8. Generate a short questionnaire <ul><li>The list of participants should include the following: </li></ul><ul><ul><li>Client </li></ul></ul><ul><ul><li>Project team </li></ul></ul><ul><ul><li>Corporate participants </li></ul></ul><ul><ul><li>Supplier and sub-contractors </li></ul></ul><ul><ul><li>Stakeholders </li></ul></ul>
  8. 9. Generate a short questionnaire <ul><li>The questionnaire would typically be structured to include the following questions: </li></ul><ul><ul><li>Identify your position in the project organisation structure and comment on the interfacing with other disciplines </li></ul></ul><ul><ul><li>Comment on the delegation of responsibility and authority </li></ul></ul><ul><ul><li>Briefly outlined your assigned scope of work </li></ul></ul><ul><ul><li>Comment on planning schedules, budgets, quality and manpower performance. Where possible quantify performance with statistical data </li></ul></ul><ul><ul><li>Give a candid assessment of your performance, analysing what went right and what went wrong. Comment on any non-conformance reports with reasons for any deviations and the level of the work. If audits were conducted, comment on their findings </li></ul></ul><ul><ul><li>Comment on the lines of communication, the issuing of instructions, the holding of meetings, the availability of information, procedures and reporting </li></ul></ul>
  9. 10. Generate a short questionnaire <ul><li>The questionnaire would typically be structured to include the following questions: </li></ul><ul><ul><li>Evaluate design and technical changes, as built drawings and operator manuals </li></ul></ul><ul><ul><li>Comment on any scope changes and concessions. Evaluate how smoothly the configuration system worked – were the changes approved and implemented timorously </li></ul></ul><ul><ul><li>Discuss the use of new technology, computerisation and automation </li></ul></ul><ul><ul><li>Discuss any unexpected problems, how they affected the project and their solutions </li></ul></ul><ul><ul><li>Comment on the performance of procurement suppliers and sub-contactors </li></ul></ul><ul><ul><li>Comment on manpower performance, their training and any industrial relation problems </li></ul></ul><ul><ul><li>Evaluate the accuracy of the estimate and list any recommended changes to the company’s tariffs </li></ul></ul><ul><ul><li>Evaluate the contract document and any legal issues </li></ul></ul><ul><ul><li>Give general recommendations for future projects </li></ul></ul>
  10. 11. Make recommendations <ul><li>The close-out report should highlight any recommendations simply and clearly because many years from now this may be the only section that is read </li></ul>
  11. 12. Project’s final report <ul><li>What organisational structure was used? </li></ul><ul><li>What project management techniques were used? </li></ul><ul><li>Who was involved in the project and in what capacity? </li></ul><ul><li>What went right and what went wrong during the project, and why? </li></ul><ul><li>What corrective action was taken to bring error back in line with project goals? </li></ul><ul><li>What activity completion processes were used? </li></ul>
  12. 13. Writing the final report <ul><li>An overview of the project including revisions to the original project plan </li></ul><ul><li>A summary of major accomplishments </li></ul><ul><li>Analysis of achievements compared to original goals for the project </li></ul><ul><li>Final financial accounting and an explanation of variances from the budget </li></ul><ul><li>An evaluation of administrative and management performance </li></ul><ul><li>The team’s performance – this section should be confidential when it applies no specific individuals and their performance </li></ul><ul><li>Issues or tasks that require further investigation </li></ul><ul><li>Recommendations for future projects of this type </li></ul><ul><li>Special acknowledgements to team members </li></ul>
  13. 14. Writing the final report <ul><li>For more complex projects: </li></ul><ul><ul><li>A summary of performance issues, conflicts, and resolutions; </li></ul></ul><ul><ul><li>The result of each phase of the project including actual versus forecast dates and the budget versus actual expenses </li></ul></ul><ul><ul><li>A description of ongoing project-related activities that will require further team member participation </li></ul></ul><ul><ul><li>Recommendations for changes to future projects so they will run more smoothly and be more compatible with the sponsoring organisation </li></ul></ul><ul><ul><li>In-depth analysis of reporting procedures and recommendations for improvements </li></ul></ul><ul><ul><li>Analysis of the project management process as a whole </li></ul></ul>
  14. 15. Final evaluation <ul><li>A final written report </li></ul><ul><li>Team member performance reviews </li></ul>
  15. 16. Final close out <ul><li>Meet with core team members </li></ul><ul><li>Compare goals to achievements </li></ul><ul><li>Write the final report </li></ul><ul><li>Write out your lessons learned </li></ul>
  16. 17. Lessons learned <ul><li>Project planning </li></ul><ul><li>Scope planning </li></ul><ul><li>Project budgeting </li></ul><ul><li>Project administration </li></ul><ul><li>Determining risk </li></ul><ul><ul><li>Risk probability </li></ul></ul><ul><ul><li>Risk assessment </li></ul></ul><ul><ul><li>Risk mitigation </li></ul></ul><ul><li>Leadership techniques </li></ul><ul><li>Quality management </li></ul>