• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Final Project Closing
 

Final Project Closing

on

  • 18,413 views

project management; project closing

project management; project closing

Statistics

Views

Total Views
18,413
Views on SlideShare
18,376
Embed Views
37

Actions

Likes
1
Downloads
379
Comments
0

2 Embeds 37

http://www.slideshare.net 22
http://trainingandcoaching.blogspot.com 15

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment
  • Where an Agency, Division or Business Unit has a number of projects, the Project Review and Closure Report can be used as a tool to measure success and inform other future projects.
  • It is very important to solicit feedback from the Project Team. Because they have a different point of view from that of Customers and Consumers, Project Team members provide an “inside look” at the way the project was executed. They are also an important resource for communicating lessons learned and best practices.
  • It is very important to solicit feedback from the Project Team. Because they have a different point of view from that of Customers and Consumers, Project Team members provide an “inside look” at the way the project was executed. They are also an important resource for communicating lessons learned and best practices.
  • Instructor Say The project manager plays an important role during project close-out. The project manager should: Ensure that all project deliverables have been completed and formally accepted by the customer. Determine if the measurable success indicators were achieved. Conduct project close-out meetings, both internal and external. Write the final project report. Document and share lessons learned. Transition Let’s take a closer look at what’s involved.
  • Instructor Say Measuring Project Success Before your final meeting with the customer, you need to check that the customer’s needs have been met. Check the deliverables against the project’s measurable success indicators. For many projects you will deliver some of the project elements before the close-out phase. If so, review that those deliverables met the specifications and the measurable success indicators. Also for many projects, the success of the project will not be determined until long after the close of the project. For example, the success of an automotive part, as specified by the success indicators, won’t be evident until after that part is in regular production and is being used on the road.
  • Instructor Say Sometimes it’s advantageous to have an informal close-out meeting with your project team members. Brainstorm as to what went right with the project. Brainstorm as to what went wrong with the project. Request ideas for improvements. Request ideas for ensuring that what went right happens again. Transition Document the results of this meeting as lessons learned and be sure to include them in the final project report.
  • Instructor Say This is a typical close-out meeting agenda: Review project statement of work. Review actual deliverables and show how project met its measurable success indicators. Summarize what was done well. Identify areas for improvement. Request recommendations to aid in improvement. Determine whether any additional tasks are required to complete the project. Documentation Implementation or production of project deliverables
  • Instructor Say List additional tasks, responsible person, and due date. Document lessons learned for project notebook. Make project notebook available to appropriate personnel for future projects. Evaluate subcontractor performance. This meeting is also an excellent forum to recognize key contributors to the project’s success.
  • Instructor Say In order to make lessons more readily accessible, some organizations store final project reports in an electronic data base. Another way to share lessons learned is to modify the project management process through the implementation of continuous improvement recommendations.

Final Project Closing Final Project Closing Presentation Transcript

  • PROJECT CLOSING Heritage Hotels Cameron Highland MODULE 3 by: DREAMSOFT (M)SDN BHD http://www.thedreamsoft.com [email_address] DREAMSOFT (M) SDN BHD
  • Topic: Project Closing
    • Involves gaining stakeholder and customer acceptance of the final products and services.
    • Even if projects are not completed, they should be formally closed in order to reflect on what can be learned to improve future projects.
  • Topic: Project Closing..++
    • Outputs include project archives and lessons learned , which are part of organizational process assets.
    • Most projects also include a final report and presentation to the sponsor or senior management.
  • Project Review and Closure Report
    • the final document produced for the project and is used by senior management to ‘tidy up’ any loose ends and formally close the project.
    • concentrates on the activities required to assist the Steering Committee to make an informed decision about formally declaring the project closed.
  • Why would you develop a Project Review and Closure Report?
    • Review the outputs and success of the project;
    • Outline outstanding issues & recommendations
    • Detail activities undertaken to close the project; and
    • Inform future projects.
  • When would you develop a Project Closure Report?
    • The Project Closure and Report is usually is usually:
      • started towards the end of the projects;
      • completed when all the project outputs have been delivered to the Business Owner or
      • when it has been decided to close the project for some other reason.
  • What you need before you start:
    • Main Documents
    • Agreement to proceed with the development of the PRC Report from the Project Sponsor.
    • A copy of the project documentation, for example
      • the Project Business Plan,
      • Project Status Reports,
      • Project Risk Register.
  • What you need before you start:
    • Optional
    • Project Proposal or Business Case
    • Corporate/Business Plan for the Department/Business Unit.
    • Departmental Project Management Guidelines.
  • Project Closing Meeting 1
    • To perform :
    • Post Implementation Review
    • Administrative Closeout
  • Overall : Project Implementation Review Process Task Task Deliverables (outcomes) Conduct Post Implementation Review solicit feedback post-implementation survey conduct project assessment project assessment meeting  [PA Report Draft] prepare post-implementation report post-implementation report  PA Report Perform Administrative Closeout update skills inventory and provide performance feedback update skills inventory performance feedback archive project information archived project repository
  • Conduct Post Implementation Review
    • List of Roles Involved :
      • Project Manager
      • Project Team Member
      • Project Sponsor
      • Customer
      • Consumer
  • The task in support of 'Conduct Post-Implementation Review'
    • Solicit Feedback [ survey: task performed in the project schedule, outcome of the project & performance of the project team ]
    • Conduct Project Assessment [Draft PA Report]
    • Prepare Post-Implementation Report [Final]
  • Perform Administrative Closeout
    • List of Roles Involved :
      • Project Manager
      • Project Team Member
  • Perform Administrative Closeout
    • update skills inventory and provide performance feedback [update inventory]
    • archive project information [archived project repository]
    • [knowledge asset + system]
  • Project Closing Meeting 2
    • Formal acceptance and handover of the:
      • final product,
      • service or
      • result that the project was authorized to produce.
  • Overview CLOSING PLANNING CONTROLLING EXECUTING INITIATING DREAMSOFT (M) SDN BHD
  • Managing Project Delivery Short Course DREAMSOFT (M) SDN BHD
  • Typical Sequence of Phases in a Project Life Cycle Inputs Phases Project Management Outputs Project Deliverables INITIAL INTERMEDIATE FINAL Product Charter Scope Statement Idea Project Management Team Plan Baseline Progress Acceptance Approval Handover DREAMSOFT (M) SDN BHD
  • Problem Solving
    • Steps
    • Understand situation
    • Identify the root cause
    • Develop and effective plan
    • Execute and modify until the problem is solve
    DREAMSOFT (M) SDN BHD
    • Problem Tips
    • Understand situation
    • Break it down into smaller manageable problems
    • Develop plan / options for solution
    • Solve it
    DREAMSOFT (M) SDN BHD
  • Project Manager’s Role During Project Close-Out
    • Ensure that all project deliverables have been completed and formally accepted by the customer.
    • Determine if the measurable success indicators were achieved.
    • Conduct project close-out meetings, both internal and external.
    • Write the final project report.
    • Document and share lessons learned.
  • Evaluating Project Success
    • Project purpose
    • Deliverables
    • Measurable success indicators
      • Quality
      • Schedule
      • Cost
  • Informal Project Team Close-Out Meeting
    • Brainstorm to identify what went right with the project.
    • Brainstorm to identify what went wrong with the project.
    • List ideas for improvements.
    • List ideas for ensuring that what went right happens again.
    • Recognize the accomplishments of individuals.
  • Close-Out Meeting Agenda
    • Review project statement of work.
    • Review actual deliverables and show how project met its measurable success indicators.
    • Summarize what was done well.
    • Identify areas for improvement.
    • Request recommendations for improvement.
    • Determine if any additional tasks are required to complete the project.
  • Close-Out Meeting Agenda (continued)
    • List additional tasks, responsible persons, and due date.
    • Document lessons learned for the project notebook.
    • Discuss the project notebook availability to appropriate personnel for future projects.
    • Evaluate subcontractor performance.
  • Sharing Lessons Learned
    • Lessons Learned Database
      • Categorized electronic project information database
    • Continuous Improvement Recommendations
      • Project Management Process
      • Forms
      • Standards
    • The End