2. Updates
• Thanks for the submissions of the team charters.
Please be guided accordingly. I will review and
comment.
• Next Week classes will be at the college. Flex
Classes.
• Next Tuesday will be Reflective Journal (In Class –
B2-141). Those in Sarnia should attend the class
• Record all meetings for your Case Studies.
• MS Teams is the official collaboration tool. If I
don’t see you collaborating in MS Teams even if
your final work is an A you will get a C.
• If you have not started working on your case Study
you are behind schedule.
• I will initiate our first Discussion this week
3. Topic: Project Closing
• I
nvolvesgaining stakeholderand
customeracceptance of the final
products and services.
• Even if projects are not completed, they
should be formally closed in orderto
reflect on what can be learned to
improve future projects.
4. Topic: Project Closing..++
• Outputs include project archives and
lessons learned, which are part of
organizational processassets.
• Most projects also include a final report
and presentation to the sponsoror
seniormanagement.
5. Project Review and Closure Report
• the final document produced forthe
project and isused by senior
management to ‘tidy up’ any loose
ends and formally close the project.
• concentrateson the activitiesrequired
to assist the Steering Committee to
make an informed decision about
formally declaring the project closed.
6. Why would you develop a Project
Review and Closure Report?
• Review the outputs and successof the
project;
• Outline outstanding issues&
recommendations
• Detail activitiesundertaken to close
the project;and
• I
nform future projects.
7. When would you develop a Project
Closure Report?
• The Project Closure and Report is
usually isusually:
– 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.
8. 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,
forexample
– the Project Business Plan,
– Project Status Reports,
– Project Risk Register
.
9. What you need before you start:
Optional
• Project Proposal orBusinessCase
• Corporate/BusinessPlan forthe
Department/BusinessUnit.
• Departmental Project Management
Guidelines.
10. Project Closing Meeting 1
T
o perform :
• Post I
mplementation Review
• Administrative Closeout
11. Overall : Project Implementation Review
Process Task Task
Deliverables
(outcomes)
Conduct Post
Implementati
o n 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
Administrativ
e Closeout
update skills inventory
and provide
performance feedback
update skills
inventory
performance
feedback
13. The task in support of 'Conduct Post-
Implementation Review'
• Solicit Feedback [survey: taskperformed in the
project schedule, outcome of the project & performance of
the project team]
• Conduct Project Assessment [Draft PA
Report]
• Prepare Post-I
mplementation Report
[Final]
15. Perform Administrative Closeout
• update skillsinventory and provide
performance feedback [update inventory]
• archive project information [archived
project repository]
[knowledge asset +system]
16. Project Closing Meeting 2
• Formal acceptance and handoverof
the:
– final product,
– service or
– result that the project wasauthorized to
produce.
18. Managing Project Delivery
Short Course
Time
Level
of
Effort
Time
CHARTER
THE TEAM
CLO SURE
ENDO RSEMENT
EXEC UTE THE PLAN
PLA N
THE
W
O RK
DREAMSOFT(M) SDN BHD
19. Typical Sequence of Phasesin a Project
Life Cycle
I
nputs
Phases
Project
Management
Outputs
Project
Deliverables
INIT
IAL INTERMEDIATE FINAL
Product
Charter
Scope Statement
I
dea
Project Management Team
Plan Baseline
Progress
Acceptance
Approval
Handover
DREAMSOFT(M) SDN BHD
20. Problem Solving
Steps
• Understand situation
• I
dentify the root cause
• Develop and effective plan
• Execute and modify until the problem
issolve
DREAMSOFT(M) SDN BHD
21. Problem Tips
• Understand situation
• Break it down into smaller
manageable problems
• Develop plan / options forsolution
• Solve it
DREAMSOFT(M) SDN BHD
22. 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.
24. 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.
25. Close-Out Meeting Agenda
• Review project statement of work.
• Review actual deliverables and show how
project met itsmeasurable success
indicators.
• Summarize what wasdone well.
• Identify areasfor improvement.
• Request recommendations for
improvement.
• Determine if any additional tasks are
required to complete the project.
26. Close-Out Meeting Agenda
(continued)
• List additional tasks, responsible
persons, and due date.
• Document lessons learned forthe
project notebook.
• Discussthe project notebook
availability to appropriate personnel
forfuture projects.
• Evaluate subcontractorperformance.
27. Sharing Lessons Learned
• Lessons Learned Database
– Categorized electronic project information
database
• Continuous Improvement
Recommendations
– Project Management Process
– Forms
– Standards
