Project Outcomes

1. London School of Business and Finance

2. 1. Introduction
2. Designing the organisation
3. Project life cycle
4. Project tools and techniques
5. Resourcing and budgeting
6. Implementation
7. Communication and culture
8. Variance and change
9. Risk management and uncertainty
10. Project outcomes

3. 1. About this lecture
2. Why is this important?
3. Project closure
4. Project success
5. Continuous improvement
6. Projects in the strategic context
7. Exercises

4. www.mastering-project-management.com

5. 1. About this lecture
2. Why is this important?
3. Project closure
4. Project success
5. Continuous improvement
6. Projects in the strategic context
7. Exercises

6. 1. All projects by definition come to an end.
Therefore project managers and other
stakeholders have to be prepared for the
end of the project, and what happens
afterwards.
2. It is not necessarily straightforward to
determine whether a project has succeeded
or failed. Project managers have to be
aware of the issues and judgements
involved.

7. 1. About this lecture
2. Why is this important?
3. Project closure
4. Project success
5. Continuous improvement
6. Projects in the strategic context
7. Exercises

8. 1. Termination by extinction.
2. Termination by inclusion.
3. Termination by integration.
Meredith and Mantel’s approached to termination

9. www.gla.ac.uk

10. 1. Set project termination milestones
2. Establish termination phase budget
3. Specify termination deliverables
4. Define desired organisation structure and
workforce after termination.
Planning for project termination

11. 1. Loss of interest in the project
2. Insecurity regarding future job prospects
3. Insecurity about the uncertainty faced in a
new job
4. Problems in handing over the deliverables
to operations or to a customer
5. Difficulty in communicating success to
stakeholders
Problems project team members may face during termination:

12. 1. About this lecture
2. Why is this important?
3. Project closure
4. Project success
5. Continuous improvement
6. Projects in the strategic context
7. Exercises

13. ericbrown.com

14. www.netcomuk.co.uk

15. 1. Economic evaluation
2. Project costs and schedule evaluations
3. Management objectives
4. Customer relations, perception & reputation
5. Contractual and ethical considerations
6. Short vs. medium vs. long term
Factors to consider:
Can success be measured?

16. 1. Project mission and goals (alignment)
2. Top management support
3. Project planning
4. Client consultation
5. Personnel issues
6. Client acceptance
7. Project control
8. Communication
9. Troubleshooting
Factors affecting project success

17. www.infoq.com

18. maxwideman.com

19. As I was passing Project MAC
I met a Quux with seven hacks.
Every hack had seven bugs;
Every bug had seven manifestations;
Every manifestation had seven symptoms.
Symptoms, manifestations, bugs and hacks,
How much lost on Project MAC?
BSD “Fortune”

20. www.mastering-project-management.com

21. 1. About this lecture
2. Why is this important?
3. Project closure
4. Project success
5. Continuous improvement
6. Projects in the strategic context
7. Exercises

22. 1. Continuous improvement
2. Impact on experience
3. New and refreshed capabilities
4. The learning organisation
5. Maturity models
6. The PMI 4-D matrix
◦ Projects, programmes, portfolios
◦ Standardisation, measurement, control, improvement.
◦ Phases: initiation through closeout.
◦ Best practices

23. 1. Hierarchy of capabilities
1. Level 1 – facilitate PM activities
2. Level 2 - develop an awareness of PM activities
3. Level 3 - sponsor PM activities
4. Level 4 - coordinate PM activities

24. 1. About this lecture
2. Why is this important?
3. Project closure
4. Project success
5. Continuous improvement
6. Projects in the strategic context
7. Exercises

25. crgp.stanford.edu/about/pictorial_guide

26. 1. About this lecture
2. Why is this important?
3. Project closure
4. Project success
5. Continuous improvement
6. Projects in the strategic context
7. Exercises

27. 1. Have you ever been involved with a project
that you personally thought was a success
(or failure), but other key stakeholders took
the opposite view? Describe the project,
and suggest possible reasons for the
difference in opinion about the outcome.
2. Identify 3 different ways in which your
organisation could “continuously improve”
the way it manages projects.

28. 1. About this lecture
2. Why is this important?
3. Project closure
4. Project success
5. Continuous improvement
6. Projects in the strategic context
7. Exercises

29. 1. Introduction
2. Designing the organisation
3. Project life cycle
4. Project tools and techniques
5. Resourcing and budgeting
6. Implementation
7. Communication and culture
8. Variance and change
9. Risk management and uncertainty
10. Project outcomes