CONVEYOR BELT PROJECT REPORT

CONVEYOR BELT
PROJECT REPORT

Reported to Dr. Michel E. Whittenberg, VP of Operation.

Group 29
Choudhary, Divyang (1001391003)
Doshi, Deep (1001359475)
Hopper, Derrek (1001359949)
Nimkar, Lukesh (1001345883)
Patel, Harsh (1001509230)
Submission Date:
12th December 2017

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Table of Contents

• Table of Figures 2

• Introduction 3

• Phase One: Defining / Initiating 3

• Phase Two: Planning 6

• Phase Three: Executing 10

• Phase Four: Closing 15

• Conclusion 18

• References 19

• Appendices 20

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Table of Figures and Tables

Figure 1: Project Scope Statement 3
Figure 2: Project Priority Matrix (PPM) 4
Figure 3: WBS / OBS cross reference 5
Figure 4: Coded WBS 6
Figure 5: Gantt Schedule Table 7
Figure 6: Budget Reserve 7
Figure 7: Risk Assessment Form 8
Figure 8: Risk Response Matrix 9
Figure 9: Resources allocated to the project 9
Figure 10: Cumulative Trend Analysis 10
Table 1: 1st quarter status report 10
Table 2: 2nd quarter status report 11
Table 3: 3rd quarter status report 11
Table 4.1: 4th Quarter Status Report 12
Table 4.2: Revised 4th Quarter Status Report 12
Figure 11: Project closure deliverables 15
Figure 12: Feedback survey 17

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Introduction
The purpose of this report is to provide management with a revised status of the Super
Conveyer Belt project. The report is organized by the four phases of the project life cycle which include
Defining / Initiating, Planning, Executing, and closing. The first phase, Defining, will incorporate high
level activities such as goals, specifications, identifying key tasks, and roles and responsibilities. The
second phase, Planning, includes creating schedules, defining budgets, determining resources available
and requirements, assessing risks and staffing the team. The third phase, executing, involves the
development of status reports, dealing with change, ensuring quality, and forecasting. All activities
associated with “closing” will be projections as that phase has not yet occurred. Closure activities
include, training the customer, transferring documents, release of resources, evaluations and lessons
learned.
Phase One: Defining / Initiating.
The first step in defining the project involves the development of a project scope statement (see
figure 1 below). This document defines “the work performed to deliver a product, service, or result with
the specified features and functions” (PMBOK). Though very similar to a project charter, the scope
statement varies slightly in that it functions more like a high-level statement of work (SOW) where the
charter often contains more details and formally authorized the PM to initiate the project. The scope
statement should include a project objective, top level deliverables, milestones, tech requirements,
limits and exclusions, and reviews with customer.
Figure 1 illustrates the scope
statement for the super conveyer belt
project. The opening paragraph clearly
outlines the objective of the project and
specifies the cost, duration, and primary
mission. Major deliverables are listed as
“hardware”, “Operating System”, “Utilities”,
and “System Integration” but this should
not be considered an exhaustive list of what
must be done to complete the project.
Indeed, numerous sub-tasks and
deliverables are required to achieve the top-
level deliverables and will be covered in
more detail in later sections.
Milestones also reside in the scope
statement and are the start or end of
activities or groups of related activities that
may be of interest to management for
controlling purposes. Notice the inclusion of
Figure 1: Project Scope Statement

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all elements listed above as well as the “high” level nature of the deliverables outside of the main
specifications of less than 1mm accuracy. Other specifications listed are relevant laws and standards
pertaining to conveyer belt systems as well as an internal requirement for availability. The limits and
exclusions paragraphs emphasize when we can work, how long, and the limit of our responsibilities on
maintenance.
The charter on the other hand, should include the scope statement as well as a narrative
description of the products or services to be delivered (SOW) and the formal business case outlining the
projects worth considering the necessary investments. The basis of the business case may include but is
not limited to the following: market demand, organizational need, or customer request. For the
conveyer belt project, a charter was not necessary and instead, the project scope statement was used as
a charter.
When defining the goals and specifications of the project, all PMs should be aware of the
dangers of scope creep. Over time, there is a tendency for the project scope to expand beyond the
original intent which can have major consequences on cost and schedule if not managed correctly.
Moreover, changing priorities, specification and entire requirements may contribute to scope creep and
result in projects that took on too much, too quickly and ultimately failed. Overall leadership and
management challenges will be covered in more detail during the phase III discussion, but it is important
to note that leaders should be actively engaging these challenges throughout the project life cycle.
Once a project scope statement has been developed, a priority matrix should be created. The
priority matrix lays out what aspects of the triple constraint are constrained, enhanced, or accepted. For
the super conveyer belt project, the constraint was time as it was necessary to complete the project in
no more than 2 years. We “accepted” changes to cost as we knew our max budget was well above what
we needed to complete the project. And our “enhance” was scope as we would improve the
functionality of the conveyer belt should the opportunity present itself but wouldn’t necessarily seek
out such opportunities otherwise. Figure 2 below show the priority matrix for this project.

Figure 2: Project Priority Matrix (PPM)
The tasks necessary to complete any given project are typically laid out in a Work Breakdown
Structure (WBS). The WBS is a hierarchical outline that identifies the basic activities required to
complete a given project. It’s organized by deliverables, sub-deliverables, and work packages and is ideal
for design and build projects like the conveyer belt project. As seen in the project scope statement, the
conveyer belt project includes four major deliverables: Hardware, Operating System, Utilities, and
Systems Integration. Though Systems Integration is less tangible than the other deliverables, it is still

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listed separately as the nature of the work is unique as compared to the other three and involves solving
all the interoperability issues required to make the whole system work.
The strength of the WBS resides in its ability to help the PM see the magnitude of the project as
well as form the basis of the WBS and OBS integration (cost accounts) which will be the foundation of
the Earned Value Management System and other monitor and controlling activities throughout the
project. Moreover, the development of the WBS is critical to creating bottom up estimates of both cost
and schedule early in the project. Appendix A shows a basic WBS from the conveyer belt project. Notice
the lack of start dates and resourcing as these elements are not added until later in the project. The
purpose of the WBS at this phase is simply to outline the major deliverables and the sub-tasks necessary
for completion of the deliverables. Later, durations, start dates, end dates, resources, and dependencies
will be added to each WBS element.
To determine who is responsible to complete each of the various work packages developed in
the WBS, we cross reference the WBS with our Organizational Breakdown Structure (OBS) to develop
cost accounts. These cost accounts contain information such as who is doing the work, how much it will
cost, when the activity will start and end as well as a rough estimate of the complexity of the work to be
performed or level of technical expertise required to complete it. Figure 3 below shows and portion of
the conveyer belt project WBS activity crossed with the part of the organization responsible for
completing the work. This information is critical to leveling resources as well as identifying resource
conflicts and shortages. However, in phase I, the only objective is simply to identify the available
resources with our organization so that during the planning phase, those resources can be assigned to
various activities within the WBS.

Figure 3: WBS / OBS cross reference
Since most projects require an Information System (IS) designed to assist project managers in
the development and management of a project plan, it is necessary to “code” the WBS activities into an
IS in preparation for detailed planning and estimation. In this case, the conveyer belt project utilizes
Microsoft Project to plan, estimate and manage the project. In this case, Project automatically codes the
WBS elements given they were input in a hierarchical way. That is, the overall project, then deliverables,

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then sub-deliverables were all input into the WBS in a hierarchical way. The final coded WBS elements
contain unique numerical identifiers which allow reports to be consolidated at any level in the WBS
structure. Figure 4 below shows a coded WBS as described above.

Figure 4: Coded WBS
Having identified the goals and objectives of the program, determined priorities,
developed a WBS and OBS, and coded our activities into our chosen IS, the team was able begin the
process of developing detailed plans for the project. Throughout all phases, the PM’s ability to lead and
manage the team will be critical. Without strong leadership, scope creep, internal conflict, external
conflict, senior management priority changes, or declining morale
Phase Two: Planning
According to PMBOK, project plan is a formal, approved document used to guide both project
execution and project control. Project planning helps in several crucial activities such as establishing
directions for the project team, supporting objectives of parent organization, making allowances for
possible risks and putting control on planned work [Chapter 4 Slide 7, 2017]. In this phase of project,
level of effort is increased compared to defining phase. The planning phase of project involves five main
phases: Schedules, Budgets, Resources, Risks and Staffing
A. Schedules
The initial estimation for complete date of Conveyor Belt project was 530 work days, with a
delivery date of February 1, 2018. The critical path for the project was determined to be:
Architectural Design -> Hardware Specification -> Hardware Design -> Hardware Documentation ->
Integration First Phase -> Serial I/0 Drivers -> System Hard/Software Test -> Network Interface ->
Integration Acceptance Testing.

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The activity with the greatest amount of slack was found to be Utilities Documentation work package
with total slack of 115 days.

Figure 5: Gantt Schedule Table
B. Budgets
1. Budget Reserve
Budget reserves are identified for specific work packages of project to manage known-unknown
risk. This is determined as percentage of estimated cost, a fixed number of using quantitative analysis.
The project management team calculated likelihood of the certain events and determined the mitigation
budget. As shown in table, the total amount of our budget reserve is $68,580.
Risk # Event Probability Cost Mitigation Budget
1 Requirement Stability 0.05 $187,600 $9,380
2 Fail HW/SW Test 0.05 $433,200 $21,660
3 Latent Defects in Supplies 0.1 $186,400 $18,640
4 Loss of critical personnel 0.05 $106,000 $5,300
5 Fail Acceptance Test 0.1 $136,000 $13,600
Total $68,580
Figure 6: Budget Reserve

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2. Management Reserve
Management reserve are intended to address unknown-unknowns and generally not a part of
project cost baseline. Team decided to considered Management Reserves at least 10% of the total
project work packages cost. Henceforth, the total amount of Management Reserve is $ 110,778.
C. Resources
The project is time constrained and after allocation of resources it was found that Design,
development, and documentation were overallocated, first occurrence can be found on 24th
August
2017. To resolve this problem, external development team was added to available resources which cost
$120/hrs. The team identified the exact date when conflict began and removed the original internal
development team from Routine Utilities; originally 14 June 2016, moved to 29 Feb 2016 and added the
new external development team. Routine Utilities activity was chosen because it did not require any
other internal teams to complete the task; making it ideal work for an outside agency.
D. Risks
1. Risk Assessment Form
Scenario Analysis was done and tabulated with risk assessment form which helps in figuring out
the possible risks, their likelihood and their impact, also gives an idea regarding when this risk would
occur. Risk severity matrix was developed, and team found that Failure of hardware and software could
be one of the most potential risk event scoring 23 points placed in red zone, followed by failure of
acceptance testing scoring 12 points placed in yellow zone.

Figure 7: Risk Assessment Form
2. Risk Response Matrix
The following Risk response matrix depicts how project team is planning to manage possible
risks. We decided to mitigate four out of five risks and accept the risk of “loss of critical personnel”. For
failure of HW/SW test and failure of acceptance test our contingency plan is to perform RCA, repair and
retest it. And for the unfortunate event (4), team decided to use contractor support.

Risk Assessment Form -Cube
Sr. No Risk Event Score When
1 Requirement Stability 9 Hardware Documentation
2 Failure of HW / SW Test 23 HW / SW Test
3 Latent Defect in Supplies 9 Circuit Board
4 Loss of critical personnel 1 All "Development" Activities
5 Failure of Acceptance test 12 Acceptance Test

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Figure 8: Risk Response Matrix
E. Staffing
Initially project has Design Team (2), Development team (2), Documentation team (1) and
Assembly/test team (1) from Research and Development group as well as purchasing team (1) from
Procurement group. As the project moved further, there was problem of over allocation which was
resolved by addition of external development teams, totaling 6 teams in project. Following figure show
the assigned resources team names and its rate as well as Budget and Management reserves.
Resource Name Type Initials Group
Max.
Units
Std. Rate Ovt. Rate Cost/Use Accrue At
Base
Calendar
Design Work D R&D 200% $100.00/hr $0.00/hr $0.00 Prorated Standard
Development Work D R&D 400% $70.00/hr $0.00/hr $0.00 Prorated Standard
Documentation Work D R&D 100% $60.00/hr $0.00/hr $0.00 Prorated Standard
Assembly/test Work A R&D 100% $70.00/hr $0.00/hr $0.00 Prorated Standard
Purchasing Work P Procurement 100% $40.00/hr $0.00/hr $0.00 Prorated Standard
External
Development
Work E R&D 100% $120.00/hr $0.00/hr $0.00 Prorated Standard
Budget Reserves
(BR)
Work B

100% $0.00/hr $0.00/hr $68,580.00 Prorated Standard
Management
Reserves (MR)
Work M

100% $0.00/hr $0.00/hr $110,778.00 Prorated Standard
Figure 9: Resources allocated to the project
Risk Response Matrix
Sr.
No. Risk Event Response Contingency Plan Trigger
Who is
Responsible
1
Requirement
Stability
Mitigate: Early
Design review with
Customer
Rework applicable
specification and design
activates
Official Notification
from Customer
Project
Manager
2
Failure of HW /
SW Test
Mitigate: Prior risk
reduction testing
Root Cause Analysis, repair,
re-test
Test Failure Design Lead
3
Latent Defect in
Supplies
Mitigate: Use only
trusted suppliers
Activate “latent-defect”
clauses; re-test as
necessary
Root cause analysis
reveals latent defect
Procurement
Lead
4
Loss of critical
personnel
Accept: development
personnel limited
Utilize contractor support
Notification of death
or injury of critical
personnel
Development
Lead
5
Failure of
Acceptance test
Mitigate: Prior risk
reduction testing
Root Cause Analysis, repair,
re-test
Test Failure Design Lead

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Phase three: Execution Phase.
The third stage is named Execution. This is the point at which the genuine work of the task is
performed. Required materials, apparatuses, and assets are changed to achieve the undertaking
objectives. Amid this stage, execution is ceaselessly measured to guarantee the venture is fruitful.

Figure 10: Cumulative Trend Analysis
Status Reports
1st
Quarter
PV EV AC SV CV BAC
$182,400 $195,714.18 $192,400 $13,314.18 $3,314.18 $1,218,558.00
EAC VAC EACf CPI PCIB PCIC
$1,197,928.61 $20,629.39 $1,197,923.21 1.02 0.160611296 0.160611296
VACf $20,634.79 TCPI 1 SPI 1.07
Table 1: 1st
quarter status report

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• In accordance with the project statistics, both the schedule and cost variance are positive which imply
that the project is ahead of schedule and is under budget by $3.3k.
• The PCIB indicates the amount of the project accomplished to date against the planned budget while the
PCIC, the amount of the project accomplished thus far as compared to the revised estimate. Here PCIB
and PCIC are 0.161 each implying that about 16.1% of the project has been completed to date.
• TCPI indicates that efficiency needed to complete the project on schedule. Here TCPI value comes up to
be 1 indicating that for each dollar spent, we need to achieve $1 worth of work to meet out budget.
• Here, CPI comes up to be 1.02, which implies that if we continue to earn $1.02 for each dollar spent, we
will be under budget by approximately $20.629.39.

2nd Quarter
PV EV AC SV CV BAC
$453,360 $424,656.05 $459,920 ($28,703.95) ($35,263.95) $1,218,558.00
$1,319,754.02 ($101,196.02) $1,319,748.52 0.95 0.348490634 0.348490634
VACf ($101,190.52) TCPI 1.05 SPI 0.94
Table 2: 2nd
• In accordance with the project statistics, both the schedule and cost variance are negative which imply
that the project is behind schedule and is over budget by $35.3k.
be 1.05 indicating that for each dollar spent, we need to achieve $1.05 worth of work to meet out
budget.
• Here, CPI comes up to be 0.95, which implies that if we continue to earn only $0.95 for each dollar
spent, we will be over budget by approximately $101,196.02.

3rd
Quarter
PV EV AC SV CV BAC
$587,440 $597,520.00 $620,800 $10,080.00 ($23,280.00) $1,218,558.00
$1,266,034.29 ($47,476.29) $1,266,034.29 0.96 0.49035007 0.49035007
VACf ($47,476.29) TCPI 1.04 SPI 1.02
Table 3: 3rd

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• In accordance with the project statistics, the schedule variance is positive while the cost variance is
negative, implying that the project is ahead of schedule but over budget by $47.5k.
budget.
• Here, CPI comes up to be 0.96, which implies that if we continue to earn $0.96 for each dollar spent, we
will be over budget by approximately $47,476.29.

4th
Quarter
PV EV AC SV CV BAC
$673,120 $678,009.50 $708,720 $4,889.50 -$30,710.50 $1,218,558.00
$1,273,757.21 -$55,199.21 $1,273,752.69 0.96 0.55640314 0.556403142
Table 4.1: 4th Quarter Status Report
• Currently, the conveyer belt project statistics indicate the project is ahead of schedule (SPI is greater
than 1) and behind budget (negative CV) by $30.7K.
• The schedule variance is slightly misleading however, since all work accomplished ahead of schedule is
in non-critical areas. Taking this fact into consideration, we anticipate completing the project
approximately 19 days later than planned.
• 4th Quarter variance is a result of “Serial I/O” coming in behind schedule and over cost while
“Prototypes” started early and is expected to finish early and under budget.
• There’s no other potential risk that needs to be taken care of because “Serial I/O” is already been dealt
with leading to the project delay.
• The PCIB indicates the amount of the project accomplished to date against the planned budget. The
PCIC, indicates the amount of the project accomplished thus far as compared to the revised estimate.
The project PCIC and PCIB are both .556 meaning that approximately 55.6% of the project has been
completed to date.
• The TCPI indicates the efficiency needed to complete the project on schedule. In this case, our TCPI is
1.06 indicating that for each dollar spent, we need to achieve $1.06 worth of work to meet out budget.
• Given our CPI of .96, if we continue to earn only $.96 for each dollar spent, we will be overs budget by
approximately $55,199.21.

Revised 4th
Quarter
PV EV AC SV CV BAC
$673,120 $676,281.67 $708,720 $3,161.67 ($32,438.33) $1,216,558.00
$1,277,012.78 ($58,454.78) $1,274,911.07 0.95 0.555897598 0.555897598
VACf ($58,353.07) TCPI 1.06 SPI 1
Table 4.1: Revised 4th Quarter Status Report
• At this stage, the conveyor belt project statistics show that the project is on schedule (SPI is equal to 1)
however it has gone over budget (CPI is less than 1 & negative CV) by $32.4k. The schedule variance
here is a positive $3,161.67 which implies that the project is marginally ahead by the same amount.

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budget.
• Here, CPI comes up to be 0.95, which implies that if we continue to earn only $0.95 for each dollar
spent, we will be over budget by approximately $58,454.78.

Changes
Throughout a project's life, numerous changes are likely to occur both to the project's scope, as
well as the expected cost and schedule. Some changes may be anticipated in the form of a risk
management plan while others are totally unknown. Changes to scope on the other hand are well
known and must be accepted either formally or informally by the Project Manager.
Since changes to scope has already been addressed in phase 1, some focus should be spent on
changes in estimated cost and schedule. In the case of the Super Conveyer Belt Project, significant
changes occurred at the end of the fourth quarter for the remaining activities. In many cases, these
changes result in an increase of the duration of the project which has not only schedule impacts, but
costs impacts as well since indirect costs increase over time while direct costs do not. Project managers
must navigate change as well as they navigate routine processes and procedures if the project is going
to be successful.
In response to changes in schedule, a PM may need to crash his or her critical path activities or
"fast track" those activities to make up lost time and complete the project on time. Conversely, if the
project is ahead of schedule, resources may be diverted to late activities to keep the overall project on
time or perhaps finish early as well. If costs are exceeding the planned budget, then other
considerations should be taken as well. For example, brainstorming various cost reduction techniques or
reducing overall scope may alleviate cost overruns.
Forecasts
1st Quarter: The EACf is $1,197,923.21 which falls below the original baseline cost estimate of
$1,218,558. The VACf and VAC are almost identical at $20,634.79 and $20,629.39 respectively. These
VAC indicates that the project is projected to be approximately $20.6K under budget. Original
completion date was 2/1/2018 (530 days) but current estimates put project completion at 1/26/2018
(526 days).
2nd Quarter: The EACf is $1,319,748.52 which is well above the original baseline cost estimate of
$1,218,558. The VACf and VAC are almost identical at -$101,190.52 and -$101,196.02 respectively.
These VAC indicates that the project is projected to be approximately $101.2K over budget. Original
completion date was 2/1/2018 (530 days) but current estimates put project completion at 1/19/2018
(521 days).

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3rd Quarter: The EACf is $1,319,748.52 which is well above the original baseline cost estimate of
$1,218,558. The VACf and VAC, are both -$47,476.29. These VAC indicates that the project is projected
to be approximately $47.5K over budget. Original completion date was 2/1/2018 (530 days) but current
estimates put project completion at 1/24/2018 (524 days).
4th Quarter: The EACf is $1,273,752.69 which falls above the original baseline cost estimate of
$1,218,558. The VACf and VAC are almost identical at -$55,194.69 and -$55,199.21 respectively. These
VAC indicates that the project is projected to be approximately $55K over budget. Original completion
date was 2/1/2018 (530 days) but current estimates put project completion at 2/28/2018 (549 days).
Revised 4th Quarter: The EACf is $1,274,911.07 which falls above the original baseline cost estimate of
$1,218,558. The VACf and VAC are almost identical at -$58,353.07 and -$58,454.78 respectively. These
VAC indicates that the project is projected to be approximately $58.4K over budget. Original completion
date was 2/1/2018 (530 days) but current estimates put project completion at 3/15/2018 (560 days).
Throughout all phases of the project, management will encounter numerous challenges that
must be dealt with if the project is to succeed. In the case of the conveyer belt project, the Project
Manager identified the following areas as those of greatest concern for his team:
• Dysfunctional Conflict: Dysfunctional conflict emerges as strong personalities and stress impact the
ability of the team to engage in functional conflict as part of the problem-solving process. Given our
schedule variance and cost issues to date, a certain amount of stress is to be expected and must be
managed to ensure it doesn’t become dysfunctional.
• Loss of Purpose: Given our late stage in the overall project, distractions have no doubt emerged and
begun to dissolve the common sense of purpose initially shared by the team. Without continuously
reminding the team of our overall goals and objectives, distractions may consume valuable team
member time and company resources.
• Motivation: Cost and schedule overruns as well as normal conflict which will emerge within any team
inevitable affect motivation. Keeping the team motivated and focused on the value of the project is
incredible important to successfully concluding the project.
• Loss of team focus: Individuals may lose sight of their role as members of the team and become self-
focused and only interested in accomplishing their tasks or possibly “lime-lighting” at the expense of the
team.
To ensure project success, conveyer belt leadership identified the following keys to success.
Though not a magic pill to eliminate of all leadership challenges, by encouraging the team to abide by
these concepts, the PM can greatly reduce the chance that any single leadership challenge identified
above with become sufficiently out of control to impact the team’s ability to complete the project on
time and on schedule.
• Share a sense of common purpose: Remind the team why we do what we do. Encourage them daily that
the small role they are playing has a huge impact on not only the success of the project but the success
of our company and partners.

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• Make effective use of individual talents and expertise: Don’t let people get bogged down doing the same
repetitive tasks over and over. Know their natural gifts and educational and professional backgrounds to
ensure they are being challenged and effectively used as a member of the team.
• Maintain a problem-solving focus: The problem is the problem, not the people. As tempers flare and
emotions rise keep the team focused on the problems we are solving, not the people solving them.
Nothing will hurt the team more than individuals at each other’s throats while the real issues go
unresolved.
• Encourage risk taking and creativity: Avoid the pitfall of believing that “the way we used to do it” is the
best way to do it. Keep people thinking critically by challenging assumptions and asking for multiple
courses of action when solving major problems. Give them limits but only broad limits and allow their
creativity to spark.
Phase Four: Closing
Project comes to an end with completing all the deliverables and owner would ready to be
transferred. Closing a project incorporates an overwhelming number of tasks. The responsibility of
closing a project is have been parsed among project manager, project teams, project office, an oversight
“review committee”, and an independent retrospective facilitator.
The three major deliverables that comes under project closure are as shown in Figure 11:
1. Wrapping up the project
2. Project Audit
3. Evaluation of performance and management of the project

Figure 11: Project closure deliverables
The project team expects this project will undergo a normal project closure where no extraordinary risk
measures should be attempted to closing the project.
The following tasks which are yet to completed are as follows:
• Hardware (71% complete)
• Operating system (56% complete)
• Utilities (78% complete)
• System Integration (37% complete)

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4.1. Train Customer
Customer training is one of the most essential part of the project closure as it shares the
guidelines of using the product. This can be provided by means of short demo videos, instruction
manuals which would include both kind of trainings i.e. Hardware installation and Software usage if
required. Also, the guidelines could be posted on the website under the “Help” section and even
technical assistance would be provided whenever required.
4.2. Transfer Documents
All the documentations, including initial project requirements, development phases, project
status reports, data sheets, testing records, end-user agreements, etc. would be retained for the future
reference if necessary. A cover sheet is to be prepared providing a brief overview and outline of project
and a list of all participants involved. Organizing those documents as the project progresses so any
authority would be able to easily locate information in the future. Thus, making a transfer of all the
documents according to the project acquisition plan.
4.3. Release Resources
At the conclusion of a project, release resources mean a process for re-accommodating resources or
shifting staff responsibilities and thus the project closure procedures are started. Reassign those staff
members to other projects or duties in the workplace. Feedback all staff performance would also be
carried out. Collaborating with Human Resource Manager of the organization will keep the resource files
up to date.
4.4. Evaluations
The final step in the project closure is the evaluations review. Since the 360-degree review is
found to be the most popular and efficient method of evaluating performance, our project team will be
conducting mainly this method for final review. Apart from the Individual, Team and Project Manager
Performance evaluations are also likely to be carried out. If possible, it can also be beneficial to include
clients, customers, users or any appropriate stakeholders.
Instead of conducting just post-project evaluations also the project-progress reviews would be
implemented for the effective evaluations. The sample project progress review questionnaire is likely to
be as follows:
1. Were the project objectives and strategic intent of the project clearly and explicitly communicated?
2. Were the objectives and strategy in alignment?
3. Were the stakeholders identified and included in the planning?
4. Were project resources adequate for this project?
5. Were people with the right skill sets assigned to this project?
6. Were time estimates reasonable and achievable?
7. Were the risks for the project appropriately identified and assessed before the project started?
8. Were the processes and practices appropriate for this type of project? Should projects of similar size and
type use these systems? Why/why not?

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9. Did outside contractors perform as expected? Explain.
10. Were communication methods appropriate and adequate among all stakeholders? Explain.
11. Is the customer satisfied with the project product?
12. Are the customers using the project deliverables as intended? Are they satisfied?
13. Were the project objectives met?
14. Are the stakeholders satisfied their strategic intents have been met?
15. Has the customer or sponsor accepted a formal statement that the terms of the project charter and
scope have been met?
16. Were schedule, budget, and scope standards met?
17. Is there any one important area that needs to be reviewed and improved upon? Can you identify the
cause?
As the organizational review is as necessary as the individual and team evaluations, we shall adapt
Organizational Culture Review which answers to the questions such as:
1. Was the organizational culture supportive for this type of project?
2. Was senior management support adequate?
3. Were people with the right skills assigned to this project?
4. Did the project office help or hinder management of the project? Explain.
5. Did the team have access to organizational resources (people, funds, equipment)?
6. Was training for this project adequate? Explain.
7. Were lessons learned from earlier projects useful? Why? Where?
8. Did the project have a clear link to organizational objectives? Explain.
9. Was project staff properly reassigned?
10. Was the Human Resources Office helpful in finding new assignments? Comment.
The post project Team evaluations will also be conducted which may include criteria for the Feedback
survey such as shown in Figure 12:

Figure 12: Feedback survey

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In addition to performance to reviews, data are to be collected for project retrospectives, which
can present situations that may influence performance. In such situations, performance evaluations
should recognize and note the unusual situation.
Depending upon such review and performance evaluations, group rewards will be allocated for
project work and the annual awards for individual performance to help encouraging the employees of
the organization.
4.5. Lessons Learned
Definition: Conducting lessons learned exercise refers to organizing a set of activities for gathering,
documenting and analyzing feedback received from project participant and describing events that have
happened during the project
However, lessons learned may be identified and documented at any point during the project's life cycle.
The purpose of documenting lessons learned is to share and use knowledge derived from experience to
promote the recurrence of desirable outcomes preclude the recurrence of undesirable outcomes.

Conclusion
Successful Project Management requires a multitude of activities, relationships and
circumstances to synergistically align in order to accomplish the stated goals of the project while
meeting cost and budget requirements. In this case, the Super Conveyer Project is likely to finish slightly
behind schedule and over budget unless appropriate management and mitigation techniques are
applied. Having followed the requisite guidelines for defining and planning the project, the team must
continue to execute the remaining activities and successfully close out the project. The various factors
discussed above greatly contribute to a projects success of failure and mastery of those topics should be
consider mandatory for anyone who endeavors to manage large scale, complex, or costly projects.

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References
1. Larson, Erik W., “Project Management”, 7th
edition. New York, NY: Macgraw Hill
Education [2017].
2. Lecture Notes. Presented by Dr. Michel E. Whittenberg. Found: Notes
3. Microsoft Project Tutorials. Found: Tutorials

CONVEYOR BELT PROJECT REPORT

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