The document discusses the importance of project closure activities. It defines project closure and lists key closure activities including updating documentation, turning over deliverables, conducting a client satisfaction survey, releasing project resources, and assessing project performance. The document provides details on each closure activity and emphasizes the importance of formally closing out all aspects of a project to meet goals such as eliminating risk and learning lessons. It includes examples of closure checklists and surveys.
Chapter 08 of ICT Project Management based on IOE Engineering syllabus. This chapter contains activity definition, decomposition of activities,activity attributes, schedule development and control etc....Provided by Project Management Sir of KU.
The document discusses various aspects of project communications and management. It provides guidance on:
1) Preparing reports and presentations throughout the project while focusing on factual data and including soft data carefully.
2) Seeking a middle ground in reports between providing too little or too much information.
3) Customizing reports for different audiences and including a summary with additional details in descending order of value.
4) Conducting efficient meetings, distributing minutes, and archiving project information for current and future use.
The document outlines the steps to properly close a project: 1) Get acceptance from the customer that deliverables meet requirements. 2) Conduct an evaluation to determine if goals/objectives were achieved on time and on budget. 3) Write a final report summarizing the project and lessons learned. 4) Celebrate the completion with the project team to recognize their work.
This document discusses various tools and techniques for project management planning and execution. It covers selecting project management software tools, developing risk management plans, quality management plans, procurement management plans, and monitoring and controlling the project schedule, costs, communications and issues. It emphasizes establishing a project baseline, tracking project metrics, analyzing variances from the plan, and managing changes through a formal change control process.
The document provides an overview of project management concepts and processes. It discusses the typical phases of project initiation, planning, execution, monitoring and control, and closure. It also describes key planning steps such as developing a project charter, identifying stakeholders, acquiring a project team, defining objectives and requirements, creating a work breakdown structure, and developing a project management plan. The document emphasizes the importance of thorough planning and defines some common challenges that can arise in projects.
The document outlines a project closure checklist to ensure a formal conclusion and handoff of a completed product. It includes steps to conduct a post-implementation review capturing lessons learned, staff transfer and release, financial closure by resolving all invoices and obligations, archiving project documents and artifacts, and celebrating significant milestones.
This document discusses the key topics covered in an economics lecture, including project planning, execution, termination, and the importance of proper planning. It emphasizes that the project plan should establish detailed directions for the project team, including deliverables, timelines, resources, and allowances for risk. A successful project launch meeting is also critical to align objectives and address major risks. The project charter and work breakdown structure are key components of the project plan for defining tasks, resources, schedules, personnel needs, and risk management. Thorough planning is necessary to ensure project success.
Chapter 08 of ICT Project Management based on IOE Engineering syllabus. This chapter contains activity definition, decomposition of activities,activity attributes, schedule development and control etc....Provided by Project Management Sir of KU.
The document discusses various aspects of project communications and management. It provides guidance on:
1) Preparing reports and presentations throughout the project while focusing on factual data and including soft data carefully.
2) Seeking a middle ground in reports between providing too little or too much information.
3) Customizing reports for different audiences and including a summary with additional details in descending order of value.
4) Conducting efficient meetings, distributing minutes, and archiving project information for current and future use.
The document outlines the steps to properly close a project: 1) Get acceptance from the customer that deliverables meet requirements. 2) Conduct an evaluation to determine if goals/objectives were achieved on time and on budget. 3) Write a final report summarizing the project and lessons learned. 4) Celebrate the completion with the project team to recognize their work.
This document discusses various tools and techniques for project management planning and execution. It covers selecting project management software tools, developing risk management plans, quality management plans, procurement management plans, and monitoring and controlling the project schedule, costs, communications and issues. It emphasizes establishing a project baseline, tracking project metrics, analyzing variances from the plan, and managing changes through a formal change control process.
The document provides an overview of project management concepts and processes. It discusses the typical phases of project initiation, planning, execution, monitoring and control, and closure. It also describes key planning steps such as developing a project charter, identifying stakeholders, acquiring a project team, defining objectives and requirements, creating a work breakdown structure, and developing a project management plan. The document emphasizes the importance of thorough planning and defines some common challenges that can arise in projects.
The document outlines a project closure checklist to ensure a formal conclusion and handoff of a completed product. It includes steps to conduct a post-implementation review capturing lessons learned, staff transfer and release, financial closure by resolving all invoices and obligations, archiving project documents and artifacts, and celebrating significant milestones.
This document discusses the key topics covered in an economics lecture, including project planning, execution, termination, and the importance of proper planning. It emphasizes that the project plan should establish detailed directions for the project team, including deliverables, timelines, resources, and allowances for risk. A successful project launch meeting is also critical to align objectives and address major risks. The project charter and work breakdown structure are key components of the project plan for defining tasks, resources, schedules, personnel needs, and risk management. Thorough planning is necessary to ensure project success.
This document discusses project management techniques for managing the triple constraints of scope, time, and cost on projects. It defines key terms for scope, time, and cost management and describes tools and techniques for planning, controlling, and completing each area successfully. These include work breakdown structures, Gantt charts, estimating techniques like analogous and parametric estimating, variance analysis, and change control systems. The goal is to incorporate these techniques to deliver projects on budget, on schedule, and according to defined objectives and requirements.
The document discusses planning project schedule management which includes establishing policies and procedures for planning, developing, managing, executing, and controlling the project schedule. It discusses defining activities by identifying and documenting specific actions to produce deliverables. Key information about each activity such as owners, deliverables, assumptions, and dependencies must be documented. A schedule is then created by analyzing activity sequences, durations, resources, and constraints to develop a project schedule model using techniques like bar charts and critical path method. The process also involves planning human resource and cost management which includes identifying roles and responsibilities, assessing staffing needs over time, and estimating costs of completing all activities.
13 project control & closing managementDhamo daran
This document discusses project control and closing processes. It describes monitoring project work, which involves tracking performance against the project plan and identifying variances. It also discusses administering procurements, including monitoring vendor work and conducting procurement reviews. The document outlines reporting project performance through tools like variance analysis and communication methods. Finally, it describes closing the project through activities like getting customer acceptance, releasing resources, and creating a final report with an executive summary and lessons learned.
The document discusses the process of closing a project or project phase. It involves two main procedures: closing procurements and administrative closure. Closing procurements involves verifying work was acceptable and finalizing contracts and records. Administrative closure includes closing each project phase, collecting results and lessons learned, and obtaining formal customer acceptance. Project closure documentation includes details of administrative closure, product verification, contract termination if needed, payments, acceptance documents, project files, and historical information.
The document discusses key concepts in project management. It defines a project as having a defined objective, deadline, and requiring integration of knowledge from different organizations. Project management is important for getting work done correctly and on schedule. It also allows for prioritized work distribution, risk management, and standardized processes. The document outlines the project life cycle and emphasizes the importance of planning, organizing, and controlling projects.
The project close-out phase involves completing all project activities and deliverables, final reviews being conducted, and the customer accepting the final project deliverable. The project manager is responsible for archiving documents, obtaining sign-off, assessing satisfaction, capturing lessons learned, debriefing team members, and completing evaluations. Administrative closure includes closing contracts, reviewing invoices, conducting performance reviews, and confirming project completion with signatures.
1. The document discusses conducting project audits and evaluations. It outlines the major tasks, components, types, and factors influencing the depth of project audits.
2. The steps for conducting a project audit are initiation and staffing, data collection and analysis, and reporting. Data is collected from the organization and project team perspectives.
3. Project and individual performance evaluations are important but often done poorly. Evaluations should focus on clear standards beyond just time, cost, and specifications. Team and individual evaluations should be separate processes.
In this webinar, we introduce you to the Project Triangle of Scope, Time and Cost, and discuss some techniques for helping Project Managers manage the core triple constraints of projects.
We cover the following topic areas:
• Describe methods for managing project conflict in the iron triangle
• Describe the elements of the PMBOK® Guide, Fifth Edition, related to Scope, Time and Cost
• What is the Work Breakdown Structure (WBS) and how to develop one
The document outlines a chapter on project management. It discusses key project management concepts like work breakdown structures, critical paths, PERT and CPM techniques. These techniques help schedule project activities, determine precedence relationships, identify critical paths, and calculate activity time estimates. The chapter also covers topics like project planning, scheduling, controlling, and the roles of project managers. An example case study on a large project by Bechtel is provided to illustrate real-world project management.
This document outlines the seven phases of the project life cycle: initiation, planning, execution, monitoring and control, and closeout. It describes the key activities and outputs for each phase. The initiation phase involves selecting a project manager and defining objectives. The planning phase develops detailed plans for tasks, schedule, budget, roles and communication. Execution involves executing the plans, and monitoring and control compares results to metrics and identifies variances. The closeout phase hands over the final product and archives lessons learned.
This document discusses project auditing and closure. It describes the tasks of a project audit, which include evaluating stakeholder benefits and satisfaction, assessing successes and failures, and identifying improvements. The audit process involves initiation, data collection, analysis, and reporting. Project closure objectives are also outlined, such as determining termination reasons and describing closure tasks like getting acceptance, releasing resources, and evaluating performance. Lessons learned through retrospectives are emphasized as important for organizational improvement.
The document discusses the project management life cycle which includes 5 process groups: initiating, planning, executing, monitoring and controlling, and closing. It also discusses the 10 knowledge areas that are core to project management according to PMI. The process groups involve defining a project, planning how to execute it, carrying out the work, tracking progress, and finally closing the project. The knowledge areas provide the technical skills needed for effective project management.
The document outlines key features of a project management tool, including risk management, resource management, tracking dependencies and milestones, ease of use, third-party integrations, agile workflow systems, using boards to manage projects, time tracking, customizable workflows, native mobile apps, easy collaboration, and delegating tasks. Effective project management requires a tool that facilitates these important features.
Planning Phase Part I - Project Phases and Lifecycle PlanningEmanuele Della Valle
This document provides an overview of the planning phase and project lifecycles for software projects. It discusses the typical phases of a project including concept exploration, requirements, analysis and design, development, integration and testing, and deployment. It also describes different lifecycle models like waterfall and iterative development. The document is intended to teach project managers about establishing a project plan and selecting an appropriate lifecycle model.
This document provides an introduction to project planning techniques including work breakdown structures (WBS), PERT charts, and Gantt charts. It defines each technique and provides examples. A WBS breaks a project into smaller deliverables and tasks. PERT charts show task relationships and durations using a network diagram. Gantt charts display tasks in a bar chart with start/end dates. The document outlines the steps to create each planning tool to identify tasks, determine sequences, estimate times, and develop the charts/tables needed for project scheduling and management.
To be successful, a project team must select appropriate processes to meet objectives, use a defined adaptable approach, establish stakeholder communication and engagement, comply with requirements, and balance constraints. There are five process groups: initiating, planning, executing, monitoring/controlling, and closing. The initiating group defines the initial scope and resources. Planning designs the success scheme through progressive elaboration. Executing coordinates execution according to plans. Monitoring/controlling tracks progress and initiates changes. Closing finalizes all activities and formally closes the project.
The project life cycle consists of four phases: initiation, planning, execution, and closure. The initiation phase involves establishing the business need, feasibility, terms of reference, project team, and office. The planning phase includes creating detailed plans for the project, resources, finances, quality, risks, acceptance, communications, and procurement. In the execution phase, deliverables are built while being monitored and controlled. Various management processes also occur. Finally, the closure phase involves performing project closure and reviewing project completion.
R-line I.T Solutions presented their group project plan for an organization. The presentation covered the organization's overview, purpose of the project plan, statement of requirements, risk analysis and management, technical feasibility, scope management, business processes, standard operating procedures for outsourced services, IT mapping, network layout, and solutions for various IT concerns. The group's project plan addressed setting up the necessary IT infrastructure for the organization.
En SIMSA somos una Agencia especializada en BTL, contando con mas de 10 años de experiencia en el mercado, logrando destacar como una de las 40 mejores agencias en México de publicidad, BTL y Prestadores de Servicios brindando nuestros servicios cada vez a más clientes ya que implementamos estrategias de mercadotecnia especificas basadas en un estudio de mercado para la creación e implementación de trajes a la medida dependiendo de las necesidades de cada cliente.
“Merchandising”
Promotoria
Elaboración De “POP”
Montaje de “POP”
Degustación
Demostración
Activaciones de marca
“Actividades de campo BTL”
Volanteo
Caravanas promocionales
Activaciones de marca
Activaciones en centros de consumo
“ Eventos especiales”
Organización de eventos empresariales
Edecanes Go´s “AA, AAA” y modelos
Elaboración, diseño y manejo de inflables y botargas
“Prestadora de Servicios”
Creación y manejo de fuerza de ventas
Reclutamiento, selección, contratación y manejo de nómina de personal
Reclutamiento, selección y manejo de nómina.
Capacitación de personal
Personal e instalaciones para call center y/o oficina
“Campañas de Diseño”
Propuestas creativas e implantación de campañas de BTL.
Diseño, producción e implementación de materiales “POP”
“Estudios de Mercado”
Investigación de “público meta”
Investigación de competencia
Investigación del consumidor y frecuencia de consumo
Estudios por medio de “Mistery Shopper”
This document discusses project management techniques for managing the triple constraints of scope, time, and cost on projects. It defines key terms for scope, time, and cost management and describes tools and techniques for planning, controlling, and completing each area successfully. These include work breakdown structures, Gantt charts, estimating techniques like analogous and parametric estimating, variance analysis, and change control systems. The goal is to incorporate these techniques to deliver projects on budget, on schedule, and according to defined objectives and requirements.
The document discusses planning project schedule management which includes establishing policies and procedures for planning, developing, managing, executing, and controlling the project schedule. It discusses defining activities by identifying and documenting specific actions to produce deliverables. Key information about each activity such as owners, deliverables, assumptions, and dependencies must be documented. A schedule is then created by analyzing activity sequences, durations, resources, and constraints to develop a project schedule model using techniques like bar charts and critical path method. The process also involves planning human resource and cost management which includes identifying roles and responsibilities, assessing staffing needs over time, and estimating costs of completing all activities.
13 project control & closing managementDhamo daran
This document discusses project control and closing processes. It describes monitoring project work, which involves tracking performance against the project plan and identifying variances. It also discusses administering procurements, including monitoring vendor work and conducting procurement reviews. The document outlines reporting project performance through tools like variance analysis and communication methods. Finally, it describes closing the project through activities like getting customer acceptance, releasing resources, and creating a final report with an executive summary and lessons learned.
The document discusses the process of closing a project or project phase. It involves two main procedures: closing procurements and administrative closure. Closing procurements involves verifying work was acceptable and finalizing contracts and records. Administrative closure includes closing each project phase, collecting results and lessons learned, and obtaining formal customer acceptance. Project closure documentation includes details of administrative closure, product verification, contract termination if needed, payments, acceptance documents, project files, and historical information.
The document discusses key concepts in project management. It defines a project as having a defined objective, deadline, and requiring integration of knowledge from different organizations. Project management is important for getting work done correctly and on schedule. It also allows for prioritized work distribution, risk management, and standardized processes. The document outlines the project life cycle and emphasizes the importance of planning, organizing, and controlling projects.
The project close-out phase involves completing all project activities and deliverables, final reviews being conducted, and the customer accepting the final project deliverable. The project manager is responsible for archiving documents, obtaining sign-off, assessing satisfaction, capturing lessons learned, debriefing team members, and completing evaluations. Administrative closure includes closing contracts, reviewing invoices, conducting performance reviews, and confirming project completion with signatures.
1. The document discusses conducting project audits and evaluations. It outlines the major tasks, components, types, and factors influencing the depth of project audits.
2. The steps for conducting a project audit are initiation and staffing, data collection and analysis, and reporting. Data is collected from the organization and project team perspectives.
3. Project and individual performance evaluations are important but often done poorly. Evaluations should focus on clear standards beyond just time, cost, and specifications. Team and individual evaluations should be separate processes.
In this webinar, we introduce you to the Project Triangle of Scope, Time and Cost, and discuss some techniques for helping Project Managers manage the core triple constraints of projects.
We cover the following topic areas:
• Describe methods for managing project conflict in the iron triangle
• Describe the elements of the PMBOK® Guide, Fifth Edition, related to Scope, Time and Cost
• What is the Work Breakdown Structure (WBS) and how to develop one
The document outlines a chapter on project management. It discusses key project management concepts like work breakdown structures, critical paths, PERT and CPM techniques. These techniques help schedule project activities, determine precedence relationships, identify critical paths, and calculate activity time estimates. The chapter also covers topics like project planning, scheduling, controlling, and the roles of project managers. An example case study on a large project by Bechtel is provided to illustrate real-world project management.
This document outlines the seven phases of the project life cycle: initiation, planning, execution, monitoring and control, and closeout. It describes the key activities and outputs for each phase. The initiation phase involves selecting a project manager and defining objectives. The planning phase develops detailed plans for tasks, schedule, budget, roles and communication. Execution involves executing the plans, and monitoring and control compares results to metrics and identifies variances. The closeout phase hands over the final product and archives lessons learned.
This document discusses project auditing and closure. It describes the tasks of a project audit, which include evaluating stakeholder benefits and satisfaction, assessing successes and failures, and identifying improvements. The audit process involves initiation, data collection, analysis, and reporting. Project closure objectives are also outlined, such as determining termination reasons and describing closure tasks like getting acceptance, releasing resources, and evaluating performance. Lessons learned through retrospectives are emphasized as important for organizational improvement.
The document discusses the project management life cycle which includes 5 process groups: initiating, planning, executing, monitoring and controlling, and closing. It also discusses the 10 knowledge areas that are core to project management according to PMI. The process groups involve defining a project, planning how to execute it, carrying out the work, tracking progress, and finally closing the project. The knowledge areas provide the technical skills needed for effective project management.
The document outlines key features of a project management tool, including risk management, resource management, tracking dependencies and milestones, ease of use, third-party integrations, agile workflow systems, using boards to manage projects, time tracking, customizable workflows, native mobile apps, easy collaboration, and delegating tasks. Effective project management requires a tool that facilitates these important features.
Planning Phase Part I - Project Phases and Lifecycle PlanningEmanuele Della Valle
This document provides an overview of the planning phase and project lifecycles for software projects. It discusses the typical phases of a project including concept exploration, requirements, analysis and design, development, integration and testing, and deployment. It also describes different lifecycle models like waterfall and iterative development. The document is intended to teach project managers about establishing a project plan and selecting an appropriate lifecycle model.
This document provides an introduction to project planning techniques including work breakdown structures (WBS), PERT charts, and Gantt charts. It defines each technique and provides examples. A WBS breaks a project into smaller deliverables and tasks. PERT charts show task relationships and durations using a network diagram. Gantt charts display tasks in a bar chart with start/end dates. The document outlines the steps to create each planning tool to identify tasks, determine sequences, estimate times, and develop the charts/tables needed for project scheduling and management.
To be successful, a project team must select appropriate processes to meet objectives, use a defined adaptable approach, establish stakeholder communication and engagement, comply with requirements, and balance constraints. There are five process groups: initiating, planning, executing, monitoring/controlling, and closing. The initiating group defines the initial scope and resources. Planning designs the success scheme through progressive elaboration. Executing coordinates execution according to plans. Monitoring/controlling tracks progress and initiates changes. Closing finalizes all activities and formally closes the project.
The project life cycle consists of four phases: initiation, planning, execution, and closure. The initiation phase involves establishing the business need, feasibility, terms of reference, project team, and office. The planning phase includes creating detailed plans for the project, resources, finances, quality, risks, acceptance, communications, and procurement. In the execution phase, deliverables are built while being monitored and controlled. Various management processes also occur. Finally, the closure phase involves performing project closure and reviewing project completion.
R-line I.T Solutions presented their group project plan for an organization. The presentation covered the organization's overview, purpose of the project plan, statement of requirements, risk analysis and management, technical feasibility, scope management, business processes, standard operating procedures for outsourced services, IT mapping, network layout, and solutions for various IT concerns. The group's project plan addressed setting up the necessary IT infrastructure for the organization.
En SIMSA somos una Agencia especializada en BTL, contando con mas de 10 años de experiencia en el mercado, logrando destacar como una de las 40 mejores agencias en México de publicidad, BTL y Prestadores de Servicios brindando nuestros servicios cada vez a más clientes ya que implementamos estrategias de mercadotecnia especificas basadas en un estudio de mercado para la creación e implementación de trajes a la medida dependiendo de las necesidades de cada cliente.
“Merchandising”
Promotoria
Elaboración De “POP”
Montaje de “POP”
Degustación
Demostración
Activaciones de marca
“Actividades de campo BTL”
Volanteo
Caravanas promocionales
Activaciones de marca
Activaciones en centros de consumo
“ Eventos especiales”
Organización de eventos empresariales
Edecanes Go´s “AA, AAA” y modelos
Elaboración, diseño y manejo de inflables y botargas
“Prestadora de Servicios”
Creación y manejo de fuerza de ventas
Reclutamiento, selección, contratación y manejo de nómina de personal
Reclutamiento, selección y manejo de nómina.
Capacitación de personal
Personal e instalaciones para call center y/o oficina
“Campañas de Diseño”
Propuestas creativas e implantación de campañas de BTL.
Diseño, producción e implementación de materiales “POP”
“Estudios de Mercado”
Investigación de “público meta”
Investigación de competencia
Investigación del consumidor y frecuencia de consumo
Estudios por medio de “Mistery Shopper”
Megazyme International is developing a new investigational drug called Alzipill to treat Alzheimer's disease. Alzipill is currently in Phase II clinical trials. Megazyme is considering making Alzipill available for treatment use before it receives FDA approval. This would involve submitting an expanded access IND and preparing a new protocol for IRB review. However, there are risks like serious adverse reactions that could impact the ongoing clinical trial. Megazyme will need to address requirements like informed consent and training clinical staff on the expanded access use of the drug. The company's future is dependent on positive results from the current Phase II trials.
O documento descreve a vida e obra de Joseph Moses Juran, pioneiro na área de gestão da qualidade. Ele iniciou sua carreira como engenheiro elétrico e depois passou a se dedicar à qualidade, desenvolvendo novas técnicas estatísticas. Juran propôs que a melhoria da qualidade deveria ser a prioridade máxima e dividiu a gestão da qualidade em três etapas: planejamento, melhoria e controle. Suas ideias revolucionaram a qualidade no Japão e ainda servem de referência para gestores.
The document discusses the disproportionate impact of HIV/AIDS on women in Sub-Saharan Africa. It notes that poverty, gender inequality, lack of education, and cultural norms that limit women's autonomy and decision-making power regarding their sexuality increase women's vulnerability to HIV infection in the region. The aim of the review is to investigate the effectiveness of economic empowerment interventions like microfinance and educational interventions in reducing HIV-related risk factors for women in Sub-Saharan Africa by improving access to information, health education, and economic resources.
La argentinidad se refiere a aquellas características que definen a los argentinos y los diferencian del resto del mundo, como sus costumbres, creencias, tradiciones, idioma y cultura. Originalmente se usó el término para homogeneizar a la población inmigrante, pero hoy en día también incluye elementos como el fútbol, el tango, el mate, el humor característico y los recursos naturales del país. Algunas de estas características son reflejadas en obras como la canción "La Argentinidad al pal
El documento describe la historia y las reglas del fútbol sala. El deporte se originó en Uruguay en 1930 cuando los jóvenes jugaban en las calles y terrenos pequeños. Un profesor adaptó las reglas del fútbol a un campo más pequeño, tomando el número de jugadores y tiempo de juego del baloncesto y el tamaño de las porterías y el balón del balonmano. Un partido dura 40 minutos divididos en dos tiempos de 20 minutos cada uno y se detiene el cronómetro cuando el balón no está en juego.
Este documento ofrece consejos para mantener una buena salud mental y física. Propone que expresar sentimientos en lugar de reprimirlos, tomar decisiones en lugar de ser indeciso, buscar soluciones en lugar de quejarse, aceptarse a uno mismo en lugar de vivir de apariencias, confiar en los demás y mantener un espíritu alegre en lugar de estar siempre triste. Sugiere que estas acciones y actitudes promueven una vida saludable mientras que lo contrario puede conducir a enfermedades.
El documento presenta el "Alfabeto emocional" desarrollado por el Dr. Juan Hitzig, el cual concluye que las actitudes y conductas positivas como la serenidad, el silencio, la sabiduría y la sonrisa promueven la secreción de serotonina y generan sentimientos como el ánimo y el amor, mientras que las negativas como el resentimiento, la rabia y el reproche facilitan la secreción de cortisol y generan depresión y desesperación, afectando la salud y acelerando el envejecimiento.
Este documento presenta un modelo de estatutos para una asociación sin ánimo de lucro. Establece la constitución de la asociación, incluyendo su nombre, duración, domicilio y objetivos. También describe la estructura y funciones de los órganos de administración y dirección como la asamblea general, la junta directiva, el representante legal, el presidente, vicepresidente y secretario. Finalmente, detalla disposiciones sobre el patrimonio de la asociación, los deberes y derechos de los asociados, y los procedimientos
The document discusses top 10 reasons why projects fail and ways to improve project success. It lists the top 10 reasons as: 1) Insufficient planning, 2) Inadequate requirements gathering, 3) Unreliable estimates/unrealistic timelines, 4) Unmanaged scope, 5) Human resource issues, 6) Poor communication/stakeholder management, 7) No or insufficient risk management, 8) Inadequate test planning and testing, 9) Insufficient monitoring and controlling activities, and 10) Poor quality project management. For each reason, it provides details on what constitutes the problem and recommendations for improving project outcomes.
This power point presentation is about Project Audit and Closure. Highlighting on its importance, the types of closures and the best practices. This power point presentation is for educational purposes only.
The document discusses the key aspects of project management including the project life cycle and its phases. It describes the five phases of a project life cycle as initiation, planning, execution, monitoring and control, and closeout. For each phase, it provides the key outputs and activities. For example, in the planning phase the outputs include creating a work breakdown structure, developing schedules, and determining roles and responsibilities. The document also covers other areas such as what is a project, factors for project success and failure, the role of a project manager, and common project management tools.
This material is intended to provide project leaders with a foundational understanding of leading practice project management processes, activities, tools, techniques, and deliverables as prescribed the Project Management Institute (PMI).
The document outlines the key phases in a typical project life cycle:
1) Conception/Initiation - Identifying project opportunities and requirements and developing preliminary alternatives.
2) Planning - Developing detailed plans for timelines, budgets, resources and managing risks.
3) Implementation - Executing the project plans by assigning tasks, communicating with stakeholders, and monitoring progress.
4) Monitoring and Control - Ensuring the project stays on track by maintaining quality standards, tracking costs, and evaluating performance against objectives.
5) Evaluation - Measuring outcomes to determine if the project achieved its intended results and learning lessons to apply to future projects.
The document discusses the key steps and activities involved in formally closing a project. It begins by explaining the importance of project closing in gaining acceptance of final deliverables, archiving lessons learned, and providing final reports. It then outlines the key components of a Project Review and Closure Report and the reasons for developing one. Finally, it describes the typical tasks in conducting project closing meetings, which include post-implementation reviews, administrative closeout activities, and ensuring all deliverables are completed and accepted.
The document discusses the process of formally closing a project. It involves gaining acceptance of final products/services, reflecting on lessons learned, and creating project archives and reports. A Project Review and Closure Report is produced to tidy up any loose ends, review project outputs and success, outline outstanding issues/recommendations, and inform future projects. The report is developed towards the end of the project when all outputs have been delivered.
This document provides information about a PMP exam preparation course on project integration management. It discusses Season Training & Development Center, the instructor Ali Forouzesh, and various topics that will be covered in the course, including developing a project charter and project management plan, directing and managing project execution, monitoring and controlling project work, performing integrated change control, and closing a project or phase.
The document provides an overview of software project management. It defines what constitutes a software project and discusses the need for software project management. It describes the typical project management life cycle which includes initiation, planning, execution, and closure phases. It also outlines the key roles and responsibilities of a project manager which include planning activities, organizing teams, delegating tasks, controlling time management, managing deliverables, and monitoring progress. Effective software project management is needed to deliver quality products on time and within budget by addressing factors that can impact the triple constraints of time, cost, and scope.
Project management essentials 3 day training programParamjit Arora
This is an essentials program on project management which I created and imparted to a captive audience in my organisation. The objective is to create an awareness of the essentials / fundamentals of project management within the organisation. Today organisations are increasingly using project management methodologies to conduct their tasks. Hopefully this ppt would help trainers in their endeavour. Thanks
The document outlines the 5 main phases of a typical project management life cycle: conception & initiation, definition & planning, execution, performance & control, and closure. It provides details on the key activities and documents required for each phase, including developing a project charter, management plan, tracking costs and quality, and conducting a post-mortem review. The goal is to define the project, plan its execution, monitor and control performance throughout, and formally close out the project.
The document provides an overview of key project management principles from the Project Management Institute (PMI). It discusses PMI and the PMP certification. It describes the five process groups (initiating, planning, executing, monitoring & controlling, closing), ten knowledge areas (integration, scope, time, cost, quality, human resources, communication, risk, procurement, stakeholders), and many common PM terms. The document aims to share PMI principles that apply to project leaders and stakeholders.
The document discusses key concepts in project management including what a project is, what project management is, the project life cycle, project stakeholders, organizational influences on projects, and the core project management processes. Specifically:
- A project is a temporary endeavor to create a unique product or service, with a definite beginning and end. Projects involve doing something not done before.
- Project management is the application of skills and techniques to meet stakeholder needs and balance competing demands of scope, time, cost, quality and requirements.
- The project life cycle divides a project into phases with reviews at the end of each to determine if the project should continue or make corrections.
- Stakeholders are individuals and groups impacted
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This document provides an overview of project management phases, knowledge areas, tools, roles, and responsibilities. It describes the typical phases of initiating, planning, executing/monitoring/controlling, and closing. The knowledge areas that make up project management are integration, scope, time, cost, quality, human resources, communication, risk, and stakeholder management. Core tools include the project brief, work breakdown structure, schedule, budget, kanban board, storyboard, and risk/stakeholder registers. The roles of sponsor, leader, coach, team members, process owner, and stakeholders are outlined.
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MBA 572Project Management WorksheetsReprinted from The Project.docxandreecapon
MBA 572
Project Management Worksheets
Reprinted from The Project Manager’s Partner, Second Edition, by Michael Greer, copyright 2001. Reprinted by permission of the publisher, HRD Press, Amherst, MA, (800) 822-2801. www.hrdpress.comWorksheet: My Unique Project Life Cycle
Instructions: This tool will help you to create your own custom-tailored project life cycle—one that best reflects the unique requirements of your project’s deliverables and your organization. Refer to the first two columns as your “crib sheet,” then fill in the third column with between 3 and 7 broad phases which your project should employ. In the last column, note the key activities that will be essential to the success of each phase. (Continue on the back of the page, if necessary.)
Typical Project
Phases
Typical Project
Activities
My Project’s
Phases
My Project’s
Activities
Determine Need and Feasibility
Purpose: Confirm that project is needed, do-able; formal “go/no go” approval.
· Goal and concept definition
· Needs or market analysis
· Strategy definition
· Preliminary benefit/cost analysis
Create Project Plan
Purpose: Create formal document to guide project team as it executes project.
· Involve stakeholders in specifying and agreeing on project outcomes and methodology
· Create written record of assumptions, agreed-upon scope, resources, schedule, costs, etc.
· Obtain consensus and formal approval
Typical Project
Phases
Typical Project
Activities
My Project’s
Phases
My Project’s
Activities
Create Specifications for Deliverables
Purpose: Describe deliverables in substantial detail “on paper.”
· Create design plans, flowcharts, blueprints, media treatments, other “on paper” deliverables; descriptions and samples as appropriate
· Circulate and obtain feedback, revise, obtain formal approval
Create Deliverables
Purpose: Create prototypes, pieces; create full-blown, fully integrated deliverables
· Create all promised deliverables, in “chunks” or completely
· Provides planned services, execute planned activities, obtain formal approval
Test and Implement Deliverables
Purpose: Make sure project deliverables work as planned; turn over to sponsor for use
· Testing of deliverables (in whole or in part)
· Refinement, revision
· Full production, implementation, and final approval
SUMMARY OF KEY PROJECT MANAGER ACTIONS AND RESULTS
Below is a list of actions that project managers should take in order to successfully complete a project. Beside each action is a description of one or more specific results that the action should produce. Place a check mark (() beside each action and result that will be essential to your project’s success.
INITIATING
ACTION
RESULTS OF SUCCESSFUL PERFORMANCE
1. Demonstrate Project Need and Feasibility
· A document confirming that there is a need for the project deliverables and describing, in broad terms: the deliverables; the means of creating the deliverables; the costs of creating and implementing the de ...
The document discusses various project management terms and concepts including defining a project as a temporary endeavor to create a unique product or service. It explains the typical project life cycle phases of initiating, planning, executing, monitoring and controlling, and closing. Additionally, it provides examples of project deliverables, work breakdown structures, timelines, budgets, risks, and the importance of developing a project charter and scope statement.
Smart project management - Best Practices to Manage Project effectivelyChetan Khanzode
Best Practices to Manage project effectively.It gives overview of all five groups and ten PM knowledge areas.
Emphasis more important aspects of Project Management
Similar to Projects2016_Franks_PreparingFortheParty-Project Close (20)
2. 1
In This Session
• We’ll discuss:
The goal of project closure
When is closure required and when it starts
Project manager’s close-related responsibilities, to include assessing project
performance
• At the end of the session we will review a sample close process checklist and client
survey and ask for your feedback on both so we can learn from the experiences of our
fellow attendees
3. 2
What We’ll Cover
• The definition of project closure
• Importance and goals of project closure
• Project close activities
• Example close checklist and client survey
• Wrap-up
4. 3
Definition of Project Closure
“The Closing Process Group consists of those processes performed to conclude all
activities across all Project Management Process Groups to formally complete the project,
phase, or contractual obligations.” – A Guide to the Project Management Body of Knowledge
(PMBOK Guide), Fifth Edition
For Reference the 5 Process Groups are:
• Initiating Process Group
• Planning Process Group
• Executing Process Group
• Monitoring and Controlling Process Group
• Closing Process Group
www.pmi.org (Membership required to access member-only content)
5. 4
What We’ll Cover
• The definition of project closure
• Importance and goals of project closure
• Project close activities
• Example close checklist and client survey
• Wrap-up
6. 5
Importance of Project Closure
• Addresses administrative closure, ensuring all paperwork is in order
• Releases project resources in a timely manner (e.g., people, equipment, office space)
• Reduces or eliminates financial and legal risk related to contractual commitments
• Ensures deliverables are met and regulatory compliance achieved, if applicable
• Provides a platform for notifications/recognition
• Closes out special committees, such as the project steering committee
7. 6
Goals of Project Closure
• Gain the formal acceptance of the project deliverables and/or services from project
sponsor and key stakeholders who have approval authority
• Ensure all contractual commitments have been met by all parties, thereby eliminating
financial and/or legal risk
• Provide accurate project management reporting
• Realize the value of the project
• Learn from project successes and failures to improve work efforts and outcomes on
future projects
All projects, even those that have not be completed for any reason, need to go through a formal
close process.
8. 7
What We’ll Cover
• The definition of project closure
• Importance and goals of project closure
• Project close activities
• Example close checklist and client survey
• Wrap-up
9. 8
Project (or Phase) Close Activities
• Ensure all project documents are up to date and all open items closed
• Turn over all completed deliverables to the appropriate person or group
• Obtain signed acceptance of all deliverables from the client and/or project sponsor
• Conduct survey on project deliverables and project execution
• Complete final performance evaluations
• Conduct lessons learned meeting/prepare report
• Release/transition project resources
• Release physical equipment and site accommodations used for project
• Close out any remaining open contracts/procurements
10. 9
Project (or Phase) Close Activities (cont.)
• Assess project performance and quality, comparing the project baseline schedule and costs
with actuals
• Final status report/announcement of the completion of project
• Close out all financials
• Complete PMO-facing close-out reports
• Archive files
• Celebrate project success (or successes if overall project was not a success), also known as
a project ceremony in some circles
Close activities should not be saved until the end; they should be accomplished when it is
appropriate to do so, with project needs dictating the order of close activities. Example: Close out
a procurement for a good when the product is verified to have met the contractual obligations.
11. 10
Update Project Documentation/Close Open Items
• Ensure all deliverable-related action items and open questions, issues, and risks are
closed (ideally by their owners)
Maintaining status of items in a spreadsheet or system that allows you to sort on
status speeds location and closure of any open items
By the time you get to the close phase, most if not all items should have been
addressed (and it’s just the paperwork that isn’t completed yet)
Work through owners to get updates made (or leverage project communications to
document closure)
• Closure on non-delivery-related items can be deferred until later in close process
• All documents are to be updated before project is officially closed
12. 11
Turn Over Completed Deliverables/Obtain Sign-Off
• What activities should be completed before you turn over the completed work?
Ensure the completion criteria* is met
Obtain written sign-off on document that states all deliverables have met the written
agreed-upon expectations
• Execute the transition/turnover plan, which may include internal, external, and/or public
notifications; knowledge transfer to operations support team; and/or training
department, etc.
*There can be criteria for task, phase, customer sign-off, and/or the whole project
“Deliverable is a term used in project management to describe a tangible or intangible product or
service produced as a result of the project that is intended to be delivered to a customer (either
internal or external).” [source: Wikipedia]
13. 12
Developing Completion Criteria
• Ask project sponsor and stakeholders to complete the following sentence, “This project
is successfully completed when …”
• Record and refine the criteria
• Work through any criteria that is too subjective
• Resolve any conflicts in criteria
• Obtain consensus and ultimately sign off on the success criteria
https://leadingstrategicinitiatives.com/2012/05/28/how-to-develop-completion-criteria-and-success-
metrics/ – 8-step approach to developing completion criteria
www.ittoolkit.com/how-to-it/projects/project-success-criteria.html
14. 13
Conduct Client Satisfaction Survey
• Determine your delivery method:
E.g., mail, email, personal interview, or survey software
• Increase the likelihood of a response
Provide incentive for completing the form
Make completing the survey a requirement in statement of work/contract
• Craft a well-written survey
Ensure questions are clear and concise and highly relevant to the work
Each question should be focused on 1 topic
Use scales (e.g., Never, Poor Excellent) to reduce data entry, ensuring there is no
middle answer, as people tend to gravitate to the middle – require them to pick a “side”
15. 14
Conduct Client Satisfaction Survey (cont.)
• Craft a well-written survey: (cont.)
Avoid Yes/No questions, where possible, and keep to a minimum if not
Always provide the chance to enter: Other (please specify)
Always collect some demographic information for classification purposes
• Analyze and act upon results to continuously improve client satisfaction
16. 15
Complete Performance Evaluations for Project Team Members
• Conduct the final evaluations* in a timely manner
• Evaluation is to be based on the agreed-upon role, responsibilities, deliverables,
established standards, expectations for team interaction, etc.
There should be no surprises about what was being measured
Avoid drawing comparisons between other team members
• Come well prepared with all past documentation, specific examples, etc.
• Be prepared to receive feedback
• Consider including self-evaluation and 360-Degree evaluations
*Evaluation of individual resources (and the project team) are completed periodically until each (and the last) resource is
released from the project, at which time a final individual evaluation is completed. Therefore, this final performance
evaluation should be a summary of all that has been discussed during the team members’ time on the project.
17. 16
360-Degree Feedback (Multirater Appraisal)
• If provided for in the HR or staffing plan, incorporate 360-degree feedback into the evaluation
process, to be used as a growth/development tool
Sources:
Individual’s direct reports (if they have any, e.g., technical team lead)
Project team members
Anyone else that the person had a lot of contact with during the project
Gather feedback from as many sources as possible, as that will provide a clearer picture of
strengths, weaknesses, and opportunities for growth
Summarize feedback to keep individual responses confidential, and provide coaching to help
recipient interpret and leverage feedback to ensure morale or future performance is not
compromised
www.successfactors.com/en_us/lp/articles/optimize-performance-management.html
http://hrweb.berkeley.edu/files/attachments/Performance-Management-Toolkit.pdf
18. 17
Conduct Lessons Learned Meeting/Prepare Report
• Document lessons learned throughout the project
What went well and what could we do better? Successes? Unintended outcomes?
• Conduct a lessons learned meeting to ensure you have gathered all the lessons learned
from all project team members (and stakeholders) ~ One or two separate meetings?
• Solicit feedback on resources who would be a good fit or have an interest in future
similar projects
• Prepare and validate the content before disseminating and filing the report, which will be
useful information for future projects of a similar nature
Lessons Learned are experiences, positive and negative, that are distilled from a project (or
phase) and are then taken into account on future projects of a similar nature.
19. 18
Facilitating Lessons Learned Meetings
• Invite everyone who contributed to the project, or had a key decision-making role
• Focus the discussions on:
People
Did we have the right staffing (i.e., skillset, availability, etc.)?
Did we provide required training and did we achieve the expected benefit?
Processes
Were the processes defined, followed, and modified (with approval) as needed?
Tools and technology
Did we have the right tools, or were there tools that would have improve project
outcomes?
20. 19
Classification of Lessons Learned/Sharing Lessons Learned
• What did we do well? I.e., what was beneficial?
Would it qualify as a good or even best practice? If yes, share your success story
through the communication channels available at your organization for this type of
information.
Newsletter
Blog
Bulletin board
Recognition/Aware
• What could we do better next time? I.e., what was detrimental?
Does this information warrant being shared to ensure save dollars, rework, etc.
21. 20
Additional Example Questions for Lessons Learned Meeting?
• What might have been handled differently and how to achieve a better outcome?
• What circumstances or conditions were out of your control and on a future project what if
anything could be done to gain control?
• If you could go back in time, before the project began, and impart some wisdom to the
team, what would you share?
• What skills do you think the project was missing that would have been beneficial to you
personally or the team as a whole?
Be sure to engage all attendees and thank them for their participation.
Offer avenues for sharing additional feedback after the meeting, as there could be topics that
participants did not want to share with the group. E.g., email, anonymous survey, etc.
In the report, use roles rather than names, especially when documenting what did not go well.
22. 21
Release/Transition Project Resources
• Provide as much notice as possible
• Determine if the release is full or partial, and outline if any conditions apply
Full = no further support needed
Partial = there is a defined amount of work remaining, less than full-time, and it requires an
estimated or specified amount of time per day or week
Conditional = there are one or more conditions that must be met before the full or partial
release can take place, e.g., post-go-live support for break/fix work
• Ensure the details of the release are clearly communicated to all interested parties (resource,
supervisor, HR, PMO, etc.) following the release and review criteria outlined in the Human
Resources Plan and/or Staff Management Plan
www.projectmanagementdocs.com/project-planning-templates/human-resource-plan.html#axzz4JIXfXPgm
www.lumeniaconsulting.com/blog/sean-jackson/transitioning-erp-project-staff-members-back-their-real-jobs
23. 22
Release/Transition Project Resources (cont.)
• Focus on the well-being of team members and set the stage for future interactions
Recognize team members’ contributions
Provide constructive feedback on areas for improvement, using specific examples
Acknowledge that transitions are difficult, even when positive (e.g., successful project)
Allow team member to get closure by way of 360-degree feedback and contributing to
lessons learned
• Assist team members’ transition if they are not being released back to operational work, to ensure
they find an opportunity that is a good fit for their skillset and interest
• Put in paperwork to remove access, as needed
• Close out the steering committee, if applicable
https://en.wikipedia.org/wiki/Tuckman%27s_stages_of_group_development#cite_note-8
Tuckman’s stages of group development: Forming, Storming, Norming, and Performing, with Adjourning being added in 1977.
24. 23
Release Physical Assets
• Review the asset inventory list to identify all the temporary assets allocated to the project
• Close out any rental or lease agreements
• Release physical assets, such as office space, office or computer equipment (laptop,
dongles, etc.), and software licensing, required for the project in a timely manner
Asset should be in same or better condition than when received
Examples:
Clean up office space
Remove project files from computer, if IT department does not wipe clean loaner machines
Formally notifying the responsible party (or hand delivering the assets) so they can
repurpose it or make it available to others
25. 24
Close Out Contracts/Procurements
• Ensure all contractual obligations have been met by all parties, includes work orders and POs
• Who performs the procurement close-out?
Project manager
Procurement department, as part of any required procurement audit
• What is verified?
Scope/deliverables are complete as defined in completion criteria
Work completed in the manner outlined in any agreed-upon specifications for scope, time,
quality, and costs, for example
• Written/signed verification required (e.g., product, service, and/or project acceptance form) – May
be dependent on closing out financials
To manage procurement-related risk, it is vital that all contractual obligations be met, unless a signed
addendum is in place that demonstrates all parties agreed to the removal of an obligation. In addition, if there
were any issues during the engagement, records must be maintained that document the nature of the issue,
who was contacted/who owned the issue, and the outcome/resolution.
26. 25
Assess Project Performance, Quality, and Risk Management
• Examples that outline the importance of assessing project performance and quality
Identifies what is working well and where improvements are needed (to include root
cause analysis, where warranted)
Provides data to increase efficiency and effectiveness of projects/project management
(i.e., do more with less) in areas where the greatest impact will be achieved
Assists in future resourcing to maximize contributions based on skills and interests
Helps to focus future dollars available for skills development where they will provide
the greatest benefit to the organization
27. 26
Assess Project Performance, Quality, and Risk
Management (cont.)
• Were the business objectives met (or are expected to be met)? E.g., reduce operational
costs, increase revenues, first to market, etc.
• Were the project objectives (i.e., KPIs) met, comparing baselines to actuals?
Was the product or service delivered at the specified quality level?
Was the project on time and on budget? If not (under or over), what were the
contributing factors?
Poor understanding of requirements
Unclear scope/deliverables
Poor planning or estimating
Price changes
Gold plating
Unforeseen risks manifested or risks poorly managed
Resource issues (underperforming, resource changes, omissions, or defects)
28. 27
Assess Project Performance, Quality, and Risk
Management (cont.)
• Were the project objectives (i.e., KPIs) met, comparing baselines to actuals?
Was the project on time and on budget? If not (under or over), what were the
contributing factors? (cont.)
Tracking effort and cost (objective measures)
Earned value
Measure of the project performance and progress [Schedule Performance Index (SPI) and Cost
Performance Index (CPI)]
Requires list of work to be accomplished, a valuation of the work, and metrics that quantify the
accomplished work
Epic and Release Burn-Down, Sprint Burn-Down, Velocity*, etc. (Agile)
Velocity is a metric that predicts how much work an Agile software development team can successfully
complete within a two-week sprint (or similar time-boxed period). [Source: Whatis.com]
www.atlassian.com/agile/metrics Five agile metrics you won’t hate
29. 28
Assess Project Performance, Quality, and Risk
Management (cont.)
• Stakeholder satisfaction
Compile results from the satisfaction surveys
Analyze the results and look for opportunities to improve satisfaction on future
projects
• Other performance indictors
Number and type of change requests or defects and their impact
Time/cost associated with change request management process
Throughput in addressing issues and questions (i.e., date reported, priority assigned,
date resolved)
30. 29
Assess Project Performance, Quality, and Risk
Management (cont.)
• Evaluate manifested (and un-manifested) risks looking for opportunities to improve
Identification, assessment (likelihood/impact), and prioritization
Was the risk on the risk register? If not, why?
What can we learn from the assessed likelihood and impact, compared to what really
happened?
Did we focus on developing strategies for the “right” risks?
Effectiveness of response strategy and the specific response that was implemented
Was the strategy in line with the ultimate needs?
Did the response address root cause?
Was there any residual risk that impacted the project?
31. 30
Final Status Report/Announcement of Project Completion
• Notify stakeholders of project completion by generating and distributing the final Project
Status Report
• Develop list of others to be notified (e.g., organization as a whole, the public, etc.), and
generate the notice by writing a clear and concise announcement that summarizes:
Goals of the project/deliverables
Key benefits/beneficiaries
Other information as deemed necessary
Where to go for additional information
• Determine the distribution list and distribution venues/mechanisms
Company website/LinkedIn profile and/or company-wide email distribution
Publication in company newsletter and/or industry journal
Press release, blog posting, etc.
32. 31
Final Status Report/Announcement of Project Completion (cont.)
• Compile inquiries and feedback
Addressing, to include updating lessons learned, where appropriate
33. 32
Close Out Financials
• Ensure that all invoices paid
• Update financial paperwork/trackers, as needed
• Processes/return unused funds per organizational policies
34. 33
Complete PMO-Facing Close-Out Reports
• Core responsibilities of PMO are dependent on the organization (and whether model is to
control or support), however, in general they are to:
Manage project pipeline and project portfolio
Manage documents/artifacts of close projects
Provide resource acquisition, training assistance, tools
Define the processes and procedures that encompass the project lifecycle to include
the close-out reporting requirements
“A project management office, abbreviated to PMO, is a group or department within a business,
agency or enterprise that defines and maintains standards for project management within the
organization. The PMO strives to standardize and introduce economies of repetition in the execution
of projects.” [source: Wikipedia]
35. 34
Complete PMO-Facing Close-Out Reports (cont.)
• Example close-out reports that may be required, depending on the needs of the
organization and the maturity level of the PMO
Cost versus budget
Baseline versus actuals analysis
Contingency and management reserve analysis
Schedule analysis
Continuous process improvement
What worked well and what could be done better?
What steps in the process were omitted or added and why?
Resource utilization analysis
Training outcomes (cost/benefit analysis)
36. 35
Archive Files
• Store any unfiled documents in the centralized storage system, using a good file naming
convention and folder structure that makes it easy to retrieve relevant information
Optimize retrieval with metadata if the storage system supports it
Ensure version control was applied to document so future consumers know which
document is the latest, if the document went through multiple iterations
Restrict edit/write access to the documents, as needed, to protect privacy and/or the
data integrity
Document any required retention periods which are beyond your organization’s
standards
• Documents should be made available to the target audiences by way of push
notifications, calling out any specific information that has immediate benefit to the
organization, project management office (PMO), project stakeholder, etc.
37. 36
Celebrate Project Success
• Recognizing and acknowledging the accomplishments of the team is an important
activity
• Make time to celebrate
• There is always something valid to celebrate, even if project was not deemed a success
• Celebrating provides closure and provides a positive foundation from which to address
challenges on future projects
38. 37
Providing Recognition
• Take praise and recognition of contributions seriously; use it to improve project outcomes
Be specific when providing praise
Set the stage for peers to provide recognition by setting aside time for this activity
Amplify feedback received, e.g.:
Read kudo emails in team meetings
Forward the feedback and provide a personal note
Post on bulletin board
• Make recognition commonplace; it should not be doled out only at the end of the project
• Identify the criterion for individual and team recognition and apply it consistently
Do you recognize the completion of assigned tasks, only recognize “above and beyond”
efforts, or both? (Key is consistency)
• Consider a project memento, e.g., team photo, thoughtful/silly certificates of recognition
39. 38
What We’ll Cover
• The definition of project closure
• Importance and goals of project closure
• Project close activities
• Example close checklist and client survey
• Wrap-up
41. 40
Example Client Survey (Net Promoter Score)
Other example surveys:
www.surveymonkey.com/mp/csat/
www.qualtrics.com/blog/customer-satisfaction-survey-questions/
42. 41
What We’ll Cover
• The definition of project closure
• Importance and goals of project closure
• Project close activities
• Example close checklist and client survey
• Wrap-up
43. 42
Where to Find More Information
• www.successfactors.com/en_us/lp/articles/optimize-performance-management.html
“Importance of Performance Management Process & Best Practices To Optimize Monitoring
Performance Work Reviews/Feedback and Goal Management” (SAP SuccessFactors).
• www.egovernment.tas.gov.au/__data/assets/pdf_file/0005/78053/Closing_a_Project_Fact_Sheet.pdf
“Project Management Fact Sheet: Closing a Project” (Tasmanian Department of Premier and Cabinet,
November 2008).
• www.open.edu/openlearn/money-management/management/business-studies/completing-the-
project/content-section-2.2
“Completing the project” course (The Open University, February 2016).
• www.projectmanagement.com/blog-post/14027/Stop-Ignoring-Project-Closeout
Robert Gordon Seiler, “Stop Ignoring Project Closeout” (ProjectManagement.com, August 2015).
• www.projectconnections.com/articles/060507-wiefling.html
Kimberly M. Wiefling, “Attitude of Gratitude: Celebrate Project Success . . . and some Failures, too!”
(ProjectConnections, 2007).
44. 43
Where to Find More Information (cont.)
• www.girlsguidetopm.com/2015/07/15-ways-to-celebrate-success/
Elizabeth Harrin, “15 Ways to Celebrate Success” (A Girl’s Guide to Project Management, July 2015).
• www.slideshare.net/anandsubramaniam/project-management-office-pmo
Anand Subramaniam, “Project Management Office: Framework & Phased Implementation Roadmap”
(SlideShare, July 2009).
45. 44
7 Key Points to Take Home
• Project closure is an important and necessary phase of the project lifecycle
• Meeting business objectives and providing business value, as stated in the work request
or contract, is paramount
• Obtaining formal, written approval of deliverables is not optional
• Not performing contractual close could leave your organization open to financial and/or
legal risk
• Analyzing and improving risk management provides significant organizational benefits
• Providing timely feedback on individual and team performance is a must, along with
acknowledging successes
• Lessons learned are not to be stored and never looked at again; your organization needs
to use them as an input to similar projects
46. 45
Your Turn!
How to contact me:
Barbara Franks
Email: Barbara.Franks@benimbl.com
Please remember to complete your session evaluation
47. 46
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