MANAGING PROFESSIONAL SERVICES PROJECTS:PROJECT CLOSE

By -

7. PHASE IV: PROJECT CLOSE

Successful completion of all the deliverables set out in the workplan does not, by itself, conclude the project. Several activities need to be accomplished before the project can be brought to a formal close, including:

• Project performance assessment and feedback

• Final status reporting

• Performance review of project team members

• Project documentation archiving

• Disbanding of the project organization

The primary purpose of the project close phase is to ensure that the expectations set throughout the project have been met.

7.1. Project Performance Assessment and Feedback

Project performance should be assessed in a structured manner, addressing the extent to which the objectives set out in the project definition and workplan have been achieved. Obtaining objectivity requires that the client’s views be considered in the assessment.

7.1.1 Time, Cost, and Quality Performance

Time, cost, and quality performance are three key project parameters that should be subject to as- sessment. Time performance can be assessed by comparing the originally planned completion dates of deliverables, both interim and final, with the actual completion dates. Causes of any material schedule slippage should be determined and means for precluding them in future projects developed. A similar assessment of project cost can be conducted by comparing budgeted to actual expenditures and then examining any material favorable and unfavorable variances.

Quality-performance assessment, however, tends to be less quantitative than time and cost as- sessment. It usually relies on solicited or unsolicited input from the client and other stakeholders regarding how they view the project deliverables (e.g., did they receive what they expected?). Quality performance can also relate to how well the project team has communicated with the stakeholders and perceptions of how well the project has been managed and conducted.

7.1.2. Lessons Learned

The opportunity to identify and capture lessons learned from having done a particular project should not be missed. Lessons learned should be documented and any best practice examples relating to the project captured. Documentation of lessons learned and best practice examples should be made avail- able to others in the organization who will be involved in future project design and execution efforts.

Final Status Reporting

A final project status report should be prepared and issued to at least the project steering committee, including the sponsor. The report does not need to be extensive, but should include:

• A statement of the project objectives and deliverables

• A recap of the approach and key elements of the workplan

• A brief discussion of any open matters that need to be addressed

• A statement that the project has (or has not) achieved its objectives

• A list of suggested next steps, if any

• Acknowledgment of any special contributions by personnel involved

Typically, the final status report is prepared by the project manager and presented at the final steering committee meeting.

Performance Review of Project Team Members

Individual performance reviews of team members should be conducted on a one-to-one basis by the project manager. Project staff should be evaluated against defined roles and expectations, with the focus on strengths and areas for improvement. Individual contributions to the project should be recognized. The information should be transmitted to each team member’s performance manager in order to update developmental needs and provide helpful information for annual performance reviews. Likewise, subcontractors and vendors also should be provided with feedback on their performance.

Archiving Project Documentation

Archiving entails compilation and organization of appropriate project documentation and submitting it for filing in a designated repository. The project file should include at least the project definition, the project workplan / budget, copies of key deliverables, the final project status report, and the results of the project performance assessment.

Disbanding the Project Organization

Disbanding the project organization includes notifying the appropriate offices of the future availability of the participants who had been assigned to the project; returning the space and equipment to the issuing offices; and establishing a mechanism for following up and maintaining any deliverables, if necessary.

A project team close-out meeting should be held to reflect on the team members’ interaction and identify areas for improvement in working with an extended project team. It also provides an op- portunity to identify and discuss any areas of potential improvement in the project management process.

Consideration should also be given to celebrating the success of the project with the project team and extended team members. This would be a positive way to mark the end of the project, celebrate its success, and acknowledge the professional ties developed throughout the course of the work.

Comments

Post a Comment

Popular posts from this blog

DUALITY THEORY:THE ESSENCE OF DUALITY THEORY

By -
Image
THE ESSENCE OF DUALITY THEORY Given our standard form for the primal problem at the left (perhaps after conversion from another form), its dual problem has the form shown to the right. Thus, with the primal problem in maximizatio n form, the dual problem is in minimization form instead. Furthermore, the dual problem uses exactly the same pa r amete r s as the primal problem, but in different locations, as summarized below. 1. The coefficients in the objective function of the primal problem are the right-hand sides of the functional constraints in the dual problem. 2. The right-hand sides of the functional constraints in the primal problem are the coef- ficients in the objective function of the dual problem. 3. The coefficients of a variable in the functional constraints of the primal problem are the coefficients in a functional constraint of the dual problem. To highlight the comparison, now look at these same two problems in matrix notation (as introduced at the beginn...
Read more

NETWORK OPTIMIZATION MODELS:THE MINIMUM SPANNING TREE PROBLEM

By -
Image
THE MINIMUM SPANNING TREE PROBLEM The minimum spanning tree problem bears some similarities to the main version of the shortest-path problem presented in the preceding section. In both cases, an undi r ecte d and connected network is being considered, where the given information includes some mea- sure of the positive length (distance, cost, time, etc.) associated with each link. Both problems also involve choosing a set of links that have the shortest total length among all sets of links that satisfy a certain property. For the shortest-path problem, this property is that the chosen links must provide a path between the origin and the destination. For the minimum spanning tree problem, the required property is that the chosen links must provide a path between ea c h pair of nodes. The minimum spanning tree problem can be summarized as follows: 1. You are given the nodes of a network but not the links. Instead, you are given the po- tential links and the positive length for each ...
Read more

INTEGER PROGRAMMING:THE BRANCH-AND-CUT APPROACH TO SOLVING BIP PROBLEMS

By -
TH E BRANCH-AND-CUT APPROACH TO SOLVING BIP PROBLEMS Integer programming has been an especially exciting area of OR since the mid-1980s be- cause of the dramatic progress being made in its solution methodology. Background To place this progress into perspective, consider the historical background. One big break- through had come in the 1960s and early 1970s with the development and refinement of the branch-and-bound approach. But then the state of the art seemed to hit a plateau. Rel- atively small problems (well under 100 variables) could be solved very efficiently, but even a modest increase in problem size might cause an explosion in computation time be- yond feasible limits. Little progress was being made in overcoming this exponential growth in computation time as the problem size was increased. Many important problems arising in practice could not be solved. Then came the next breakthrough in the mid-1980s, with the introduction of the b r an c h- and-cu t approach to sol...
Read more