《项目管理》chapter-14-project-closure课件.ppt

1、 管理学院 School of Management 佟瑞 Edward Tong，MPM，MBA2022-10-231Edward TongCopyright reserved Jinan University Project ClosureCHAPTER FOURTEEN Copyright 2011 by The McGraw-Hill Companies,Inc.All rights reserved.McGraw-Hill/IrwinWhere We Are Now143Major Tasks of Project Closure1.Evaluate if the project d

2、elivered the expected benefits to all stakeholders.Was the project managed well?Was the customer satisfied?2.Assess what was done wrong and what contributed to successes.3.Identify changes to improve the delivery of future projects.144Project Monitoring Activities A review of why the project was sel

3、ected.A reassessment of the projects role in the organizations priorities.A check on the organizational culture to ensure it facilitates the type of project being implemented.An assessment of how well the project team is functioning well and if its is appropriately staffed.A check on external factor

4、s that might change where the project is heading or its importance.A review of all factors relevant to the project and to managing future projects.145Project Closure and Review DeliverablesFIGURE 14.1146Project Closure Types of Project Closure Normal Premature Perpetual Failed Project Changed Priori

5、ty Close-out Plan:Questions to be Asked What tasks are required to close the project?Who will be responsible for these tasks?When will closure begin and end?How will the project be delivered?147Wrap-up Closure ChecklistTABLE 14.1148Implementing Closedown1.Getting delivery acceptance from the custome

6、r.2.Shutting down resources and releasing to new uses.3.Reassigning project team members.4.Closing accounts and paying all bills.5.Evaluating the project team,project team members,and the project manager.149Creating the Final Report Executive Summary Project goals met/unmet Stakeholder satisfaction

7、with project User reactions to quality of deliverables Analysis Project mission and objective Procedures and systems used Organization resources used Recommendations Technical improvements Corrective actions Lessons Learned Reminders Retrospectives Appendix Backup data Critical information1410Projec

8、t Performance Evaluations Reasons for Poor-Quality Project Performance Evaluations:Evaluations of individuals are left to supervisors of the team members home department.Typically measure team performance only on time,cost,and specifications.1411Pre-Implementation Conditions:Team Are standards and g

9、oals for measuring performance clear,challenging,and attainable?Lead to positive consequences?Are responsibilities and performance standards known by all team members?Are team rewards adequate?Management believes teams are important?Is there a career path for successful project managers Does the tea

10、m have discretionary authority to manage short-term difficulties?Is there a high level of trust within the organization culture?Are there criteria beyond time,cost,and specifications?1412Sample Team Evaluation and Feedback SurveyTABLE 14.21413Project Performance Evaluation:Individual Performance Ass

11、essment Responsibilities:Functional organization or functional matrix:the individuals area manager.The area manager may solicit the project managers opinion of the individuals performance on a specific project.Balanced matrix:the project manager and the area manager jointly evaluate an individuals p

12、erformance.Project matrix and project organizations:the project manager is responsible for appraising individual performance.1414Conducting Performance Reviews Begin by asking the individual to evaluate his or her own performance.Avoid drawing comparisons with other team members;rather,assess the in

13、dividual in terms of established standards and expectations.Focus criticism on specific behaviors rather than on the individual personally.Be consistent and fair in treatment of all team members.Treat the review as one point in an ongoing process.1415Individual Performance Assessment Multirater appr

14、aisal(“360-degree feedback)Involves soliciting feedback concerning team members performance from all of the peoplethat their work affects.Project managers,area managers,peers,subordinates,and customers.1416Retrospectives Lessons Learned An analysis carried out during and shortly after the project li

15、fe cycle to capture positive and negative project learning“what worked and what didnt?”Goals of Retrospectives To reuse learned solutions To stop repetitive mistakes1417Retrospectives(contd)Barriers to Organizational Learning Lack of post-project time for developing lessons No post-project direction

16、 or support for teams Lessons become blame sessions Lessons are not applied in other locations Organizational culture does not recognize value of learning1418The Value of Retrospective Analyses Making Retrospectives Effective:Use an independent facilitator to guide the project team through the analy

17、sis project activities.Include a minimum of three in-process learning gates during the life project cycle.Designate a team member as owner for each point in the retrospective.Develop an easy-to-use learning repository to ensure future utilization of retrospective lessons.Mandate use of retrospective

18、s as part of the normal process for all projects.1419Characteristics of a Facilitator1.No direct involvement or direct interest in the project.2.Perceived as impartial and fair3.Respect of senior management and other project stakeholders.4.Willingness to listen.5.Independence and authority to report

19、 results without fear of recriminations from special interests.6.Perceived as having the best interests of the organization in making decisions.7.Broad-based experience in the organization or industry.1420Initiating the Retrospective Review Have automatic times or points when reviews will take place

20、.Avoid surprises.Conduct reviews carefully and with sensitivity Review staff must independent from the project.Review reports need to be used and accessible.Reviews support organizational culture Project closures should be planned and orderly.Certain“core conditions”must be in place to support team

21、and individual evaluation.Conduct individual and team evaluations separate from pay or merit reviews.1421The Retrospectives ProcessFIGURE 14.21422Conducting a Retrospective Analysis Initiation and Staffing Data Collection and Analysis Reporting1423Project Process Review QuestionnaireTABLE 14.31.Were

22、 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 a

23、ssigned 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

24、?Why/why not?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 th

25、e 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

26、 that needs to be reviewed and improved upon?Can you identify the cause?1424Organizational Culture Review QuestionnaireTABLE 14.41.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?

27、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

28、to organizational objectives?Explain.9.Was project staff properly reassigned?10.Was the Human Resources Office helpful in finding new assignments?Comment.1425Archiving Retrospectives Classifying of Projects:Project type Size Staffing Technology level Strategic or support Issues and problems Project

29、mission and objectives Procedures and systems used Organization resources used1426Key TermsLessons learnedOrganization evaluationPerformance reviewProject closureProject evaluationProject facilitatorRetrospectiveTeam evaluation360-degree review1427Appendix 14.1Project Closeout ChecklistProject Close

30、out Checklist1429Appendix 14.2Euro ConversionProject Closure ChecklistEuro ConversionProject Closure Checklist14311.The most common circumstance for project closure is simply a _ project.A.CompletedB.OverdueC.OverbudgetD.Under achiveingE.All the above are correct2022-10-23Edward TongCopyright reserv

31、ed Jinan University 322.What is not a wrap-up closure activity?A.FacilitiesB.VendorsC.CustomerD.Profit reportE.Report2022-10-23Edward TongCopyright reserved Jinan University 333._ of lessons learned are designed to improve performance on current and future projects.A.RetrospectivesB.Corrective actio

32、n plansC.IntrospectiveD.CulminationE.Evolution2022-10-23Edward TongCopyright reserved Jinan University 344.The content of the final report typically includes the following topics:A.Lessons learnedB.Review and analysisC.RecommendationsD.Executive summaryE.All the above are correct 2022-10-23Edward To

33、ngCopyright reserved Jinan University 355.When the project may be completed early with some parts of the project eliminated this is considered to be _ closure.A.NormalB.PrematureC.PerpetualD.Changed PriorityE.Failed Project2022-10-23Edward TongCopyright reserved Jinan University 366.This type of clo

34、sure occurs when the project may never seem to end.This is considered to be _ closure.A.NormalB.PrematureC.PerpetualD.Changed PriorityE.Failed Project2022-10-23Edward TongCopyright reserved Jinan University 377.Many projects will fail because of circumstances beyond the control of the project team i

35、s called:A.NormalB.PrematureC.PerpetualD.Failed ProjectE.Changed Priority2022-10-23Edward TongCopyright reserved Jinan University 388.When a project may start with a high priority but see its rank erode or crash during its project life cycle as conditions change this is an example of:A.NormalB.Prema

36、tureC.PerpetualD.Failed ProjectE.Changed Priority2022-10-23Edward TongCopyright reserved Jinan University 399.Implementing closedown includes the following major activities except:A.Getting delivery acceptance from the customer.B.Shutting down resources and releasing to new uses.C.Closing accounts a

37、nd seeing all bills are paid.D.E-mail the project team that the project is complete.E.Creating a final report.2022-10-23Edward TongCopyright reserved Jinan University 4010.Which is not part of the team portion of the Wrap-up closure checklist?A.Has a schedule for reducing project staff been develope

38、d and accepted?B.Has staff been offered outplacement services and career counseling activities?C.Have performance reviews for team members been conducted?D.Has staff been released or notified of new assignments?E.All are included.2022-10-23Edward TongCopyright reserved Jinan University 4111.Under wh

39、ich heading of the Wrap-up closure checklist should the question Has an in-depth project review and evaluation interview with the customer been conducted?be answered.A.TeamB.Vendors/contractorsC.Customer/UsersD.Equipment and facilitiesE.Profit and loss statement2022-10-23Edward TongCopyright reserve

40、d Jinan University 4212.Under which heading of the Wrap-up closure checklist should the question Have project accounts been finalized and all billing closed?be answered.A.TeamB.Vendors/contractorsC.Customer/UsersD.Equipment and facilitiesE.Profit and loss statement 2022-10-23Edward TongCopyright res

41、erved Jinan University 4313.Releasing the project team typically occurs _ during the closure phase.A.GraduallyB.RarelyC.Without bombastD.RapidlyE.All at once2022-10-23Edward TongCopyright reserved Jinan University 4414.In the Snapshot from Practice,New Balls Goes Flat in NBA,is an example of a proje

42、ct gone wrong when the _ is/are not consulted.A.ManufactureB.Equipment and facilities managersC.End-usersD.Project managerE.The Fans2022-10-23Edward TongCopyright reserved Jinan University 4515.Closing out _ is often messy and filled with untied ends.A.Project review meetingsB.ReportsC.InvoicesD.Tea

43、msE.Contracts2022-10-23Edward TongCopyright reserved Jinan University 4616.Information on the project type,size,number of staff,and technology level would be included in which section of the audit report?A.AnalysisB.RecommendationsC.Classification of projectD.Lessons learnedE.Strategic objectives202

44、2-10-23Edward TongCopyright reserved Jinan University 4717.Project mission and objectives,procedures and systems used,and organization resources used typically appear in the _ section of the final project report.A.AnalysisB.RecommendationsC.Classification of projectD.Lessons learnedE.Strategic objec

45、tives2022-10-23Edward TongCopyright reserved Jinan University 4818.Items technical in nature and focus on solutions to problems that surfaced would typically appear in the _ section of the final project report.A.AnalysisB.RecommendationsC.Classification of projectD.Lessons learnedE.Strategic objecti

46、ves2022-10-23Edward TongCopyright reserved Jinan University 4919.The section of the final project report that new project teams are likely to find most useful is the:A.AnalysisB.RecommendationsC.Classification of projectD.Lessons learnedE.Strategic objectives2022-10-23Edward TongCopyright reserved J

47、inan University 5020.Corrective actions that should take place(such as shifting to more resilient building material)would typically appear in the _ section of the final project report.A.AnalysisB.RecommendationsC.Classification of projectD.Lessons learnedE.Strategic objectives2022-10-23Edward TongCo

48、pyright reserved Jinan University 5121.In the Snapshot from Practice,the results of analyzing the Katrina hurricane resulted in a new evaluation plan from:A.The state legislatureB.The governor of LouisianaC.The city of New OrleansD.The Red CrossE.The national guard 2022-10-23Edward TongCopyright res

49、erved Jinan University 5222.The most common circumstance for project closure is:A.Premature completion with some features eliminatedB.Project completion meeting costs,schedule,and qualityC.Project completion after modification of costs,schedule,or qualityD.Project termination due to technical diffic

50、ultiesE.Perpetual projects that seem to go on and on before completion 2022-10-23Edward TongCopyright reserved Jinan University 5323.Project closures can fall into all of the following categories except:A.PrematureB.PerpetualC.FailedD.Changed priorityE.All of these are categories for project closure