COMMERCE 4KF3 Lecture Notes - Organizational Culture, Project Charter, 360-Degree Feedback

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7 Mar 2013
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Chapter 14: Project Closure
4KF3
Page 1 of 5
Lecture Notes
Project Closure
Types of Project Closure
Normal
Premature
Perpetual
Failed Project
Changed Priority
Project Closure Deliverables
Wrappingup Closure Activities
Performance Evaluation
Retrospectives
Wrap-up Closure Activities
Acceptance by customer
Releasing resources
Reassigning team members
Close accounts
Deliver project to customer
Create a final report
Performance Evaluation
Team Evaluation
Individual Evaluation
Retrospectives
Use of an Independent Facilitator
Manage Retrospectives
Reading Notes
Introduction
Three deliverables for project closure
1. Wrapping up the project
Ensure that the project is approved and accepted by the customer
Closing accounts, paying bills, reassigning equipment and personnel,
closing facilities, final report
2. Evaluation of performance and management of the project
Team, individuals, project manager performance
3. Retrospectives
Lessons learned
Not all projects end clearly
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Chapter 14: Project Closure
4KF3
Page 2 of 5
Types of Project Closure
Normal
o Simply completed
Premature
o Completed early, possibly with some parts of the scope eliminated
Perceptual
o Never seem to end
o Constant “add-ons”
Failure
o Easy to identify
o Communicate reasons why
Changed Priority
o May need to be altered or cancelled or delayed
Wrap-up Closure Activities
Much of the work is mundane and tedious
Motivation can be a chief challenge
Project manager’s responsibility to encourage the team to
o Accept he psychological fact that the project will end
o Prepare to move on
Implementing closedown 6 major activities:
o Getting delivery acceptance from the customer
o Shutting down resources and releasing to new uses
o Reassigning project team members
o Closing accounts and seeing all bills are paid
o Delivering the project to the customer
o Creating a final report
Conditions for closedown should be set before project begins
Releasing people is typically a gradual process
Creating the final report
o Executive summary
o Review and analysis
Succinct and factual information
o Recommendations
Often technical in nature
o Lesson learned
To be applied against future projects
o Appendix
Backup data
Post-Implementation Evaluation
Project evaluation: to assess how well the project team, team members, and project
manager performed
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Document Summary

Three deliverables for project closure: wrapping up the project. Ensure that the project is approved and accepted by the customer. Closing accounts, paying bills, reassigning equipment and personnel, closing facilities, final report: evaluation of performance and management of the project. Team, individuals, project manager performance: retrospectives. Premature: completed early, possibly with some parts of the scope eliminated. Perceptual: never seem to end, constant add-ons . Failure: easy to identify, communicate reasons why. Changed priority: may need to be altered or cancelled or delayed. Much of the work is mundane and tedious. Project manager"s responsibility to encourage the team to: accept he psychological fact that the project will end, prepare to move on. Conditions for closedown should be set before project begins. Releasing people is typically a gradual process. Creating the final report: executive summary, review and analysis. Often technical in nature: lesson learned. To be applied against future projects: appendix.

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