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ITPM L10 Close out and Evaluation There are two course books that will…
ITPM L10 Close out and Evaluation There are two course books that will provide content which supports this curriculum. Please see Moodle for details.
Learning Objectives
- Contrast key components of project closure
- Compare 4 project review approaches
-Individual performance review
-Project audit
-Structured walk through
-Project closeout/lessons learned
- Articulate the difference between hand over and closure
- Recognise the issues that may arise during close out
- Plan for effective project closure
The terms project closure and project close out are used interchangeably.
- Contrast key components of project closure
a. Definitions
Close Out /Closure (APM)
The formal end point of a project or programme, either because it has been completed or because it has been terminated early.
Handover/Transition (APM)
The point in the life cycle where deliverables are handed over to the sponsor and users.
b. Project Management = People Management
You may recall this slide from an earlier session. Close out must include all the relevant areas; success and closure are determined by stakeholder perceptions.
c. Why projects end
- Predicted – as planned, anticipated
- Halted/forced stop – early even if not complete
- Unstoppable – runaway, never ending, unachieving
- Failing – unsuccessful; anticipated cost of completion outweighs the benefits
- Changed Priorities – victim of resource constraints, misjudged value, needs changes, “starvation”
d. Reflecting…
i. Originally, when planning the project, we ask …
- What are we planning to do?
- How are we going to do this?
- Do we have sufficient time, money, resources?
- Do we have senior stakeholder commitment?
ii. Assuming we are at project close for success/completion …
- Did we achieve what we set out to do?
- Did the processes/methodologies work for us?
- Are all the stakeholders happy?
- What would we do differently?
e. Project Close Out Illustrated
f. Different types of Project Close out
Recipients of Project Deliverables are typically Resistant to Change
Transition to Business as Usual (BaU)
- Retain resources
- Continuity of knowledge
- Impact to motivation
Handover to a BaU team
- Documentation
- Knowledge transfer
- Confidence of stakeholders
Integration to an existing system
- Planning for integration
- Stakeholder expectation management
- Integration testing challenges
g. Components? Types?
Time Close Out
- The planned schedule
- The actual schedule
- Any risk events that occurred (became issues)
- What that may mean for similar projects
- Any key recommendations
-Sponsor/executive committee
-Clients (if applicable)
-Other teams
Cost Close Out
- Original estimates
- Planned costs
- Actual costs
- Outstanding payments
- Closing out employment contracts
- Use of contingency/reserves
- Comparison of planned Benefit/Cost Ratio vs Actual
- Anticipated cost benefits, as applicable
- Closing the cost code for charging purposes
Stakeholder Close Out
- Closing communications
- Handover contacts
- Promotions
- Updating skills/experience registers
- Team close out meeting
- Feedback/writing recommendations
-Handover teams
-Support teams
-Client usage
h. Administrative Elements
- Contractor notice periods
- Site/Access passes
- System passwords and files
- Archiving of documentation
- Expense accounts/Corporate credit cards
- Decommissioning of old systems
- Final risk report
- Final project report
- Project methodology
-Was it appropriate?
-Was it effectively employed?
-Templates used/ignored?
-Recommendations for future projects?
Closing the Project includes:
- Verifying that all deliverables and open items are complete.
- Verifying the project sponsor or customer’s formal acceptance of the project.
- Organising and archiving all project deliverables and documentation.
- Planning for the release of all project resources (i.e., project team members, technology, equipment, facilities, etc.).
- Planning for the evaluations and reviews of the project team members and the project itself.
- Closing of all project accounts.
- Planning a celebration to mark the end of a (successful) project
i. Close Out Documentation
- Acceptance Test Sign off
- Stakeholder completion sign off
- Sponsor completion sign off
- Business case review
-Did the project meet it’s stated objectives?
-Are all aspects of scope delivered?
-Have quality standards been met?
-Was the project on time?
-When will benefits be realised?
- Lessons learned documentation
- Hit list/Punch list of outstanding issues
- Updated change log
- New project content (often based on outstanding change requests)
- Archiving of all project documentation
- Compare 4 project review approaches
-Individual performance review
-Project audit
-Structured walk through
-Project closeout/lessons learned
i. Project Audit
Often performed by an external party who has
- No direct involvement or interest in project
- The respect of the team
- Impartial perspective
- Is willing to listen
- Present no fear of recrimination from special interests.
- The organisation’s best interests as primary focus
- Broad base of project and/or industry experience
ii. Project Evaluation Project Close-out Review
- Project Manager and Project Team
- Review all of the project deliverables
- Review scope, schedule, budget, and quality objectives
- Review the project documentation and reporting
- Review the project team performance
- Identify key achievements/successes/failures
iii. IBM Structured Walkthrough
iv. Project Evaluation Individual Performance Review
- Individual review of performance for each team member
- Focus on specific behaviors, not the individual
- Be consistent and fair
- Recognise growth/achievement
- Reviews provide opportunity for consensus on improving performance
- Recommendations for future roles
- Articulate the difference between hand over and closure
- Recognise the issues that may arise during close out
a. Realities of Project Closure
- Team members are
-Concerned about future jobs
-Are exhausted
-No longer care about the project
-Absent
-Grieving
- Bugs still exist
- Resources are running out
- Documentation is given paramount importance
- Promised delivery dates may not be met
- Is it time to panic?
- Plan for effective project closure
a. Product Release
ii. Product Release or System Implementation: Parallel
- Old and new systems run concurrently
- Allows a safe ‘switch over’
- Option to revert to previous system if required
- Can increase confidence in the project implementation
- Takes longer and may require more resources
- May add to user workload if duplication of effort is required
iii. Product Release or System Implementation: Phased
- Takes longer and may cost more
- System is introduced in modules or incrementally
- A managed approach for implementing system modules or a system/upgrades in
-different departments
-geographical locations
- Experience with early implementation can guide and make later implementations go more smoothly
- Problems encountered during early phases can impact the overall implementation schedule
i. Product Release /System Implementation : Direct Cutover
- Old system is shut down and new turned on
- May be appropriate when:
-Quick delivery is critical
-Old system so poor it must be replaced ASAP
-System not mission critical
- Risks associated with direct cutover:
-Not always painless – like walking a tightrope without a safety net
-May result in major delays, frustrated users, lost revenues, and missed deadlines
-Places more pressure and stress on project team
b. Project Closure Project Sponsor Acceptance Their perspective
- Informed
- Knowledgeable
- Accessible
- Too busy
Likelihood of acceptance may be enhanced through
- Early definition and agreement of completion criteria
- Early definition and agreement of acceptance criteria
- Active stakeholder management
- Proactive communication throughout the project
- Completion of project deliverables and milestones documented
c. The Completion Project Report
- Project Summary
- Project Description
- Synopsis of anticipated outcomes
- Scope, Schedule, budget, and quality objectives
- Comparison of planned vs. actual
- Lessons learned/recommendations
- Final conclusions
d. The Final Meeting and Presentation
- Communicates project closure
- Formally transfers the product or system from the project team to the
-Sponsor organisation
-Client
- Acknowledge contributions
- Achieve formal signoff
- Recognise/celebrate achievements
e. Capturing Lessons Learned
- There are numerous ways to capture lessons
Snapshots
Templates/forms
Idea generation tools
- Start, Stop, Continue plans
- Essentially, we need to capture
What went well?
Why did it go well?
What can we do to repeat success?
- In order to be useful/reusable – they need to be succinct
6. Closing Thoughts
- Project close out must be planned in
- Close out cost time/money and consume resources
- It is easier to progressively close out each phase
- Inform stakeholders of close out activities
- Plan time to reflect with both peers and other internal colleagues
- Lessons learned are only valuable… when applied
- Close out regularly, or close out alone