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CH14: Project Closure - Coggle Diagram

- - - - Step 1: Initiation and Staffing
        
        Initiation of the audit process depends primarily on organization and project size.
        
        The outcome must represent an independent, outside view of the project.
      - Step 2: Data Collection and Analysis
        
        Information and data are gathered to answer questions from both organization view and project team view.
      - Step 3: Reporting
        
        The report attempts to capture needed changes and lessons learned from a current or finished project.
      - A Common Outline for Project Audit Reports
        
        1. Classification
        
        Project type
        
        Size
        
        Number of staff
        
        Technology level
        
        Strategic or support
        
        2. Analysis
        
        Scope objectives
        
        Quality objectives
        
        Cost objectives
        
        Schedule objectives
        
        Summary of risks
        
        Outcomes achieved
        
        3. Recommendations
        
        Corrective actions
        
        Technical improvements
        
        4. Lessons learned
        
        Reminders of mistakes
        
        Retrospectives
        
        5. Appendix
        
        Critical, pertinent information
        
        Backup Database
        
        Project Retrospectives
        
        Retrospectives denote specific efforts at identifying lessons learned on projects. An independent, trained facilitator acts as a guide who
        
        Leads the project team through an analysis of project activities.
        
        Uses several questionnaires focusing on project operations and on how the organization’s culture impacted project success or failure.
        
        Visits one-on-one with project team members, the project manager, and other stakeholders to dive deeper into cause-effect impacts.
        
        Leads a team retrospective session.
        
        Works with the team to develop a system to prioritize information for different recipients.
        
        Project Process Review Questionnaire 實例
        
        Organizational Culture Review Questionnaire 實例
- - - - Individual, Team Member, and Project Manager Performance Review
        
        Performance Assessment Responsibilities
        
        Functional organization: the individual’s area manager
        
        Balanced matrix: the project manager and the area manager jointly
        
        Project matrix and project organizations: the project manager
        
        Performance appraisals fulfill two important functions.
        
        Development: the focus is on identifying individual strengths and weaknesses and developing action plans for improving performance.
        
        Evaluation: the focus is on assessing how well a person has performed in order to determine salary or merit adjustments.
        
        Multi-rater appraisal or 360-degree feedback involves soliciting feedback concerning team members’ performance from all the people their work affects.
        
        General Tips for Conducting Performance Reviews
        
        Begin by asking the individual to evaluate his contributions to the project
        
        Avoid drawing comparisons with other team members; rather, assess the individual in terms of established standards and expectations.
        
        Focus the criticism on specific examples of behavior rather than on the individual personally.
        
        Be consistent and fair in treatment of all members.
        
        Treat the review as only one point in an ongoing process.