CLOSING PHASE Kanabar 1 © Kanabar / Warburton 2009

Objectives 2  Understand procurements and contracts (why now? simply because it was not covered earlier on).  Closing processes  Lessons learned  Importance of administrative closure

Procurement & Contracts  Contracts fall into the following general categories:  Fixed Price, when the scope is well known  Cost Plus, when the scooper is poorly known  Time and Materials is an open ended contract for small projects, and is used when the scope is not defined 3

Fixed Price Contracts & Risks 4

Other Contracts  Review the other types of Contracts and their Risks.  When closing contracts one must be prepared for unexpected events.  Deliverables must be examined for quality. 5

Project Closure 6  Why is it not executed properly?  Schedule pressure: New project is higher priority  Post-implementation is not billable work: Money is viewed better spent elsewhere.  Result: We are not able to plan project properly in the future.

PMBOK P ROCESSES Close Project/Phase Integration Close Procurements Procurement Knowledge Area Process 7

Q UESTIONS Y OU WILL A SK IN THIS PHASE Who will be involved in the finish phase? When? Where? How did the project do against: Objectives, plan, WBS? What was learned? What will be done differently next time? 8

C LOSING P ROCESS 9

L ESSONS L EARNED T EMPLATE OverviewWhat Worked?What did not Work? Lessons for Next Project All the project deliverable where completed timely. The PM has put together a power point presentation to present the project to stakeholders. Lessons learned process was completed. The fact that the presentation is in one document and can be monitored and edited by all team members is a great advantage. Spent time creating new templates to gather metrics about project performance Utilize existing templates rather than spending time on creating new ones. 10 Sample Example pertains to a projects closing phase

S UMMARY 11 Administrative closure is a key aspect of the project. It entails the collection and archiving of project reports and documents to create project archives, and the capturing of lessons learned from the project

W ORKSHOP  What usually happens at the end of the project life cycle at PCG? Describe the closure process. 12

C OURSE S UMMARY 13

S TRATEGY  P ROJECTS Strategies require actions and tasks to be implemented. The actions and tasks are eventually “projects” 14

W HY P ROJECT M ANAGEMENT ? To be successful it is necessary for an organization to instill a project orientation everywhere. Successful project management gives you an opportunity to: Manage time Deliver quality products and solutions Be on time, within budget, and ahead of the competition. 15

W HAT IS THE P ROCESS ? Initiation Phase Planning Phase Execution Phase Closing Phase Monitor and Control 16

C HARTER Sponsor will create a charter and should consider the following questions: What is the action and the end result? Why are we doing this? When do we need to be done? How much will this cost? 17

Q UESTIONS TO ASK S TAKEHOLDER 1. What are the project needs? 2. What are the project expectations? 3. What have you already tried? 4. When do you need the project completed? Why? 5. What are the priorities: quality (performance), schedule, and cost? 6. What is the end product (what does it look like)? 18

P LANNING P HASE Questions the Project Manager should consider as the objectives are refined: At the end of the project, what results will we have? What value will be gained? What constraints do we face? What requirements must be met? 19

P LANNING P HASE : WBS Decomposition of Work: Requires considering the following questions: What must be delivered or accomplished? What must we do to meet this objective? How will we do that? 20

P LANNING : R ESOURCE R EQUIREMENTS What knowledge and skills are needed? What equipment, facilities, supplies and materials are needed? What special or unusual resources are needed? How much? What cost? PM should ask the following questions: Who has resources for this terminal element? Who has knowledge or information? Whose commitment do we need? 21

P LANNING : N ETWORK & S CHEDULE Sequence Deliverables In what order must terminal elements be completed? Schedule Deliverables How long will each terminal element take to complete? When, in calendar time, will each terminal element start and end? Schedule Resources Are resources committed to meet the schedule? 22

E XECUTION P HASE Questions to Ask: How will the project team know to start? How will the team work together? How will everyone know what is expected? 23

M ONITOR AND C ONTROL How is the project progressing against Objectives? Milestones? Schedule? Budget? Communication is key to success! 24

C LOSING P HASE Who will be involved in the finish phase? When? Where? How did the project do against: Objectives, plan, WBS? What was learned? What will be done differently next time? 25

PM S KILLS U PDATE On the basis of this course: What skills & concepts did you pick up? How do you plan to change your PM practice? Talk about your personal career focus plans— certification? Personal/Professional improvement? 26