Project Closure & Oversight Project Closure & Oversight Chapters 14 and Chapter 17 Gray & Larson

Lund University / School of Economics and Management Managing Projects in the Film Industry 1.Start and end with the film producer 2.The film producer is a dealmaker 3.Multi-task business: development, production, distribution 4.Add value to the project 5.Executive producer responsible for fund raising 6.International or local distributors 7.Other practitioners –Creative staff –The crew –Third-party financiers –Services

Closure Wrap-up closure activities Wrap-up closure activities Approved and accepted Approved and accepted Closed and paid Closed and paid Reassigned Reassigned Final report Final report Evaluation of performance and management of the projects Evaluation of performance and management of the projects Retrospectives/lessons learned Retrospectives/lessons learned Larson & Gray, 2010: 505

Lund University / School of Economics and Management Type of Project Closure Normal Premature Perpetual Failed Project Changed priority

Lund University / School of Economics and Management Project Closure Decision A typical close-out plan includes answers on following questions :  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?

Lund University / School of Economics and Management Project Closure Process Implementing close-down includes major activities: Shutting down resources and releasing to new uses Reassigning project team members Closing account and seeing all bills are paid Delivering the project Creating a final report

Lund University / School of Economics and Management

Conducting Performance Reviews Ask the individual to evaluate his own performance Avoid drawing comparisons with other team members; use established standards and expectations Focus criticism on behaviors rather than personally Be consistent and fair The review is one point in an ongoing processThe review is one point in an ongoing process

Lund University / School of Economics and Management Phase Gate Process Each gate: 3 components 1.Required deliverables 2.Gate criteria and specific outputs 3.A clear yes/no decision on whether to go ahead

Lund University / School of Economics and Management Gate Decisions Gate 1: Proposals Decision Gate 2: Screening and Selection Decision Gate 3: Implementation Plan Decision Gate 4: Progress Evaluation Decision Gate 5: Closure Gate 6: Lessons Learned

Lund University / School of Economics and Management Project Management Career Issues Career Paths Temporary Assignments Pursuing a Career Professional Training and Certification Gaining Visibility Mentors Success in Key Projects

Lund University / School of Economics and Management Chapter 17 Agile Project Management Traditional Design up front Fixed scope Deliverables Freeze design early Low uncertainty Avoid change Low customer interaction Conventional project teams Agile Continuous design Flexible scope Requirements Freeze design late High uncertainty Embrace change High customer interaction Self-organized teams

Traditional PM versus Agile Methods Traditional PM Approach – Concentrates on thorough, upfront planning of the entire project. – Requires a high degree of predictability to be effective. Agile Project Management (Agile PM) – Relies on incremental, iterative development cycles to complete less-predictable projects. – Is ideal for exploratory projects in which requirements need to be discovered and new technology tested. – Focuses on active collaboration between the project team and customer representatives. 17–13

17–14 Agile PM Principles Focus on customer value Iterative and incremental delivery Experimentation and adaptation Self-organization Continuous improvement

17–15 Project Uncertainty FIGURE 17.1

17–16 Agile Project Management Agile PM –Is related to the rolling wave planning and scheduling project methodology. Uses iterations (“time boxes”) to develop a workable product that satisfies the customer and other key stakeholders. Stakeholders and customers review progress and re-evaluate priorities to ensure alignment with customer needs and company goals. Adjustments are made and a different iterative cycle begins that subsumes the work of the previous iterations and adds new capabilities to the evolving product.

17–17 Iterative, Incremental Product Development FIGURE 17.2

Limitations and Concerns of Agile PM It does not satisfy top management’s need for budget, scope, and schedule control. Its principles of self-organization and close collaboration can be incompatible with corporate cultures. Its methods appear to work best on small projects that require only five-nine dedicated team members to complete the work It requires active customer involvement and cooperation. 17–18

The Agile Manifesto Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan

1: Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. You must know what will give value

2: Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. Changes must have a demonstrable business value

3: Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. What infrastructure is required to deliver working software every week?

4: Business people and developers must work together daily throughout the project. How do the business people manage their operational work and additional project work?

5: Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. Trust can be given, then it must be maintained and built on by the receiver

6: The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. How do we remember what has been agreed? Remember other stakeholders need to be informed as well Use different channels to convey information depending on individual needs

7: Working software is the primary measure of progress.

8: Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Affected by Culture How people are measured in an organisation

9: Continuous attention to technical excellence and good design enhances agility. Minimise technical debt Test Driven Development Pair Programming Patterns

10: Simplicity--the art of maximizing the amount of work not done--is essential. Product Breakdown Structure & Roadmap Business Case with Benefits Mapping

11: The best architectures, requirements, and designs emerge from self-organizing teams. Define the results and let the team work out how to get there within agreed tolerances

12: At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly. Retrospectives

Nota Bene: Nota Bene: To be agile is not ea sy The organisation(s) must have High level of project maturity High level of trust throughout the organisation(s) A clear understanding as to where the organisation is heading A secure working environment The ability and flexibility to adjust work processes from a standard way of doing things when there is a business advantage.