Finishing the Project and Realizing the Benefits Chapter 15 Contemporary Project Management Kloppenborg © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

ChapterVignette ChapterVignette Celebrating Project Success - Trinmar Should Trinmar upgrade existing rigs or invest in building new rigs? Facilitation of a portfolio optimization process to establish strategic criteria Help Trinmar evaluate, prioritize and make final decisions regarding each project Semi-formal meetings conducted describing customer feedback, areas for improvement, lessons learned, project results, and approval of final project deliverables.

© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. ChapterVignette ChapterVignette Celebrating Project Success - Trinmar A party with spouses, relatives, and everyone involved with the project Personal recognition of everyone on the project Pictures with the CEO and awards of accomplishment Sincere joy and pride of the project team in receiving recognition from the CEO

© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. At the end of this chapter… Describe how to determine when a project should be terminated early. Describe the process for terminating a project at its normal completion time. Secure customer feedback and acceptance of the project.

© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. At the end of this chapter… Describe the importance of project closing activities and how to perform them. Create and present a transition plan for the project including a plan for ongoing support. Capture and share project lessons learned.

© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Introduction A project moves into the closing stage when its customers accept the project deliverables A project can close as planned or be terminated early Complete closing activities

© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Verify Scope Formal acceptance of project deliverables Proceed to closing and realizing stage Buyer provides the seller with a formal written acceptance A project closeout checklist may itemize typical project activities and/or deliverables Verify scope – “the process of formalizing acceptance of the completed project deliverables.” PMBOK® Guide

© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Close Procurements Verify that proper methods were used for all purchasing and that all contracts have been successfully completed. Terminating projects early: Close procurements – “the process of completing each procurement.” PMBOK® Guide Mutual agreements Terminations for default Terminations for convenience of buyer

© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Terminate Projects Early Mutual Agreements –What deliverables or partial deliverables go to the buyer –What compensation goes to the seller –Resolve outstanding issues Terminations for Default –Problems with the project’s cost, schedule, or performance –Lost confidence in the contractor

© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Terminate Projects Early Termination for Convenience of Buyer –The buyer faces unexpected difficulties or changing priorities –Customer’s needs change –Invoke a contract clause

© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Heading Off Early Termination Find other stakeholders who can provide funds to keep the project viable Look internally to find ways of continuing with the project at lower cost PMs present the facts of project progress and make recommendations for early termination if they feel it is warranted Communicate quickly and honestly

© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Close Project Write transition plan Knowledge management Create the closeout report Finalize all activities needed to finish the project

© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Write Transition Plan Charter/instruction manual for how the customer should use the project deliverables Ensure all responsibilities are considered Provide appropriate documentation to users A transition plan helps to ensure: –Quality problems are avoided during transition –Project deliverables transition into operational role –Needed maintenance, upgrades, and training take place

© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Knowledge Management Knowledge management should occur throughout the project life Knowledge management is most apparent as a project comes to a close Capture lessons learned Disseminate and use lessons learned

© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Project Customer Feedback Form

© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Capture Lessons Learned What worked well? Where might a different method may yield better results? At milestones and at the end of a project Ask participants to identify major project issues Go through one top issue at a time to determine what went wrong and how it might be avoided in future projects. List significant successes and discuss what caused each

Lessons Learned Project Closing Document

© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Disseminate and Use Lessons Learned Establish a method for documenting and sharing lessons learned Decide how to store lessons for easy access Have one person assigned to “own” the lessons learned database Code each lesson by type of project, stage in project life cycle, issue it concerns Sponsors only sign charters if lessons from other recently completed projects are included

© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Create the Closeout Report Summary status of the project Lessons learned Review of project’s original justification Ensure records are in a workable format Store records for easy access Did the project accomplish what it was originally approved to do?

© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Closeout Report Template

© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Post Project Activities Reassign workers Celebrate success and reward participants Provide ongoing support Ensure project benefits are realized

© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Reassign Workers PMs provide timely updates for personnel records PMs make honest recommendations for team members PMs help team members secure next assignments Helping good workers secure follow-on work is one of the most important things a project manager must do.

© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Celebrate Success and Reward Participants C hallenge E nergize L imit E xert B elieve R ecognize A cknowledge T ransition E ase Stress “the project is over; we will limit any additional work on this project.”

© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Provide Ongoing Support Training, change management, other services Project transition plans are a sort of charter for the customer –“instruction manual” on how the customer should use the project deliverables once the project team has completed its work

© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Ensure Project Benefits are Realized How well the customers are able to use the deliverables Consider use by direct customers and other stakeholders

© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Success celebrated Lessons learned recorded Summary Some projects are terminated early either because the customer is dissatisfied or wishes to invest their time and money in a different way A variety of closeout procedures is required. Money paid and accounted for Documentation completed and distributed Workers reassigned and rewarded

© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Transition Plan for Beech Acres Knowledge Management Project Gaining Employee Buy-In –Send informative –Training sessions Assigning KM Champions –Functional managers of different units at BA Maintaining Data –The KM librarian  the IT person who created the database –The KM is a living, dynamic system where all knowledge regarding BA belongs PM in Action Example

© 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Transition Plan for Beech Acres Knowledge Management Project Measuring the usage of the system by employees will show Beech Acres management how successful the project was PM in Action Example