1. ครั้งที่ 5 วันที่ 13 มีนาคม 2559
Information Systems Project Management MIT-M Chiangmai University Project Monitoring &control, Project assessment , Closed Project
ครั้งที่ 5 วันที่ 13 มีนาคม 2559

2. วันนี้ไปวัดมาหรือยัง
ไปวัดก่อนมีทุกข์
ให้พระนำตอนมีชีวิตอยู่
ทำงานหนักตอนมีเวลาก่อนสอบ
วันนี้ก็บอกไม่มีเวลาไปวัด
ไปวัดตอนมีทุกข์
ให้พระนำตอนไม่มีชีวิต
ขอพระช่วยตอนหมดเวลา

3. มอบหมายงานครั้งที่แล้ว
ค้นคว้าเดี่ยวในกรอบหัวข้อ Project Monitoring &control, Project assessment , Closed Project
งานกลุ่ม ให้ไปปรับและทำต่อให้จบ สรุปการปิดโครงการ
ส่งภายใน คืนวันศุกร์ที่ 11 มีนาคม 2559 ไม่เกิน 24 น.

4. Project Planning, Scheduling, and Controlling
1. Setting goals
2. Defining the project
3. Tying needs into timed project
activities
4. Organizing the team
Project Scheduling
1. Tying resources to specific
2. Relating activities to each other
3. Updating and revising on a
regular basis
Time/cost estimates
Budgets
Engineering diagrams
Cash flow charts
Material availability details
CPM/PERT
Gantt charts
Milestone charts
Cash flow schedules
Project Controlling
1. Monitoring resources, costs, quality,
and budgets
2. Revising and changing plans
3. Shifting resources to meet demands
Reports
budgets
delayed activities
slack activities
Before Project
During Project

5. Recall: The 5 Phases of Project Management
Reporting
FEASIBILITY
DESIGN,
PLANNING
DEVELOPMENT
CLOSEOUT
OPERATIONS
Finance
Evaluation
Organization
Estimation
Planning
Monitoring & Control
Project Aberrations
Changes & Claims
Quality & Reviews, & Audits

6. Plan Implement Control SDLC Stakeholders Input Process output Customer
Scope
Quality
Cost
Gantt chart
Time HR
Procurement
Communication
Risk
Report & Presentation
PMBOK : ISO 21500:2012
Closed Project

7. PM Knowledge Areas & Process Groups
PM Process Groups /
Knowledge Area Processes
Initiating Process Group
Planning Process Group
Executing Process Group
Monitoring & Controlling Process Group
Closing Process Group
Project Management Integration
Develop Project Charter
Develop Prelim Project Scope Statement
Develop Project Management Plan
Direct and Manage Project Execution
Monitor and Control Project Work
Integrated Change Control
Close Project
Project Scope Management
Scope Planning
Scope Definition
Create WBS
Scope Verification
Scope Control
Project Time Management
Activity Definition & Sequencing
Resource Estimating
Duration Estimating
Schedule Development
Schedule Control
Project Cost Management
Cost Estimating
Cost Budgeting
Cost Control
Project Quality Management
Quality Planning
Perform Quality Assurance
Perform Quality Control
Project HR Management
Human Resources Planning
Acquire Project Team
Develop Project Team
Manage Project Team
Project Communications Management
Communications Planning
Information Distribution
Performance Reporting
Manage Stakeholders
Project Risk Management
Risk Management Planning
Risk Identification
Qualitative / Quantitative Risk Analysis
Risk Response Planning
Risk Monitoring and Control
Project Procurement Management
Plan Purchases and Acquisitions
Plan Contracting
Request Seller Responses
Select Sellers
Contract Administration
Contract Closure
Process groups align with UofC metholodogy
Project Closure
18-June-09

8. Risk Management is critical to ALL levels of decisions
The HM Treasury’s The Orange Book
Decisions can be categorized into three types. The amount of risk (uncertainty) varies with the type of decisions. Most decisions are concerned with implementation.

9. The relationship between IRM & MOHLTC’s Complex Risk Environment

10. Categorizing Risk – Comprehensive
Political or Reputational Risk
Financial Risk
Service Delivery or Operational Risk
People / HR Risk
Information/Knowledge Risk
Strategic / Policy Risk
Stakeholder Satisfaction / Public Perception Risk
Legal / Compliance Risk
Technology Risk
Governance / Organizational Risk
Privacy Risk
Security Risk
Equity Risk
Patient Safety
1. Financial Risk - The risk of financial losses, overspending, or the inability to meet budgets and plans.
2. Service Delivery or Operational Risk - The risk that products or services will not get completed or delivered in a timely manner as expected. This also includes risks to business continuity.
3. People / HR Risk - The risk that capable & motivated staff will not be available to get the job done. This could be the result of resignations, turnovers, inability to hire, lack of skills, strikes, injury etc.
4. Information Risk- The risk that information produced, or used, is incomplete, out-of-date, inaccurate, irrelevant, or inappropriately disclosed
5. Strategic / Policy Risk -The risk that strategies and policies fail to achieve required results
6. Stakeholder Satisfaction / Public Perception Risk - The risk of failure to meet expectations of the public, other governments, ministries, or other stakeholders
7. Legal / Compliance Risk- The risk that a government initiative, or action, will be in breach of a statute, regulation, contract, MOU, or that the government will face litigation
8. Technology Risks- Risk that information technology infrastructure does not align with business requirements, and does not support availability, access, integrity, relevance, and security of data. This also includes risks to business continuity
9. Governance / Organizational Risk- Risk that the organization structure, accountabilities, or responsibilities are not designed, communicated, or implemented to meet the organization’s objectives, and the risk that business culture and management commitment does not support the formal structures
10. Privacy Risk- Risk that associated with the collection, use and disclosure of personal information and personal health information.
11. Security Risk- Risk that is associated with the protection of confidentiality, integrity, availability and value of assets (tangible and intangible) and people.
NEW
Slide 10

11. Key Risk Indicators (KRIs) are linked to strategy, performance and risk
Strategy & objectives
Risk
Cause
Consequence
KRI
Performance
Sandra
KRIs need to be linked to strategy, objectives and target performance levels, with a good understanding of the drivers to risk.

12. EXAMPLES OF KRIs Sandra Human resource
• Average time to fill vacant positions
• Staff absenteeism /sickness rates
• Percentage of staff appraisals below “satisfactory”
Age demographics of key managers
Information Technology
• Systems usage versus capacity
• Number of system upgrades/ version releases
• Number of help desk calls
Finance
• Daily P&L adjustments (#, amt)
• Reporting deadlines missed (#)
• Incomplete P&L sign-offs (#, aged)
Legal/compliance
• Outstanding litigation cases (#, amt)
• Compliance investigations (#)
• Customer complaints (#)
Audit
• Outstanding high risk issues (#, aged)
• Audit findings (#, severity)
• Revised management action target dates (#)
Risk management
• Management overrides
• Limit breaches (#, amt)
Sandra

16. Course #1031-1: Project Management Tools and Techniques
Course #1031-1: Project Management Tools and Techniques Module 5: Project Close-Out
Instructor Say
The final phase of our Roadmap to Project Management Success is project Close-out.
The overall purpose of this phase is to bring the project to an orderly and formal end.
Copyright 2001, General Physics Corporation Instructor Guide

17. Project Manager’s Role During Project Close-Out
Course #1031-1: Project Management Tools and Techniques Module 5: Project Close-Out
Project Manager’s Role During Project Close-Out
Ensure that all project deliverables have been completed and formally accepted by the customer.
Determine if the measurable success indicators were achieved.
Conduct project close-out meetings, both internal and external.
Write the final project report.
Document and share lessons learned.
Instructor Say
The project manager plays an important role during project close-out.
The project manager should:
Ensure that all project deliverables have been completed and formally accepted by the customer.
Determine if the measurable success indicators were achieved.
Conduct project close-out meetings, both internal and external.
Write the final project report.
Document and share lessons learned.
Transition
Let’s take a closer look at what’s involved.
Copyright 2001, General Physics Corporation Instructor Guide

18. Course #1031-1: Project Management Tools and Techniques
Course #1031-1: Project Management Tools and Techniques Module 5: Project Close-Out
Instructor Say
Evaluating success is a key activity that needs to be done during project close-out.
Copyright 2001, General Physics Corporation Instructor Guide

19. Evaluating Project Success
Course #1031-1: Project Management Tools and Techniques Module 5: Project Close-Out
Evaluating Project Success
Project purpose
Deliverables
Measurable success indicators
Quality
Schedule
Cost
Instructor Say
Measuring Project Success
Before your final meeting with the customer, you need to check that the customer’s needs have been met.
Check the deliverables against the project’s measurable success indicators.
For many projects you will deliver some of the project elements before the close-out phase.
If so, review that those deliverables met the specifications and the measurable success indicators.
Also for many projects, the success of the project will not be determined until long after the close of the project.
For example, the success of an automotive part, as specified by the success indicators, won’t be evident until after that part is in regular production and is being used on the road.
Copyright 2001, General Physics Corporation Instructor Guide

20. Attendees at the close-out meeting should be the project stakeholders.
Course #1031-1: Project Management Tools and Techniques Module 5: Project Close-Out
Instructor Say
Close-out Meeting
Once you have reviewed the measurable success indicators, the close-out meeting can be conducted.
Attendees at the close-out meeting should be the project stakeholders.
It’s not always necessary for all project team members to be there.
Copyright 2001, General Physics Corporation Instructor Guide

21. Informal Project Team Close-Out Meeting
Course #1031-1: Project Management Tools and Techniques Module 5: Project Close-Out
Informal Project Team Close-Out Meeting
Brainstorm to identify what went right with the project.
Brainstorm to identify what went wrong with the project.
List ideas for improvements.
List ideas for ensuring that what went right happens again.
Recognize the accomplishments of individuals.
Instructor Say
Sometimes it’s advantageous to have an informal close-out meeting with your project team members.
Brainstorm as to what went right with the project.
Brainstorm as to what went wrong with the project.
Request ideas for improvements.
Request ideas for ensuring that what went right happens again.
Transition
Document the results of this meeting as lessons learned and be sure to include them in the final project report.
Copyright 2001, General Physics Corporation Instructor Guide

22. Close-Out Meeting Agenda
Course #1031-1: Project Management Tools and Techniques Module 5: Project Close-Out
Close-Out Meeting Agenda
Review project statement of work.
Review actual deliverables and show how project met its measurable success indicators.
Summarize what was done well.
Identify areas for improvement.
Request recommendations for improvement.
Determine if any additional tasks are required to complete the project.
Instructor Say
This is a typical close-out meeting agenda:
Review project statement of work.
Review actual deliverables and show how project met its measurable success indicators.
Summarize what was done well.
Identify areas for improvement.
Request recommendations to aid in improvement.
Determine whether any additional tasks are required to complete the project.
Documentation
Implementation or production of project deliverables
Copyright 2001, General Physics Corporation Instructor Guide

23. Close-Out Meeting Agenda (continued)
Course #1031-1: Project Management Tools and Techniques Module 5: Project Close-Out
Close-Out Meeting Agenda (continued)
List additional tasks, responsible persons, and due date.
Document lessons learned for the project notebook.
Discuss the project notebook availability to appropriate personnel for future projects.
Evaluate subcontractor performance.
Instructor Say
List additional tasks, responsible person, and due date.
Document lessons learned for project notebook.
Make project notebook available to appropriate personnel for future projects.
Evaluate subcontractor performance.
This meeting is also an excellent forum to recognize key contributors to the project’s success.
Copyright 2001, General Physics Corporation Instructor Guide

24. Course #1031-1: Project Management Tools and Techniques
Course #1031-1: Project Management Tools and Techniques Module 5: Project Close-Out
Instructor Say
Sharing lessons learned is probably one of the most important things to do to improve project success.
Copyright 2001, General Physics Corporation Instructor Guide

25. Sharing Lessons Learned
Course #1031-1: Project Management Tools and Techniques Module 5: Project Close-Out
Sharing Lessons Learned
Lessons Learned Database
Categorized electronic project information database
Continuous Improvement Recommendations
Project Management Process
Forms
Standards
Instructor Say
In order to make lessons more readily accessible, some organizations store final project reports in an electronic data base.
Another way to share lessons learned is to modify the project management process through the implementation of continuous improvement recommendations.
Copyright 2001, General Physics Corporation Instructor Guide

26. Does anyone have any questions on any of the topics discussed?
Course #1031-1: Project Management Tools and Techniques Module 5: Project Close-Out
Instructor Say
Congratulations! You’ve learned the skills along the Roadmap to Project Management Success.
Does anyone have any questions on any of the topics discussed?
Copyright 2001, General Physics Corporation Instructor Guide

27. Project Closure Analysis.
When does a project end?
Does it end when the software has been delivered to customer & acceptance-tested?
Yes, Successful delivery might indeed mark the end of an individual project
But not so for the organization that is in the business of executing projects. From a Organization point of view, lesson has to be learnt from past experience
That is the success & failure should be analyzed so that future project has improvement in Quality & Productivity.

28. More on Performance Metrics
Categories
Performance measurements
Targets
Units of measurement
Scope
Amount of work accomplished
Amount of work to be accomplished
M, M2, M3, Tons, $
Time
Completion dates
Milestones, Deadline
Day, Week, Month
Money
Cost, Cash flow
Budget, Profit, Cash flow
$, Net Present Value (NPV)
Quality
Quality achieved (Appearance, Durability, Strength, Suitability)
Target quality level (Appearance, Durability, Strength, Suitability)
Number of defects, Value of defects, Number of change orders
Safety
Actual accidents and injuries, delays and economic damages occurred
Goaled accidents and injuries level
Person, $, Day, Week, Month
Productivity
Actual productivity
Planned productivity
Work unit/worker/time

29. Monitor and Control Project Work Product, Result or Service
CLOSE PROJECT OR PHASE
Monitor and Control Project Work
JUBILEE HOUSE PROJECT
Product, Result or Service
Outputs
Final product, service or result
Organizational Process Assets (updates)
Inputs
Project Management Plan
Accepted deliverables
Organizational Process Assets
Transformation
Expert Judgment 29 29

30. Project Closure and Review Deliverables
FIGURE 14.1
14–30

31. Project Closeout Checklist
14–31

32. Wrap-up Closure Checklist
TABLE 14.1
14–32

33. Creating the Final Report
Executive Summary
Project goals met/unmet
Stakeholder satisfaction with project
User reactions to quality of deliverables
Analysis
Project mission and objective
Procedures and systems used
Organization resources used
Recommendations
Technical improvements
Corrective actions
Lessons Learned
Reminders
Retrospectives
Appendix
Backup data
Critical information
14–33

34. Sample Team Evaluation and Feedback Survey
TABLE 14.2
14–34

35. The Top 10 Signs of IT Project Failure
10. Best practices and lessons learned are ignored
9. Project lacks people with appropriate skills
8. Sponsorship is lost
7. Users are resistant
6. Deadlines are unrealistic
5. Business needs change
4. Chosen technology changes
3. Project changes are poorly managed
2. Scope is ill-defined
1. Project managers don’t understand users’ needs
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

36. มอบหมายงานครั้งต่อไป
ให้แต่ละกลุ่มนำเสนองานโครงการ ช่วงเช้า พร้อมทั้งอภิปราย
ช่วงบ่าย Lesson learned
ส่งงานปลายภาค รวบรวมงานค้นคว้าเดี่ยวและความเข้าใจที่ได้จากการบรรยายในชั้นเรียน มาสรุปถอดเป็นบทเรียนจัดทำเป็นเอกสารตามหัวข้อบรรยาย 1 เล่ม และเป็น electronic file งานนี้ขอให้ทำให้ดี เพราะคะแนนค้นคว้าเดี่ยว 20+คะแนนสรุปบทเรียน 20 รวม 40
รวบรวมกับงาน Dummy project เขียนรวมลงใน DVD 1 แผ่น
ทั้ง 2 งานส่งภายในวันที่ 27 มีนาคม ที่ สาขา ก่อน น.