1. IS 455 - Project Management How to Close a TPM Project

2. How to Close a TPM Project Team Time
Agenda
Announcement(s)
Jamf tour
House cleaning
Change in schedule
Simulation
How to Close a TPM Project
Team Time
Copyright Tom Sulzer © 2018

3. + Announcements! AITP Visit / Tour of Jamf
Centennial 1704, 5:30 p.m. Thursday, April 5th
Copyright Tom Sulzer © 2017

4. Effective Project Management: Traditional, Agile, Extreme
Managing Complexity in the Face of Uncertainty
Ch08: How to Close a TPM Project
Presented by
Tom Sulzer
Copyright Tom Sulzer © 2018

5. Ch08: How to Close a TPM Project
Summary of Chapter 8
Using tools, templates, and processes to close a TPM project
Writing & maintaining client acceptance procedures
Closing a project
Getting client acceptance
Installing project deliverables
Documenting the project
Conducting the post-implementation audit
Writing the final report
Celebrating success
Copyright Tom Sulzer © 2018

6. Tools, Templates, & Processes Used to Close a Project
Ch08: How to Close a Project
Tools, Templates, & Processes Used to Close a Project
Acceptance Test Procedure (ATP)
Implementation strategies
Project documentation
Post-implementation audit
Final project report
Copyright Tom Sulzer © 2018

7. Ch08: How to Close a Project
Closing a Project
Getting client acceptance of deliverables.
Ensuring that all deliverables are installed.
Ensuring that all documentation is in place.
Getting client sign-off on the final report.
Conducting the post-implementation audit.
Celebrating success.
Copyright Tom Sulzer © 2018

8. Ch08: How to Close a Project
Why Do I Need Client Acceptance Procedures?
Acceptance criteria must be clearly defined
Criteria defined during project planning
Avoid 11th hour disputes
The criteria is defined in collaboration with the client.
The criteria is administered by the project team during final acceptance testing.
Copyright Tom Sulzer © 2018

9. Ch08: How to Close a Project
Installing Project Deliverables
Phased Approach
Cut-Over Approach
Parallel Approach
By Business Unit Approach
Copyright Tom Sulzer © 2018

10. Ch08: How to Close a Project
Documenting the Project
Reference for future changes in deliverables
Historical record for estimating duration and cost on future projects, activities and tasks
Training resource for new project managers
Input for further training and development of the project team
Input for performance evaluation by the functional managers of the project team members
Copyright Tom Sulzer © 2018

11. Ch08: How to Close a Project
Documenting the Project – The Project Notebook
POS
Proposal and backup data
Original and revised project schedules
Minutes of all project team meetings
Copies of all status reports
Design documents
Copies of all change notices
Copies of all written communications
Outstanding issues reports
Final report
Sample deliverables (if appropriate)
Client acceptance documents
Post-implementation audit report
NOTE:
Start the project
notebook
on the first day
Copyright Tom Sulzer © 2018

12. Ch08: How to Close a Project
Conducting the Post-Implementation Audit
Was the project goal achieved?
Does it do what project team said it would?
Does it do what client said it would?
Was the project work done on time, within budget, and according to specification?
Was the client satisfied with the project results?
Was business value realized?
Check success criteria
What lessons were learned about your project management methodology?
How well did the team follow the methodology?
Copyright Tom Sulzer © 2018

13. Ch08: How to Close a Project
Reasons for not doing a post-implementation audit
Managers don’t want to know
Managers don’t want to pay the cost
It’s not a high priority
There’s too much other scheduled work to do
Copyright Tom Sulzer © 2018

14. Ch08: How to Close a Project
Final Project Report
Executive Summary
Overall success and performance of project
Organization and administration of project
Techniques used to accomplish results
Strengths and weaknesses of the approach
Recommendations
Appendices
POS
WBS
Resource Schedule
Change Requests
Final Deliverables
Other
Copyright Tom Sulzer © 2018

15. Ch08: How to Close a Project
Celebrating Success
Copyright Tom Sulzer © 2018

16. Create a Project Folder
As a team, create a place for where you will share your documents for your project.
Copyright Tom Sulzer © 2018

17. Create a Mid Project Report
Have you selected a PMLC at this point? If so, what is it?
How well is your team following a PMLC method? Which one?
What are the project’s goals?
Are the goals clear?
Are you achieving the project goals?
Are you getting the work done on time, within budget, and according to specification?
Is the client satisfied with the project results so far?
Is it clear that the business value will be realized?
Check success criteria – if not what can you do about that?
What lessons have you learned while working on the project so far?
Copyright Tom Sulzer © 2018

18. Create a Project Acceptance Test Document
Work through as a team what acceptance testing for your project would look like.
- What do you need to produce / create?
- What do you need to have working/done?
- What do you need to have reviewed?
- What do you need to signed off?
- When do each of these need to be done by?
- TBD
Copyright Tom Sulzer © 2018

19. How to Close a TPM Project Team Time
Agenda
Announcement(s)
Jamf tour
House cleaning
Change in schedule
Simulation
How to Close a TPM Project
Team Time
Copyright Tom Sulzer © 2018

20. Ch08: How to Close a TPM Project
Class discussion #1:
I have advocated the use of a checklist as the acceptance test procedure for establishing that the project is finished. What other type of acceptance test procedure might you suggest? Be specific.
Copyright Tom Sulzer © 2018

21. Ch08: How to Close a TPM Project
Class discussion #2:
Can you suggest a cost/benefit approach to selling management on the value of the post-implementation audit? Be specific.
Copyright Tom Sulzer © 2018

22. Ch08: How to Close a TPM Project
Class discussion #3:
The post-implementation audit is vitally important in improving the practice and process of project management, yet it is always so difficult to get senior management and the client to allocate the time to authorize and participate in these audits. Knowing that, what would you as project manager do to help alleviate this problem?
Copyright Tom Sulzer © 2018

23. Thursday – Team Time / Mentor Time
Next Classes
Thursday – Team Time / Mentor Time
Tuesday – Complexity and Uncertainty in the Project Management Landscape
Thursday – Mentor Time
Copyright Tom Sulzer © 2018