1. Project Management for Software Engineers (Summer 2017)
LECTURE 14
PROJECT TERMINATION
July 27, 2017
(9:00 am – 11:40 pm PST)
University of Southern California, IMSC/SSU CERTIFICATION PROGRAM
11/12/2018

2. PROJECT TERMINATION PHASE
Wind down  Conclusion  Close-out
Extinction: e.g. External projects
Addition : e.g. Growth Projects
Integration: e.g. Improvement Projects
Starvation: e.g. (Some) Sacred Cow Projects!
 (May not follow the same path as others) 
Go over reasons for early termination form the book (p. 556 of e.7):
University of Southern California, IMSC/SSU CERTIFICATION PROGRAM
11/12/2018

3. Close-Out & Project Life-Cycle
When to Start Close-out!?
Focus on Project Close-out
START ASAP !
Physical Progress (%)
Initiation
Planning
Execution
Close-out
The more focus on the project-close out, during the project life-cylce, the more efficient the close-out process and the less effort (& less stress) at the close-out phase for EVERYONE
Winding Down
C l o s e – o u t
Terminate
Time
Stay Focused during the Life-Cycle
University of Southern California, IMSC/SSU CERTIFICATION PROGRAM
11/12/2018

4. Pareto Principle Application
This is why project close-out is difficult and needs a lot of advanced planning, preparation and documentation
The Principle (Origin): 80% of the wealth in the hands of 20% of the population 
Application in Project Management:
Vital Few: 80% of results (good or bad) are contributed by 20% of causes
Resources: 20% of Resources define 80% of the project productivity (Translate to P.O.)
CLOSE-OUT: THE LAST 20% OF THE PROJECT TAKES 80% OF THE EFFORT!
University of Southern California, IMSC/SSU CERTIFICATION PROGRAM
11/12/2018

5. Critical Success Factors
Project mission achievement
Audit results
Top-management support
BELIEF  Trust, Respect, Faith
Good planning, monitoring, and feedback
Analytical Competence (Good CMS), Good PM&C, Good Audit
Client acceptance & consolation
Happy Client  Build relationships  Achieve long-term goals
Effective Communication among ALL
Building relations is the key!
Problem-Solving & Trouble-Shooting
Watch for the caveat!
University of Southern California, IMSC/SSU CERTIFICATION PROGRAM
11/12/2018

6. Some Close-out steps
Ensure tasks are completed (document all as-builts)
Notify the client of approaching termination
Finish the paperwork and organize them proerly
Send out final invoices to the client
Redistribute resources to other projects/their Dep.s
Clear with legal counsel, NO LOOSE ENDS!
Determine what records to keep
Assign support
Close the project books
University of Southern California, IMSC/SSU CERTIFICATION PROGRAM
11/12/2018

7. Project HISTORY Documentation (Final Report)
Project performance (SV,CV,SPI,CPI,…)
Administrative performance
Organizational structure (Continuum)
Project and administrative teams (1+1>2 ?)
Techniques of project management
DOCUMENT LESSONS LEARNED
University of Southern California, IMSC/SSU CERTIFICATION PROGRAM
11/12/2018

8. Early Termination What should NOT be the primary reason
Weak Commitment (financially, emotionally, or politically)
Weak management plan / team (Fix it! Don’t erase the problem to solve it)
Fear of Change (Project MEANS change. If you don’t like it, don’t start it)
Change in leadership: The Problem with Sacred Cow projects!
University of Southern California, IMSC/SSU CERTIFICATION PROGRAM
11/12/2018

9. PMBOK® Reference (Handout):
Chapter 4 – Integration Management
Section 4.6 – Close Project or Phase
Chapter 12 – Procurement Management
Section 12.4 – Close Procurement
University of Southern California, IMSC/SSU CERTIFICATION PROGRAM
11/12/2018