1. Author:Prof. Dr. Tomas Ganiron Jr 1 Chapter 8 PROJECT CLOSING PROCESS SWOT Analysis & CASE STUDIES 8-1 What is Closing Process? 8-2 SWOT Analysis-Strength, Weaknesses, Threats & Opportunities 8-3Case Studies

2. Project Closing Process  This process involves releasing the final deliverables to the customer, handing over project documentation to the business, terminating supplier contracts, releasing project resources and communicating project closure to all stakeholders. Author:Prof. Dr. Tomas Ganiron Jr 2

3. 8-1 Project Closing Process  The last remaining step is to undertake a Post Implementation Review to identify the level of project success and note any lessons learned for future projects. Activities in this group are:  Close Project :  Contract Closure Author:Prof. Dr. Tomas Ganiron Jr 3

4. PM Responsibility in Closing Process  The Project Manager needs to make sure that the product scope conforms to the product requirements and the demands of the delivering organization ( documentation and lessons learned) Author:Prof. Dr. Tomas Ganiron Jr 4

5. Post Implementation Review Once the project deliverables have been handed over to operational areas, it is helpful to do a review of how the project went, and whether it achieved the results expected. If a business case was prepared, it can be measured against that, otherwise some useful headings to consider are:  Description of Project  Review Process  Review Findings  Non-Financial Analysis  Financial Analysis  Detailed Key Results  Project Timeline  Risk Management  Lessons Learned Author:Prof. Dr. Tomas Ganiron Jr 5

6. How to close and stay closed?  It is important that each project gets closed, and there is a simple mechanism for doing this called the Project Closure Statement.  This document requires sign-off by the Sponsor Group, and once signed, the only thing left to do is to archive the project documents.  Any issues that have not been resolved can be held over for a new project, or handed to an operational area to complete if they agree. Author:Prof. Dr. Tomas Ganiron Jr 6

7. 7 Conclusion … Since projects are the mechanism for implementing strategy, an organization that wishes to be successful must be competent at managing projects.

8. SWOT ANALYSIS  SWOT analysis (alternately SLOT analysis) is a strategic planning method used to evaluate the Strengths, Weaknesses/Limitations, Opportunities, and Threats involved in a project or in a business venture.

9. SWOT ANALYSIS  It involves specifying the objective of the business venture or project and identifying the internal and external factors that are favorable and unfavorable to achieve that objective. The technique is credited to Albert Humphrey, who led a convention at Stanford University in the 1960s and 1970s using data from Fortune 500 companies.

10. SWOT ANALYSIS  Setting the objective should be done after the SWOT analysis has been performed. This would allow achievable goals or objectives to be set for the organization.

11. SWOT ANALYSIS

12.  Strengths: characteristics of the business, or project team that give it an advantage over others  Weaknesses (or Limitations): are characteristics that place the team at a disadvantage relative to others

13. SWOT Analysis  Opportunities: external chances to improve performance (e.g. make greater profits) in the environment  Threats: external elements in the environment that could cause trouble for the business or project

14. SWOT ANALYSIS  Identification of SWOTs is essential because subsequent steps in the process of planning for achievement of the selected objective may be derived from the SWOTs.

15. SWOT ANALYSIS  First, the decision makers have to determine whether the objective is attainable, given the SWOTs. If the objective is NOT attainable a different objective must be selected and the process repeated.