1. Day 25
ELC 347/BUS 348/PSA 347

2. Agenda Questions? IP part 6 Due Assignment 8 Corrected
Any of the first five sections of the IP project can be resubmitted for rescoring prior to December 13. The recorded score will the average of the original score and the score on the resubmitted section. Please notify me via which sections you will be resubmitting.
Received part 5 & part 1
IP part 6 Due
Assignment 8 Corrected
2 A’s, 1 answered wrong questions and 1 MIA
Project Closeout and Termination

3. Remaining Schedule
Dec 12 IP Presentation Due (20 Min) “A 15–min Power Point Presentation that is intend to be a pitch to a project “steering” committee that will decide on the fate of the project.” Dec 16 Exam 3 (8 AM to 8 PM) Dec 18 IP Project Midnight IP Project Peer Evaluations DUE

4. On time for all group meetings:
Put your team members’ names in the spaces provided, one name at the top of each column.
Names:
Ratings:
On time for all group meetings:
Helped keep the group cohesive:
Number of useful ideas contributed:
Quantity of work done:
Quality of work done: +
Add Total Scores Here:

5. Project Closeout and Termination
Chapter 14
Project Closeout and Termination

6. Chapter 14 Learning Objectives
After completing this chapter, students will be able to:
Distinguish among the four main forms of project termination .
Recognize the seven steps in formal project closeout.
Understand key reasons for early termination of projects.
Know the challenges and components of a final project report.

7. Projects End
Naturally or
Unnaturally

8. Project Termination
All activities consistent with closing out the project
Extinction
Addition
Integration
Starvation

9. Elements of Project Closeout Management
Putting it All to Bed
Disbanding the Team
Finishing
Handing
Gaining
Acceptance
for the
Product
Harvesting the Benefits
Reviewing How
The Work
Over the
It All Went
TIME

10. Lessons Learned Meetings
Common Errors
Misidentifying systematic errors
Misinterpreting lessons based on events
Failure to pass along conclusions
Meeting Guidelines
Establish clear rules of behavior
Describe objectively what occurred
Fix the problem, not the blame

11. Closeout Paperwork
Documentation
Legal
Cost
Personnel

12. Why are Closeouts Difficult?
Project sign off can be a de-motivator
Constraints cause shortcuts on back-end
Low priority activities
Lessons learned analysis seen as bookkeeping
Unique view of projects

13. Early Warning Signs of Project Failure
Lack of viable commercial objectives
Lack of sufficient authority to make decisions
New product developed for stable market
Low priority assigned to the project by management

14. Dynamic Factors to Monitor (table 14.1)
Static
Task-team
Sponsorship
Economics
Environment
User

15. Early Termination Decision Rules
Costs exceed business benefits
Failure to meet strategic fit criteria
Deadlines continue to be missed
Technology evolves beyond the project’s scope

16. 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

17. Project Termination Issues Figure 14.6 and Table 14.2
Emotional
Intellectual
Internal
External
Staff
Client

18. Project Termination Issues - Emotional
Staff
Client
Fear of no future work
Change in attitude
Loss of interest in remaining tasks
Loss of interest in project
Loss of project-derived motivation
Change in personnel dealing with project
Loss of team identity
Unavailability of key personnel
Selection of personnel to be reassigned
Diversion of effort
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

19. Project Termination Issues – Intellectual
Internal
External
Identification of remaining deliverables
Agreement with client on remaining deliverables
Certification needs
Agreement with suppliers on outstanding commitments
Identification of outstanding commitments
Communicating closure
Control of changes to project
Closing down facilities
Screening of partially completed tasks
Determination of requirements for audit trail data
Closure of work orders and work packages
Disposal of unused material
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

20. Claims & Disputes Two types of claims Ex-gratia claims
Default by the project company
Resolved by
Arbitration
Binding
Non-binding
Standard litigation

21. Protecting Against Claims
Consider claims as part of the project plan
Verify stakeholders know their risks
Keep good records throughout the life cycle
Keep clear details of change orders
Archive all correspondence

22. Final Report Elements Project performance Administrative performance
Organizational structure
Team performance
Project management techniques
Benefits to the organization and customer

23. Summary Distinguish among the four main forms of project termination .
Recognize the seven steps in formal project closeout.
Understand key reasons for early termination of projects.
Know the challenges and components of a final project report.

24. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

25. Project Close-Out and Termination
Chapter 14
© 2007 Pearson Education

26. Project Termination
All activities consistent with closing out the project
Extinction
Addition
Integration
Starvation

27. Elements of Project Closeout Management
Putting it All to Bed
Disbanding the Team
Finishing
Handing
Gaining
Acceptance
for the
Product
Harvesting the Benefits
Reviewing How
The Work
Over the
It All Went

28. Lessons Learned Meetings
Meeting Guidelines
Establish clear rules of behavior
Describe objectively what occurred
Fix the problem, not the blame
Common Errors
Misidentifying systematic errors
Misinterpreting lessons based on events
Failure to pass along conclusions

29. Closeout Paperwork
Documentation
Legal
Cost
Personnel

30. Why are Closeouts Difficult?
Project sign off can be a de-motivator
Constraints cause shortcuts on back-end
Low priority activities
Lessons learned analysis seen as bookkeeping
Unique view of projects

31. Dynamic Project Factors
Static
Task-team
Sponsorship
Economics
Environment
User

32. Early Warning Signs of Project Failure
Lack of viable commercial objectives
Lack of sufficient authority to make decisions
New product developed for stable market
Low priority assigned to the project by management

33. Claims & Disputes Two types of claims Ex-gratia claims
Default by the project company
Resolved by
Arbitration
Binding
Non-binding
Standard litigation

34. Protecting Against Claims
Consider claims as part of the project plan
Verify stakeholders know their risks
Keep good records throughout the life cycle
Keep clear details of change orders
Archive all correspondence

35. Final Report Elements Project performance Administrative performance
Organizational structure
Team performance
Project management techniques
Benefits to the organization and customer