1. Day 3 in the pmProject Management Project Management (PM) ADJUST

2. Project ManagementCook Day 3 in the pm # 2 / 14 Change Control  Change control involves identifying, evaluating, and managing changes throughout the project life cycle  Three main objectives of change control:  Ensure they are adequately beneficial  Determine that a change has occurred  Manage actual changes when and as they occur, especially impact

3. Project ManagementCook Day 3 in the pm # 3 / 14 Change Review Process

4. Project ManagementCook Day 3 in the pm # 4 / 14 Change Review System  A formal, documented process that describes when and how official project documents and work may be changed  Describes who is authorized to make changes and how to make them  Often includes a change control board and a process for communicating changes

5. Project ManagementCook Day 3 in the pm # 5 / 14 Change Review Board  A formal group of people responsible for approving or rejecting changes on a project  Provides guidelines for preparing change requests, evaluates them, and manages the implementation of approved changes  Considers stakeholders from the entire organization

6. Project ManagementCook Day 3 in the pm # 6 / 14 Project Review  A project should successfully pass through each of the project phases in order to continue on to the next  Management reviews should occur after each phase to evaluate the project’s progress, likely success, and continued compatibility with organizational goals

7. Project ManagementCook Day 3 in the pm # 7 / 14 Project Closeout  Closing processes include gaining stakeholder acceptance of the final product and bringing the project or phase to an orderly end  Closing verifies that all of the deliverables have been completed  A project audit is often done

8. Project ManagementCook Day 3 in the pm # 8 / 14 Transition Management  It is important to plan for and execute a smooth transition of the project into the normal operations of the company  Most projects produce results that are integrated into the existing organizational structure  Some projects require the addition of new organizational structures  Some projects end by extinction or starvation

9. Project ManagementCook Day 3 in the pm # 9 / 14 Contract Close-out  Contract close-out includes  product verification to determine if all work was completed correctly and satisfactorily  administrative activities to update records to reflect final results  archiving information for future use  Procurement audits identify lessons learned in the procurement process

10. Project ManagementCook Day 3 in the pm # 10 / 14 Administrative Closure  Administrative closure involves  verifying and documenting project results to formalize acceptance of the products produced  collecting project records  ensuring products meet specifications  analyzing whether the project was successful and effective  archiving project information for future use

11. Project ManagementCook Day 3 in the pm # 11 / 14 Sample Final Report Outline

12. Project ManagementCook Day 3 in the pm # 12 / 14 Sample Appendix Items

13. Project ManagementCook Day 3 in the pm # 13 / 14 Lessons Learned  Lessons learned can include some of the following ideas taken from large completed projects:  Let workers have fun  Beginnings are important  Top management support is critical  Managing change is 50% of project management  Make management reviews interactive  Set realistic milestone dates, and then stick to the schedule as much as possible  Plan at a workable level

14. Project ManagementCook Day 3 in the pm # 14 / 14 Concluding Remarks  Questions and Answers  Thank you, again. You can find a copy of this lecture (75 KB) on the Internet at: http://cha4mot.com/PM