1. 1 Chapter 8 karvaytMélKMerag nig kareFVIr)aykarN_ nig karbiTKMerag Project Evaluation, Reporting, and Termination

2. 2 Chapter Objectives Project Evaluation Project Review Meeting Reporting Terminating the Project Closing The Contract Project Extensions

3. 3 Introduction As the project draw to a conclusion, the project manager must ensure that all work is formally closed out, commitments are met and all remaining "loose ends" are tied up. The second portion reviews the project manager's responsibilities in terminating the project and in performing post-project follow- up work and summary evaluation.

4. 4 Project Evaluation The primary purpose of evaluation in project management is to assess performance, reveal areas where the project deviates from goals, and uncover extant or potential problems so they can be corrected.

5. 5 Two kinds of evaluation occur in projects. (1) formative evaluation happens throughout the project life cycle and provides information to guide corrective action. (2) summary evaluation occurs after the project is completed and focuses on the end product or result.

6. 6 Formative evaluation is designed to pilot the project as it progresses. It asks the questions "what is happening?" and "how is the project proceeding?" summary evaluation is designed to appraise the project after completion. It addresses the questions "what happened?" and "what were the result?“ The four primary ways for obtaining and/or conveying project evaluative information are graphics (charts and tables), reports (oral and written), observations, and review meetings.

7. 7 Project Review Meeting Purpose of review meetings The main function of project review meetings is to identify deviations form the project plan so corrective action can be quickly taken. During these meetings, participants focus on (1) current problems with the work, schedule or costs; and how they should be resolved, (2) anticipated problems, and (3) opportunities to improve project performance.

8. 8 Informal reviews Informal reviews are held frequently and regularly, and involve a small number of people. They also are referred to as "peer reviews" because the people involved are usually members of the project team. These reviews focus on project status, special problems, emerging issues, and the performance of the project with regard to requirements, budgets, and schedules.

9. 9 Formal reviews Besides these periodic, informal reviews, formal reviews scheduled in advance are held at critical stages or project milestones. Among the most common formal reviews conducted during project definition and execution phases are the following: Preliminary design review. critical design review functional readiness review product red readiness review

10. 10 Reporting Company management must be kept apprised of the status, progress, and performance of all ongoing and upcoming projects. Problems affecting profits, schedules, or budgets, as well as their expected impacts and recommended actions should be reported promptly.

11. 11 Some common reports: Reports to top management and the office of projects Reports to project and program managers Reports to function managers Reports to customers/users

12. 12 Terminating the Project Projects, by definition, are activities of limited duration; all projects come to an end. When this happens, it is the project manager who ensures that all project-related work has been completed and formally closed out by a specified date. Reasons for termination Project terminations essentially fall into three categories: project objectives have been achieved, it is more convenient to stop than continue, or default.

13. 13 Closing The Contract Delivery, installation, and user acceptance of the main contract end- item (the major hardware, software, or service specified by the project contract)

14. 14 Project completion may be held up pending the contractor's delivery of necessary, ancillary articles – called side items – or payment of negotiated compensation for failure to meet contractual agreements. Negotiated adjustments to final contract In many high-cost projects, the contractor receives payment for only a portion of the total project cost, for example, 80 to 90 percent, with the remainder conditional upon the contractor's performance.

15. 15 Project Extensions When additional, related work is sought that extends beyond the scope of the original project, a new, smaller emerges. Such project extensions arise from the need or desire to enhance the originally funded system. These are two kinds of extensions: discretionary and essential enhancements to the original contract end item.