ELC 347/BUS 348/PSA 347

Day 25

ELC 347/BUS 348/PSA 347 Copyright 2013 Pearson Education, Inc. Publishing as Prentice HallCh 1 -2AgendaQuestions?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 email which sections you will be resubmitting. Received part 5 & part 1 IP part 6 Due Assignment 8 Corrected 2 As, 1 answered wrong questions and 1 MIAProject Closeout and TerminationCopyright 2013 Pearson Education, Inc. Publishing as Prentice Hall2Remaining Schedule Dec 12 IP Presentation Due (20 Min) A 15min 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 Due @ Midnight IP Project Peer Evaluations DUE

3Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall9-4Put 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:Chapter 14Project Closeout and Termination14-05Copyright 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 14 Learning ObjectivesAfter 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.14-06Copyright 2013 Pearson Education, Inc. Publishing as Prentice HallProjects End7Naturally orUnnaturallyCopyright 2013 Pearson Education, Inc. Publishing as Prentice HallProject TerminationAll activities consistent with closing out the project

ExtinctionAdditionIntegrationStarvation

14-08Copyright 2013 Pearson Education, Inc. Publishing as Prentice HallElements of Project Closeout ManagementPutting it All to BedDisbanding the TeamFinishingHandingGaining Acceptancefor theProductHarvesting the BenefitsReviewing How The WorkProductOver theIt All Went14-09TIMECopyright 2013 Pearson Education, Inc. Publishing as Prentice HallLessons Learned MeetingsCommon ErrorsMisidentifying systematic errorsMisinterpreting lessons based on eventsFailure to pass along conclusions

Meeting GuidelinesEstablish clear rules of behaviorDescribe objectively what occurredFix the problem, not the blame

14-010Copyright 2013 Pearson Education, Inc. Publishing as Prentice HallCloseout PaperworkDocumentationLegalCostPersonnel14-011Copyright 2013 Pearson Education, Inc. Publishing as Prentice HallWhy are Closeouts Difficult?Project sign off can be a de-motivatorConstraints cause shortcuts on back-endLow priority activitiesLessons learned analysis seen as bookkeepingUnique view of projects

14-012Copyright 2013 Pearson Education, Inc. Publishing as Prentice HallEarly Warning Signs of Project FailureLack of viable commercial objectivesLack of sufficient authority to make decisionsNew product developed for stable market

Low priority assigned to the project by management14-013Copyright 2013 Pearson Education, Inc. Publishing as Prentice HallDynamic Factors to Monitor (table 14.1)StaticTask-teamSponsorshipEconomicsEnvironmentUser14-14Copyright 2013 Pearson Education, Inc. Publishing as Prentice HallEarly Termination Decision RulesCosts exceed business benefitsFailure to meet strategic fit criteriaDeadlines continue to be missedTechnology evolves beyond the projects scope14-15Copyright 2013 Pearson Education, Inc. Publishing as Prentice HallThe Top 10 Signs of IT Project Failure10. 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 dont understand users needs14-16Copyright 2013 Pearson Education, Inc. Publishing as Prentice HallProject Termination IssuesFigure 14.6 and Table 14.2EmotionalIntellectualClientStaffExternalInternal14-17Copyright 2013 Pearson Education, Inc. Publishing as Prentice HallProject Termination Issues - Emotional14-18EmotionalStaffClientFear of no future workChange in attitudeLoss of interest in remaining tasksLoss of interest in projectLoss of project-derived motivationChange in personnel dealing with projectLoss of team identityUnavailability of key personnelSelection of personnel to be reassignedDiversion of effortCopyright 2013 Pearson Education, Inc. Publishing as Prentice HallCopyright 2013 Pearson Education, Inc. Publishing as Prentice HallProject Termination Issues Intellectual14-19IntellectualInternalExternalIdentification of remaining deliverablesAgreement with client on remaining deliverablesCertification needsAgreement with suppliers on outstanding commitmentsIdentification of outstanding commitmentsCommunicating closureControl of changes to projectClosing down facilitiesScreening of partially completed tasksDetermination of requirements for audit trail dataClosure of work orders and work packagesDisposal of unused materialCopyright 2013 Pearson Education, Inc. Publishing as Prentice HallCopyright 2013 Pearson Education, Inc. Publishing as Prentice HallClaims & DisputesTwo types of claimsEx-gratia claimsDefault by the project company

Resolved byArbitrationBindingNon-bindingStandard litigation

14-20Copyright 2013 Pearson Education, Inc. Publishing as Prentice HallProtecting Against ClaimsConsider claims as part of the project planVerify stakeholders know their risksKeep good records throughout the life cycleKeep clear details of change ordersArchive all correspondence

14-21Copyright 2013 Pearson Education, Inc. Publishing as Prentice HallFinal Report ElementsProject performanceAdministrative performanceOrganizational structureTeam performanceProject management techniquesBenefits to the organization and customer

14-22Copyright 2013 Pearson Education, Inc. Publishing as Prentice HallSummaryDistinguish 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.14-23Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall

Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall14-24Project Close-Out and TerminationChapter 14 2007 Pearson EducationCopyright 2013 Pearson Education, Inc. Publishing as Prentice Hall25Project TerminationAll activities consistent with closing out the project

ExtinctionAdditionIntegrationStarvation

Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall26Elements of Project Closeout ManagementPutting it All to BedDisbanding the TeamFinishingHandingGaining Acceptancefor theProductHarvesting the BenefitsReviewing How The WorkProductOver theIt All WentCopyright 2013 Pearson Education, Inc. Publishing as Prentice Hall27Lessons Learned MeetingsMeeting GuidelinesEstablish clear rules of behaviorDescribe objectively what occurredFix the problem, not the blame

Common ErrorsMisidentifying systematic errorsMisinterpreting lessons based on eventsFailure to pass along conclusions

Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall28Closeout PaperworkDocumentationLegalCostPersonnelCopyright 2013 Pearson Education, Inc. Publishing as Prentice Hall29Why are Closeouts Difficult?Project sign off can be a de-motivatorConstraints cause shortcuts on back-endLow priority activitiesLessons learned analysis seen as bookkeepingUnique view of projects

Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall30Dynamic Project FactorsStaticTask-teamSponsorshipEconomicsEnvironmentUserCopyright 2013 Pearson Education, Inc. Publishing as Prentice Hall31Early Warning Signs of Project FailureLack of viable commercial objectivesLack of sufficient authority to make decisionsNew product developed for stable market

Low priority assigned to the project by managementCopyright 2013 Pearson Education, Inc. Publishing as Prentice Hall32Claims & DisputesTwo types of claimsEx-gratia claimsDefault by the project company

Resolved byArbitrationBindingNon-bindingStandard litigation

Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall33Protecting Against ClaimsConsider claims as part of the project planVerify stakeholders know their risksKeep good records throughout the life cycleKeep clear details of change ordersArchive all correspondence

Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall34Final Report ElementsProject performanceAdministrative performanceOrganizational structureTeam performanceProject management techniquesBenefits to the organization and customer

Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall35