13 project control & closing management
TRANSCRIPT
13 – Project Control & Closing Management
Project Management Training
Created by [email protected], June 2010
Project Control & Closing Management
Monitoring and Controlling Project WorkThe processes in the Monitoring and Controlling process group concentrate on monitoring and measuring project performance to identify variances from the project plan and get it back on track.The Monitor and Control Project Workprocess is concerned with monitoring all the processes in the Initiating, Planning, Executing, and Closing process groups.
Monitor and Control Project Work InputsThe inputs of this process include project management plan, performance reports, enterprise environmental factors, and organizational process assets. The enterprise environmental factors input in this process includes elements like standards, work authorization systems, risk tolerances of your stakeholders, and project management information systems.
Project Control & Closing Management
Monitor and Control Project Work OutputsThe outputs of the Monitor and Control Project Work process will also look familiar. They are as follows:• Change requests • Project management plan updates • Project document updatesContracting Inputs• Administer Procurements has six inputs:• Procurement documents • Project management plan • Contract • Performance reports • Approved change requests • Work performance information
Project Control & Closing Management
Work Performance InformationWork performance information concerns monitoring work results and examining the vendor’s deliverables. This includes monitoring their work results against the project management plan and making certain activities are performed correctly and in sequence.Procurement Performance ReviewsProcurement performance reviews examine the seller’s performance on the contract to date. These reviews can be conducted at the end of the contract or at intervals during the contract period. Procurement reviews examine the contract terms and seller performance for elements such as these:• Meeting project scope • Meeting project quality• Staying within project budgets • Meeting the project schedule
Project Control & Closing Management
Inspections and Audits• Performance Reporting• Payment Systems• Claims Administration• Records Management System
Managing Contract OutputsThe outputs to the Administer Procurements process are as follows:• Procurement documentation • Organizational process asset updates • Change requests • Project management plan updates
Project Control & Closing Management
Establishing Performance MeasurementsAs mentioned, the Monitoring and Controlling process group concentrates on monitoring and measuring project performance to identify variances from the project plan. Report Performance is the process where the collection of baseline data occurs and is documented and reported.
Report Performance InputsYou’ve examined most of the inputs to the Report Performance process previously. They are as follows:• Project management plan • Work performance information • Work performance measurements • Budget forecasts • Organizational process assets
Project Control & Closing Management
Report Performance Tools and TechniquesThe following are tools and techniques of this process:• Variance analysis • Forecasting methods • Communication methods • Reporting systems
Report Performance OutputsThe Report Performance process has several outputs:• Performance reports • Organizational process assets updates • Change requests
Project Control & Closing Management
Project Closure Closing out a project includes a daunting number of tasks. In the past and on small projects the project manager was responsible for seeing all tasks and loose ends were completed and signed off.
The three major deliverables for project closure are described below1. Wrapping up the project. The major wrap-up task is to ensure the project is approved and accepted by the customer.2. Evaluation of performance and management of the project. Evaluation includes team, individual team members, and project manager performance. 3. Retrospectives. Retrospectives of lessons learned are designed to improve
performance on current and future projects
Project Control & Closing Management
Types of Project Closure The different types of closure are identified here:Normal The most common circumstance for project closure is simply a completed project. For many development projects, the end involves handing off the final design to production and the creation of a new product or service linePremature For a few projects, the project may be completed early with some parts of the project eliminated. For example, in a new product development project, a marketing manager may insist on production models before testing.Perpetual Some projects never seem to end. The major characteristic of this kind of project is constant “add-ons,” suggesting a poorly conceived project scope. At some point the review group should recommend methods for bringing final closure to this type of project or the initiation of another project. For example, adding a new feature to an old project could replace a segment of a project that appears to be perpetual.
Project Control & Closing Management
Failed Project Failed projects are usually easy to identify and easy for a review group to close down.Changed Priority Organizations’ priorities often change and strategy shifts directions. For example, during the 2008–10 financial crisis organizations shifted their focus from money-making projects to cost savings projects.Closure ActivitiesImplementing closedown includes the following six major activities:1. Getting delivery acceptance from the customer.2. Shutting down resources and releasing to new uses.3. Reassigning project team members.4. Closing accounts and seeing all bills are paid.5. Delivering the project to the customer.6. Creating a final report.
Project Control & Closing Management
Creating the Final ReportExecutive Summary This summary simply highlights the key findings and facts relating to the project implementation.Review and Analysis Data are collected to record the project history, management performance, and lessons learned to improve future projects.Recommendations Usually, review recommendations represent major improvement actions that should take place.Lessons Learned Perhaps lessons learned are the most valuable contribution of the closure process. Given the process evaluation and input from the stakeholder meetings, lessons learned should be succinctly and clearly set out.Appendix The appendix may include backup data or details of analysis that would allow others to follow up if they wished.
