When a project manager is closing out his project how should it be facilitated, what should the guidelines be, and how can one incorporate the information gleaned from this session into the future project plans and tools?© BrainMass Inc. brainmass.com October 24, 2018, 7:55 pm ad1c9bdddf
Please see response attached. I hope this helps and take care.
1. When a project manager is closing out his project how should it be facilitated, what should the guidelines be?
The termination or closing of the project is part of the overall project plan, so when it is time to close out the project, the preset guidelines and steps are followed. Sometimes the project ends early (e.g., goals change, project is no longer profitable to the organization), but the same termination plan will be followed regardless.
The implementation process:
o 1. For best results, the termination process should be planned, budgeted, and scheduled.
o 2. Termination managers are sometimes useful in completing the process of shutting down a project.
* a. The Project Manager is often transferred to a new project or sent to a functional "home"
* b. The termination manager should be familiar with the administrative requirements of termination
* c. Primary duties of the termination manager (might be the project manager)
* 1) Ensure completion of the work.
* 2) Tell the client the project is done.
* 3) Ensure that documentation is done
* 4) Clear for final billings
* 5) Redistribute resources
* 6) Determine what records to keep
* 7) Ascertain any product support requirements
* 8) Oversee the closing of the project's books (2)
Let's look at the following example, to ...
When a project manager is closing out his project, this solution describes how it should be facilitated, what the guidelines should be, and how one can incorporate the information gleaned from this session into the future project plans and tools. An example is also provided.
Take a look at For the Control Phase in the Case Study, use the following Criteria 9 and 10 to analyze the case. See attachment for more details.
9. Improvement Sustained Over Time
Oftentimes, the impressive improvements attained over the course of a project cannot be sustained in the long run due to a failure to manage change effectively. Successful projects result in improvements that can be sustained in the long run.
Low - Three months after completion of the project, process performance has dropped significantly. The data suggests that either the changes introduced by the team have not been adopted by the organization or the team has failed to address the true root cause.
Medium - Three months after completion of the project, some of the initial improvements have not been maintained. While overall the process performance is significantly better compared to the baseline of the project, the data seems to suggest that not all of the changes have been adopted by the organization.
High - Three months after completion of the project, process performance has stabilized. The results have been sustained over the entire time span, and it is evident that the changes have been adopted by the organization. The process owner is actively engaged in managing the new process and is driving continuous improvement efforts to extend the benefits already attained.
10. Replication of Results
Projects are often scoped so that they can be completed within a relatively short period of time which in turn leads to concentrating on one specific aspect of the overall issue. While this approach is prudent it also suggests that once the initial project is completed there is often a significant opportunity to replicate the results in other areas. An effective team realized the potential for replication and ensures that a proper plan is in place to replicate the results.
Low - The review of the project suggests that the team has not conducted a thorough analysis of whether and how the results of this project could be replicated.
Medium - The team has identified opportunities for replicating the results of the original projects but does not have a comprehensive plan that suggests how the organization can make this happen.
High - The team has developed a thorough plan that not only shows how the improvements could be replicated but also who will be involved. Individual team members have reached out to other areas and obtained a commitment of the respective leaders to implement the suggestions. A change management plan has been put in place to prevent the "not invented here" syndrome.
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