Project Management (ENG) — Ünite 8 Soru-Cevap

In general, a project cycle consists of startup, planning, execution, monitoring and control, closure.

1. Ensure that all project deliverable end products are properly transferred to the new asset owners,
along with appropriate standard records.
2. Review that all contractual requirements have been met and properly record any variations along with their resolution conditions.
3. Define the list of stakeholders related to new environment (i.e., product or process support).
4. Help the project team members find other project assignments.
5. Prepare “lessons learned” to assist future project teams in assessing similar situations.            6. Analyze the weaknesses and strengths of the project, and explain how the project team dealt with the problems and what is necessary for future project teams to avoid negative situations and utilize the positive items identified

1. Ensure that the planned work is actually completed - During the project planning work, all expectations regarding scope, time, cost, quality, and other activities are detailed and sorted along a timeline. Project closure activities ensure that the plans are carried out according to expectations. If there is a difference between what is planned and what is completed, the project manager should determine the cause. Then, depending on the cause of the variance, the project manager should determine if any adjustments should be made. Deviations here may have a positive or negative effect on the successful completion of the project.
2. Lessons Learned - Learning organizations have processes, systems, and culture to promote information sharing. The project manager is responsible for publishing the lessons learned, implementing best practices, and providing solution tactics to other project managers and project teams in the organization. The Project Manager shares information that will enable project teams to plan and execute their projects more efficiently and effectively in future projects. The more efficient the projects are delivered, the more business value is created for the business.

1. Evaluate whether the results of the project, decisions, and deliveries meet the expectations of the stakeholders.

2. In project closure, using the Project close checklist is useful for guiding closing operation and ensuring that all areas are handled.

3. Project Managers should document closure information. These documents mean updating the project work, updating the documents regarding the future stages of the project, and preparing the best practice documents for other project teams.

This can be summarized with the following questions:
• Are all deliveries and milestones complete?
• On the basis of works to date, is the project and the team good?
• Are the stakeholders ready for the next phase (or commissioning) of the project, based on the work done so far?
• Are all contract and purchase works completed and up to date?
• Is the Project Team prepared for the next phase of the project?

1. Obtain client acceptance: This stage has to be accomplished before the team attempts to close the project. In this activity, the most important result is that the client formally verifies and accepts the project deliverable, and this event is formally documented.
2. Transition deliverables to owner: In this activity, the team formally hands off the project deliverables to the new owner. This includes not only the possession of the item, but also the ability to support the item for long term.
3. Close out contract obligations: The project team will coordinate with procurement personnel to document the status of all contractual relationships. This should include not only the status, but resolution plans for all variances to the agreements. Items such as warranty process and bonus clauses need to be documented as well.                                                                                  4. Capture lessons learned: Documenting the project team’s experience-related activity will enable future projects to avoid some mistakes and challenges faced by the existing team. Horine explains that “lessons learned should be documented throughout the project lifecycle and include both
positive and negative aspects of the project.”
5. Update organization’s central information repository: This activity involves documenting project records and deliverables as a formal archive for the organization. Horine states that “it is a powerful way to reduce learning curves and gain efficiency on future projects.”
6. Document final project financials: This activity involves documenting the final project financial reports such as a budget status summary and variance analysis.
7. Close various accounts and charge codes: This activity involves the process of closing team member accounts and codes related to financials, infrastructure, and security.
8. Update resource schedules: Work to ensure that team members have appropriate job opportunities following the closure.                                                                                         9. Conduct performance evaluations: The PM needs to ensure that appropriate performance feedback is performed and documented for all team members.
10. Update team resumes: The team members should update their resumes to reflect the new project activity.
11. Market project accomplishments: Formally recognize team member accomplishments and overall project positive experiences.
12.Review project performance with clients: Horine says that “the best testament to evaluate client satisfaction is to see whether the sponsoring or [user] individuals (organization) will officially endorse team’s work.” This is a process to know whether the team really achieves the desired goal.
13. Celebrate: From at least a moral standpoint, it is important to find something to celebrate at the conclusion of a project. Almost all projects have had some good experience, and reminiscing about these is a good way to leave the project team feeling positive about their experience. These experiences have a longlasting motivational value to the individuals involved and help build a positive culture.

• Scope
• Schedule
• Costs
• Quality
• Communication
• Risk
• Procurement

• Executive Summary
• Project Scope and Business Objectives
• Start and End Dates of Project Phases of
Work
• Project Completion Criteria and Metrics
• Project Closure Deliverables
• Project Closure Documentation
• Project Closure Resources
• Project Closure Communication Plan
• Final Approval

All project documents must be reviewed, updated and archived. To do this, each document or record must be elaborated at the project planning stage and updated throughout the project life cycle. This part of the Project Closure Plan is to indicate the location and version of the relevant documents during and after the project.

This section is approved by the project manager and the project sponsor, which generally includes name, signature, and date. It indicates that the project was officially closed and all resources were released. The Project Manager should ensure that resources related to the Project Closing Plan and checklists are assigned.

The project closure report covers the whole project. It indicates that the project is complete. It also emphasizes the difference between what is planned and what is actual. These differences can be the schedule, cost, resource utilization, and other related issues. It also includes results related to the problem or opportunity specified in the business case. For simplicity, the same template and format can be used with the Project Closure Plan:
• Executive Summary
• Project Scope and Business Objectives
• Start and End Dates of Project Phases of Work
• Project Completion Criteria and Metrics
• Project Closure Deliverables
• Project Closure Documentation
• Project Closure Resources
• Project Closure Communication Plan
• Final Approval

Project Closure Report is a summary of the entire project for the sponsor. It is a transition document for the project manager and his team to start working on other projects. For other project teams, the lessons learned and best practices are included in this document.

Yhe Postmortem Review is a review of the project after the closure or acceptance of the project. 

The following questions are examined in the examination:
1. Was the project successful?
2. Are all closing activities completed?
3. Are the lessons learned shared with relevant stakeholders throughout the organization?
4. Has the project achieved the operational results and the objectives outlined in the business reason?
5. Postmortem Review is the final step (Figure 8.5) in the process that begins with planning documents.

The postmortem review is performed in three
steps:
1. To collect feedback from project and operation teams,
2. Organizing a meeting between the Project Team and key stakeholders, and
3. To report the results of the meeting

1. What was done right?
2. What was wrong?
3. What should be done in the next project?

Before the meeting, information about the feedback is summarized and shared with the participants. The aim of the meeting is to develop future projects and to raise awareness of the project and operational teams.

1 Did the business case clearly detail the problem or opportunity?
2 Were business goals and project objectives clear and measureable?
3 Was the project scope, schedule, budget, and quality clearly detailed?
4 Were project plans detailed, accurate, and usable?
5 Was the voice of the customer evident in all phases of the project?
6 Did deliverables and milestones meet customer (and stakeholder) target expectations?
7 Was communication with customers effective?
8 Did the outcome (all outputs) of the project meet your expectations?
9 What gap or variance (if any) exists between your expectations and the final deliverable?
10 Were project monitoring and controlling efforts effective?
11 Was planning and scheduling resources for the project effective?
12 Was there a visible schedule available to “see” milestones and critical project work?
13 Was the project resourced properly?
14 Was the team effective? Would you describe the team as “high performing”?
15 Was there a skill assessment conducted to determine resource need?
16 Was there clarity in roles, functions, responsibilites, and proper awareness of interdependencies?
17 Was there active (proper) senior management sup-port?
18 Was there a deliberate risk management plan and pro-cess in use?
19 How effective was the planning and management of risk?
20 Were contingency plans in placa and effective for all risk?
21 Was there a clear decision makingi process (including an escalation
process) in place and used?
22 Were decisions made fast enough?                                                                                    23  What are your most critical lessons learned from this project?

• Introduction
• Transfer of ground rules important
• Summary information
• Problems and critical success factors
• “What went wrong”
• “What went right”
• Recommendations for improvement
• Next steps

Variances are differences between planned and actual. It enables the project to be evaluated.
Evaluating team performance is important to understand what is good and what goes wrong in
the project. Analyzing the variances allows positive changes in projects. The analysis of the problems or the effect of the changes made forward is examined through variances.