St.

Marys University of Minnesota - PRM600

Fundamentals of Project Management

Session Nine
PRM600
St. Marys University of Minnesota

Fundamentals of Project Management

Session 9

Project Closing and Examination 2

Monday, June 18

Dr. Gary L. Jurek

Summer Semester 2007

Initiate Monitor and Control

Plan Execute Close

PRM600

Fundamentals of Project Management

Session Nine Welcome! Questions, Concerns, Expectations, and Issues PMP/Reading Questions Project Closing Work on Team Presentations What did you learn today? Exam Two

Initiate Monitor and Control

Plan Execute Close

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St. Marys University of Minnesota - PRM600

Fundamentals of Project Management

Session Nine
PRM600

Questions, Concerns, Expectations, and Issues

PRM600

Project Management / Reading Questions

Lets test your PMBOK reading comprehension!

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St. Marys University of Minnesota - PRM600

Fundamentals of Project Management

Session Nine

Project Closing

Initiate Monitor and Control

Plan

Execute

Close

Definition: Closing Processes Formalizes acceptance of the project, service or result and brings the project or a project phase to an orderly end.
A Guide to the Project Management Body of Knowledge (PMBOK Guide) Third Edition. P. 41.

PRM600

Project Closing Processes Topics

Gaining project acceptance and bringing the project to an orderly end

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St. Marys University of Minnesota - PRM600

Fundamentals of Project Management

Session Nine
PRM600

So - am I done Yet?
Your product has been accepted and signed off by your stakeholder, are you done yet?

NO!
Why Not? Whats left to do? Remember: You need to meet both product development requirements and project management requirements!

High Level Summary of Process Groups Interactions

Enterprise Environmental Factors
Organizations culture Project management information system Human resource pool Policies, procedures standards, processes Defined processes Historical information Lessons learned

Initiating Process Group

Statement of Work Contract

Project Initiator or Sponsor

Organizational Process Assets

Project Charter Preliminary Project Scope Statement Planning Process Group Project Management Plan Executing Process Group

Recommended corrective actions Recommended preventive actions Performance Reports Recommended defect repair Forecasts Validated defect repair Approved deliverables Organizational process assets (updates) Customer
Final product, Service, results

Monitoring and Controlling Process Group

Deliverables Requested changes Implemented change requests Implemented corrective actions Implemented preventive actions Implemented defect repair Work performance information Approved change requests Rejected change requests Approved corrective actions Approved preventive actions Approved defect repair Project Management Plan (updates) Project Scope Statement (updates) Administrative closure procedure Contract closure procedure A Guide to the Project Management Body of Knowledge (PMBOK Guide) Third Edition. p. 42.

Closing Process Group

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St. Marys University of Minnesota - PRM600

Fundamentals of Project Management

Session Nine
PROJECT MANAGEMENT
Project Integration Management
1. Develop Project Charter 2. Develop Preliminary Project Scope Statement 3. Develop Project Management Plan 4. Direct and Manage Project Execution 5. Monitor and Control Project Work 6. Integrated Change Control 1. 2. 3. 4. 5.

PRM600

Project Scope Management

Scope Planning Scope Definition Create WBS Scope Verification Scope Control 1. 2. 3. 4. 5. 6.

Project Time Management

Activity Definition Activity Sequencing Activity Resource Estimating Activity Duration Estimating Schedule Development Schedule Control

7. Close Project
Project Cost Management
1. Cost Estimating 2. Cost Budgeting 3. Cost Control

Project Quality Management

1. Quality Planning 2. Perform Quality Assurance 3. Perform Quality Control

Project Human Resource Management

1. Human Resource Planning Planning 2. Acquire Project Team 3. Develop Project Team 4. Manage Project Team

Project Communications Management

1. 2. 3. 4. Communications Planning Information Distribution Performance Reporting Manage Stakeholders 1. 2. 3. 4. 5. 6.

Project Risk Management

Risk Management Planning Risk Identification Qualitative Risk Analysis Quantitative Risk Assessment Risk Response Planning Risk Monitoring and Control 1. 2. 3. 4. 5.

Project Procurement Management

Plan Purchases and Acquisitions Plan Contracting Request Seller Responses Select Sellers Contract Administration

6. Contract Closure

Overview of Project Management Knowledge Areas and Project Management Processes (PMBOK Third Edition, p. 11)

Closing Process Group

Monitoring and Controlling Process Group

Close Project Planning Process Group Contract Closure

Executing Process Group

A Guide to the Project Management Body of Knowledge (PMBOK Guide) Third Edition. p. 60.

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St. Marys University of Minnesota - PRM600

Fundamentals of Project Management

Session Nine
PRM600
Suggested Project Management Deliverables by Life Cycle Process Group
Initiation
(High Level) Project Charter Preliminary Project Scope Statement Project Calendar Project Directory Start Requirements capture

Planning
(Detail Level) Project Management Plan Project Scope statement List of Milestones List of Deliverables (with features and requirements) WBS with Activities Network Diagram Estimates and forecasts OBS Responsibility Matrix Responsibility Assignment Matrix Project Schedule Budget/Cost Management Plan Quality Plan Project Standards

Executing
Work Performance Reports Deliverables Gantt Chart Progress Measurement Change Management Risk Management Defect Management Meeting Management, Minutes, and Action Items

Monitoring and Controlling

Performance Reports Corrective actions Preventive actions Defect Repair Change actions Forecasts Approved Deliverables Project Management plan (updates) Project Scope Statement (updates)

Closing
Final Product, Service, Results Acceptance Final Status Report Administrative Closing Checklist Contract Closing Procedures Lessons Learned Summaries: Defect, Risk, Corrective and Change Organizational Process Assets (updates) Project Archiving

PRM600

Closing Processes Tools and Techniques

Project Management Methodology (CMM 3+) Project Management Information System (CMM 3+) Expert judgment (CMM Levels 1-2)

Initiating Process

Planning Processes

Controlling Processes

Executing Processes

Closing Processes

Always check for organizational standards!

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St. Marys University of Minnesota - PRM600

Fundamentals of Project Management

Session Nine
PRM600

Closing Processes Outputs/Deliverables

1. Administrative Closure Procedure: activities, roles and responsibilities Deliverables: Stakeholder approval requirements (changes and deliverables) Processes: Confirmation, verification, and validation actions and activities (legal, financial, administrative) Project: completion of action and activities to satisfy project completion or exit criteria Contract Closure Procedure Final Product, Service, or Result Formal acceptance and handover Organizational Process Assets (Updates) Formal acceptance documentation Project files Project closure documents Historical information: historical information and lessons learned

2. 3. 4.

Big Question: Who Needs To Sign Off!

PRM600

Close Project

Close Project
This is the process necessary to finalize all activities across all of the Process Groups to formally close the project or a project phase.

Inputs
Project management plan Contract documentation Enterprise environmental factors Organization process assets Work performance information Deliverables

Outputs
Administrative closure procedure Contract closure procedure Final product, service, or result Organizational process assets (updates)

A Guide to the Project Management Body of Knowledge (PMBOK Guide) Third Edition. pp. 67.

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St. Marys University of Minnesota - PRM600

Fundamentals of Project Management

Session Nine
PRM600
Contract Closure

Contract Closure
This is the process necessary for completing and settling each contract, including the resolution of any open items, and closing each contract applicable to the project or a project phase.

Inputs
Procurement management plan Contract management plan Contract documentation Contract closure procedure

Outputs
Closed contracts Organizational process assets (updates)

A Guide to the Project Management Body of Knowledge (PMBOK Guide) Third Edition. pp. 67.

PRM600

What are three project situations where you may need communications administrative closure?
1. When a project ends 2. When a project (or contract) is terminated before the work is completed 3. At the end of each project phase

All projects must be closed! If a project involves contracts, contract closeout should occur before administrative closure!
Source: The Guide to the Project Management Body of Knowledge, 2000 Edition.

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St. Marys University of Minnesota - PRM600

Fundamentals of Project Management

Session Nine
PRM600

Short List for Closing a Project

Final Status Report Closing Checklist Autopsy / After Action Report Change Request Analysis Lessons Learned Project Archiving Smart Idea: Develop a RAM for each activity

Example: Checklist for Closing a Large Project

Description Needed? Yes No Required Date Responsible Person Notes

Identify Remaining Work Closing/Terminating Plan Personal Evaluations Close-out Work Orders Audit Final Changes Pay all Vendors Close-Out Books/Audit Final Delivery Instructions Customer Training Notify Purchasing of Completion Equipment Redeployed Materials Returned to Inventory Staff Reassigned Close-Down Procedures Engineering Documentation Final Staff Meeting Final Report and Review Meeting Celebration and bonuses?

Baker, Baker, and Campbell, The Complete Idiots Guide to Project Management (Third Edition), p. 357

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St. Marys University of Minnesota - PRM600

Fundamentals of Project Management

Session Nine
PRM600

Example from Gantt Head

Examples: Project Completion Questions Is there a system in place for evaluating and cataloging all useful information collected at the completion of the project? Low 1 2 3 4 5 High

Will reusable components be captured and catalogued for future projects? Is there an audit process to determine project success/failure and document recommended process improvements?

Low

High

Low

High

Is there a formal administrative process for closing down the project upon completion? Is all project source code and documentation stored in permanent format?

Low

High

Low

High

PRM600

Exercise:
Individual Project.

Develop a Closing Checklist!

Develop a master project closing checklist for one of your projects. If you already have one help a friend in class.

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St. Marys University of Minnesota - PRM600

Fundamentals of Project Management

Session Nine
PRM600

Release the Resources

Thank your contributors! Is a formal assessment required? Note in their files? Notify resource managers (well before closing) Protect core project contributors if possible

PRM600

Change Requests as Deliverables

1. Put together a list of items that were asked for by your client. List separately those that were not put into this project. 2. Where did the change requests come from? 3. List change impacts (projected or real). 4. List new products/projects that would support the clients business. 5. Share project Lessons Learned summary to aid in improving what was effective and correct what was ineffective for future projects.

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St. Marys University of Minnesota - PRM600

Fundamentals of Project Management

Session Nine

Evaluation of Effective and Ineffective Activities (Formal Critique Method)

The purpose of Formal Critique Method to accurately describe what actually took place and implement processes (best practices) that improve on what was effective and correct what was ineffective. 1. Bring together all team members (project, management, and client / stakeholder, contractor, suppliers, etc.) Each individual needs to think through events of the project to identify specific behaviors (both positive and negative) that impacted the production efficiency of the project. Examples of what took place need to be in the form of descriptions, not just vague generalities, opinions or impressions. Ask each to individually list what they remember as being effective and ineffective in the project. Even if everyone agrees, it is important to have individuals share the specific examples because often no one person remembers everything. After collecting data, rank items, discuss what can be done to improve effective areas and what can be done to eliminate/correct ineffective areas. Incorporate these Best Practices" into the next project

PRM600

2.

3. 4.

PRM600

Lessons Learned

What categories would you review in a projects lessons learned session?

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St. Marys University of Minnesota - PRM600

Fundamentals of Project Management

Session Nine
PRM600

Final Project Report

Does your group have a Final Report template? CMM Levels 2+ have this If not, ask the major stakeholders what they require May be as simple as a one paragraph executive summary or as complex as long-term impact analysis Final Report may include reviews of: Scope, deliverables, changes requests, corrective actions, risk/preventive actions, defect repair, forecasts, and performance reports

PRM600

Archive the Project

Archiving refers to long term storage of project related materials Project materials are needed for the following reasons: Future changes or enhancements to the original project Legal protection Marketing Reference for future similar projects See Organization Standards

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St. Marys University of Minnesota - PRM600

Fundamentals of Project Management

Session Nine
PRM600

Project Closing Processes Topics

Gaining project acceptance and bringing the project to an orderly end

PRM600

Case Study Exam Two ??? Enterprises

Follow your instructors directions. Good Luck!

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St. Marys University of Minnesota - PRM600

Fundamentals of Project Management

Session Nine
PRM600

What did you learn today?

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