暨南大学《项目管理》chapter 14 project closu
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project manager.
a
9 14–9
Creating the Final Report
• Executive Summary
• Project goals met/unmet • Stakeholder satisfaction
with project
• User reactions to quality of deliverables
管理学院 School of Management
佟瑞 Edward Tong， MPM，MBA
2020/10/20
a
1
CHAPTER FOURTEEN
Project Closure
McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
a
8 14–8
Implementing Closedown
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 paying all bills. 5. Evaluating the project team, project team members, and the
• Analysis
• Project mission and objective
• Procedures and systems used
• Organization resources used
• Recommendations
• Technical improvements • Corrective actions
• Types of Project Closure
• Normal • Premature • Perpetual • Failed Project • Changed Priority
• Close-out Plan: Questions to be Asked
• What tasks are required to close the project?
• Evaluations of individuals are left to supervisors of the team member’s home department.
• Typically measure team performance only on time, cost, and specifications.
• A review of all factors relevant to the project and to managing future projects.
a
5 14–5
Project Closure and Review Deliverables
FIGURE 14.1
a
6 14–6
Project Closure
2. Assess what was done wrong and what contributed to successes.
3. Identify changes to improve the delivery of future projects.
a
4 14–4
Project Monitoring Activities
• Who will be responsible for these tasks?
• When will closure begin and end?
• How will the project be delivered?
a
7 14–7
Wrap-up Closure Checklist
TABLE 14.1
• Lessons Learned
• Reminders • Retrospectives
• Appendix
• Backup data • Critical information
a
1014–10
Project Performance Evaluations
• Reasons for Poor-Quality Project Performance Evaluations:
Where We Are Now
a
3 14–3
ቤተ መጻሕፍቲ ባይዱ
Major Tasks of Project Closure
1. Evaluate if the project delivered the expected benefits to all stakeholders.
• Was the project managed well? • Was the customer satisfied?
a
11 14–11
Pre-Implementation Conditions: Team
• Are standards and goals for measuring performance clear, challenging, and attainable? Lead to positive consequences?
• A review of why the project was selected.
• A reassessment of the project’s role in the organization’s priorities.
• A check on the organizational culture to ensure it facilitates the type of project being implemented.
• An assessment of how well the project team is functioning well and if its is appropriately staffed.
• A check on external factors that might change where the project is heading or its importance.
a
9 14–9
Creating the Final Report
• Executive Summary
• Project goals met/unmet • Stakeholder satisfaction
with project
• User reactions to quality of deliverables
管理学院 School of Management
佟瑞 Edward Tong， MPM，MBA
2020/10/20
a
1
CHAPTER FOURTEEN
Project Closure
McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
a
8 14–8
Implementing Closedown
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 paying all bills. 5. Evaluating the project team, project team members, and the
• Analysis
• Project mission and objective
• Procedures and systems used
• Organization resources used
• Recommendations
• Technical improvements • Corrective actions
• Types of Project Closure
• Normal • Premature • Perpetual • Failed Project • Changed Priority
• Close-out Plan: Questions to be Asked
• What tasks are required to close the project?
• Evaluations of individuals are left to supervisors of the team member’s home department.
• Typically measure team performance only on time, cost, and specifications.
• A review of all factors relevant to the project and to managing future projects.
a
5 14–5
Project Closure and Review Deliverables
FIGURE 14.1
a
6 14–6
Project Closure
2. Assess what was done wrong and what contributed to successes.
3. Identify changes to improve the delivery of future projects.
a
4 14–4
Project Monitoring Activities
• Who will be responsible for these tasks?
• When will closure begin and end?
• How will the project be delivered?
a
7 14–7
Wrap-up Closure Checklist
TABLE 14.1
• Lessons Learned
• Reminders • Retrospectives
• Appendix
• Backup data • Critical information
a
1014–10
Project Performance Evaluations
• Reasons for Poor-Quality Project Performance Evaluations:
Where We Are Now
a
3 14–3
ቤተ መጻሕፍቲ ባይዱ
Major Tasks of Project Closure
1. Evaluate if the project delivered the expected benefits to all stakeholders.
• Was the project managed well? • Was the customer satisfied?
a
11 14–11
Pre-Implementation Conditions: Team
• Are standards and goals for measuring performance clear, challenging, and attainable? Lead to positive consequences?
• A review of why the project was selected.
• A reassessment of the project’s role in the organization’s priorities.
• A check on the organizational culture to ensure it facilitates the type of project being implemented.
• An assessment of how well the project team is functioning well and if its is appropriately staffed.
• A check on external factors that might change where the project is heading or its importance.