Copyright 2012 2015 John Wiley amp Sons Inc 14 1 AnnouncementsUpcoming Next Week PMI and PMBOK Today Chapter 12 Implementation Plans Administrative Closure Closing the Project ID: 695573
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Chapter 12
Project Implementation, Closure, and Evaluation
Copyright 2012, 2015 John Wiley & Sons, Inc.
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Announcements/Upcoming
Next Week – PMI and PMBOK
Today – Chapter 12
Implementation Plans
Administrative Closure
Closing the ProjectProject Evaluation
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Copyright 2012 John Wiley & Sons, Inc.Slide3
Generic Project Life CycleSlide4
An IT Project Methodology
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Project Implementation
Focuses on installing or delivering the project’s major deliverable – the information system that was built or purchased
Three general tactical implementation plans:
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Direct Cutover
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Direct Cutover
May be appropriate when:
Risks associated with direct cutover:
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Parallel
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Parallel
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May be appropriate when:
Risks associated with parallel cutover:Slide10
Phased
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Phased
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May be appropriate when:
Risks associated with phased cutover:Slide12
What should be used?
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Cutover
Parallel
PhasedSlide13
Administrative Closure
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Administrative Closure
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Realities of Project Closure…..
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Project Sponsor Acceptance
Shortsighted vs. Knowledgeable Sponsors
Likelihood of acceptance improved when:Acceptance criteria clearly defined in the early stages of project
Completion of all project deliverables and milestones thoroughly documented
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From an administrative view, closure allows
for all loose ends to be tied up. From a
psychological perspective, it provides all
of the project stakeholders with a sense
that the project was under control from
the beginning through to its end.
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Administrative Closure – Final Project Report
The Final Project Report includes
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Administrative Closure – Final Meeting/Presentation
The Final Meeting and Presentation
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Closing the Project – requirements include:
Verifying that all deliverables and open items are complete.
Verifying the project sponsor or customer’s formal acceptance of the project.
Organizing and archiving all project deliverables and documentation.
Planning for the release of all project resources (i.e., project team members, technology, equipment, facilities, etc.).
Planning for the evaluations and reviews of the project team members and the project itself.
Closing of all project accounts. Planning a celebration to mark the end of a (successful) project.14-
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Project Evaluation
Individual Performance ReviewBegin with the individual evaluating his/her performance.
Avoid “Why can’t you be more like….?”Focus on specific behaviors, not the individual.Be consistent and fair.
Reviews should provide a consensus on improving performance.
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Project Evaluation - Postmortem Review
Between Project Manager and Project Team
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Project Evaluation – Project Audit
Preferably performed by an outside Auditor who should:
Have no direct involvement or interest in project. Be respected and viewed as impartial and fair. Be willing to listen.
Present no fear of recrimination from special interests.
Act in the organization’s best interest.
Have broad base of project and/or industry experience.
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Project Evaluation
Evaluating Project Success
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