PPMP 20010: Executing and Closing Projects

PPMP 20010:
Executing and Closing Projects
Lecture 8 –
Project Termination
Dr. Ronny Veljanovski, Bsc, PhD, GradCerTEd, PMP
Senior Lecturer – Project Management
School of Engineering & Technology | Higher Education Division
CQUniversity Melbourne
Topics
• Material
• Topics
• Recap of Week 7
• Activities for Week 8
– PMBOK 5th Edition
– Kerzner
– Directing PRINCE2
– Managing PRINCE2
• Assessment 4 – Audit & Termination
2
Material
• Books
– Kerzner (2013) Project Management: A Systems Approach to
Planning, Scheduling, and Controlling – 11th ed.
– AXELOS/OGC (2009) Directing Successful Projects with
PRINCE2 (purchase from the internet)
– AXELOS/OGC (2009) Managing Successful Projects with
PRINCE2 (purchase from the internet)
– PMI (2013) A Guide to The Project Management Body of
Knowledge (PMBOK® Guide) (purchase from the internet or access
through CQULibrary)
• Other Material
– Australian Standards
– Journal Articles
– YouTube Videos
• Lecturers & Tutorials
– Lecturers posted on Moodle
3
Weekly Topics
1. Executing and closing projects
2. Project performance management.
3. Earned Value Management – I.
4. Earned Value Management – II.
5. Project Control Systems – I.
6. Project Control Systems – II.
7. Project Audit.
8. Project Termination.
9. Project Governance – I.
10. Project Governance – II.
11. Integration Management – I.
12. Integration Management – II.
4
Week 7 Recap – Quality Assurance
• Formal activities and processes that attempt to
ensure products/services/systems etc being
developed meet required quality level
– Identify objectives and standards
– Be multifunctional and prevention orientated
– Collection and use of data for continuos improvement
– Quality audits
Week 7 Recap – Quality Control
• Activities and Techniques to create specific
quality characteristics:
– Continually monitoring processes
– Identifying and mitigating problem causes
– Certifying that quality objectives are being met
– A good system will:
• Select what to control
• Establish measurement methods
• Compare actuals to quality standards
• Monitor and calibrate measuring tools
• Detailed documentation
PRINCE 2 –
Approach
to Quality
(6.3)
7
Source: Managing
PRINCE 2, AXELOS
2009
Week 7 Recap –
Week 7 Recap –
PRINCE2 –
Issue and Change Control Procedure
8
Source: Managing
PRINCE 2, AXELOS
2009
PMBOK 4.4
Monitor &
Control
Project
Work
9
To meet the performance
objectives defined in the
PM plan:
• Tracking progress
• Reviewing progress
• Reporting progress
Week 7 Recap –
PMBOK 4.5
Perform
Integrated
Change
Control
10
• Reviewing change
requests
• Approving changes
• Managing changes to:
• Deliverables
• Documents
• PM plan
• baselines
Source: PMBOK 5th Ed.
Week 7 Recap –
Activities for Week 8
• PMBOK Chapters 3.7, 4.6, & 12.4;
• Kerzner Chapter 9, 11.19-11.21, & 19.10 &
Appendix E;
• Directing with PRINCE2 Chapters 9;
• Managing with PRINCE2 Chapters 17 & 18.
• Continue working on Audit & Termination
Assignment – Due Friday (on Moodle)
11
Why do Plans Fail?
Why do plans fail?
• Un-realistic plans – too much to do in too little time
• Budget estimation was poor
• Corporate strategic goals not understood
• Planning based on insufficient data
• Planning itself was not systematic
• Staffing requirements, objectives and milestones are unknown
• Estimates are used as project guesses, not on historical data or standards
• Estimating not done properly due to time constraints
• Skill gaps
• Staff retention – staff shuffled in and out of projects
• Organisational structure
• Stakeholder interest (not supportive or on the fence)
• Communication breakdowns
• And so ….
Why do we stop a project?
• Achievement of objectives
• Poor planning
• Better alternatives are identified
• Company changes interest or direction
• Time and cost are exceeded
• Key personnel depart the organisation
• Complex problems outweigh resources available
• Poor relationship between people
• Low morale
• Lack of commitment
• Low productivity
• Reassignment of personnel
• Lack of adequate documentation
Project Phaseouts and Transfers
• Kerzner (2013) states that project closure should follow
particular disciplines and procedures with the objectives
of:
– Effectively brining the project to closure according to agreed
upon contractual requirements
– Preparing for transition of the project to the operational phase (or
transition to the next project phase/stage)
– Analyse overall project performance
– Closing the project office – releasing personnel and resources
– Identifying and persuing follow-on business
16
Source: PMBOK 5th Ed.
17
PMBOK: Closing Process Group
• Processes performed to conclude all activities
across all PM Process groups to formally
complete the:
– Project
– Phase
– Contract
18
Source: PMBOK 5th Ed.
• Also establishes
premature close
of a project
PMBOK: Closing Process Group
• What happens at project or phase closure?
– Acceptance
• By customer
• Sponsor
– Post project / implementation reviews
– Phase-end reviews
– Lessons learned are documented
– Update organisational process assets
– Archive project documents
• Add to historical data
– Close procurement activities ensuring contracts/agreements are
terminated
– Project team member assessments
– Release of project resources
19
PMBOK 4.6 –
Close Project of Phase
20
Source: PMBOK 5th Ed.
PMBOK 4.6 –
Close Project of Phase
• How do we do it? Tools and Techniques:
– Expert Judgement
• Ensure project/phase is performed to the appropriate
standard
• Experts can include those such as other PM’s in the
company, the PMO and professional/technical staff and
associations
– Meetings amongst team members and stakeholders
that cover reviews, lessons learned, closeout, user
groups etc.
– Analytical Techniques such as
• Regression and trend analysis
21
Contract Closure
• Performed by the contract administrator
• Verifies the work and deliverables are accepted by the
buyer
• Administrative closure then follows:
– Documented verification that outputs are accepted by the buyer
– Debriefing and documenting the seller’s performance
– Identify scope for improvement in potential future contracts
– Archive documentation
– Lessons learned review and identify best practices
22
PMBOK 12.4 –
Close Procurements
23
Source: PMBOK 5th Ed.
PMBOK 12.4 –
Close Procurements
• Includes activities such as:
– Finalising open claims
– Updating records to reflect final results
– Archiving information for future use (e.g. next project)
• Early termination of a contract can result from:
– Mutual agreement (buyer and seller)
– Default from one party
24
PMBOK 12.4 –
Close Procurements
• How do we do it? Tools and Techniques:
– Procurement Audits
• Structured review
• Identify successes and failures
– Procurement Negotiations
• Settlement of outstanding issues, claims, disputes
• Arbitration might be required if disputes cannot be settled
– Keeping records in a system
25
PRINCE2 – Closure
26
Source: Managing PRINCE2, AXELOS 2009
PRINCE2 – Closure
• Managing a Stage Boundary
– Enables the project board to be provided with sufficient information to:
• Review the success of the current stage
• Approve the next stage
• Review the updated PM plan
• Confirm business case justification
• Acceptance of risks
• Closing a Project
– Provide a fixed point at which acceptance for the project is confirmed
– Recognise objectives have been achieved (baseline or approved
changes)
– Project has nothing more to contribute
27
PRINCE2 –
Managing a Stage Boundary
• What is the
objective?
• What are the
activities?
28
Source: Managing PRINCE2, AXELOS 2009
PRINCE2 –
Managing a Stage Boundary
• Objectives:
– Assure the Project Board that all products in the stage are completed and
approved
– Prepare the plan for the next stage
– Review documents (initiation, business case, plans etc..)
– Provide information to the project board to assess continued viability of
the project (inc. risks)
– Record any lessons learned or information that can help subsequent
stages or other projects
– Request authorisation to commence the next stage in the project
• For Exceptions:
– Prepare exception plans as directed by the board
– Seek approval to replace the project/stage plan with an exception plan
29
PRINCE2 –
Managing a Stage Boundary Activities
30
Source: Managing PRINCE2, AXELOS 2009
PRINCE2 –
Managing a Stage Boundary Activities
31
Source: Managing PRINCE2, AXELOS 2009
PRINCE2 –
Managing a Stage Boundary Activities
32
Source: Managing PRINCE2, AXELOS 2009
PRINCE2 –
Managing a Stage Boundary Activities
33
Source: Managing PRINCE2, AXELOS 2009
PRINCE2 –
Managing a Stage Boundary Activities
34
Source: Managing PRINCE2, AXELOS 2009
PRINCE2 –
Managing a Stage Boundary Activities
35
Source: Managing PRINCE2, AXELOS 2009
PRINCE2 –
Managing a Stage Boundary Activities
36
Source: Managing PRINCE2, AXELOS 2009
PRINCE2 –
Managing a Stage Boundary Activities
37
Source: Managing PRINCE2, AXELOS 2009
PRINCE2 –
Managing a Stage Boundary Activities
38
Source: Managing PRINCE2, AXELOS 2009
PRINCE2 –
Managing a Stage Boundary Activities
39
Source: Managing PRINCE2, AXELOS 2009
PRINCE2 –
Closing a Project
• What is the objective?
• What are the activities?
Source: Managing PRINCE2, AXELOS 2009 40
PRINCE2 –
Closing a Project
• Objectives:
– Verify products are accepted by users
– Review performance against baselines
– Assess benefits that have been realised
– Update forecasts of remaining benefits
– Provisions are in place to address any open risks
41
PRINCE2 –
Closing a Project
42
Source: Managing PRINCE2, AXELOS 2009
PRINCE2 –
Closing a Project
43
Source: Managing PRINCE2, AXELOS 2009
PRINCE2 –
Closing a Project
44
Source: Managing PRINCE2, AXELOS 2009
PRINCE2 –
Closing a Project
45
Source: Managing PRINCE2, AXELOS 2009
PRINCE2 –
Closing a Project
46
Source: Managing PRINCE2, AXELOS 2009
PRINCE2 –
Closing a Project
47
Source: Managing PRINCE2, AXELOS 2009
PRINCE2 –
Closing a Project
48
Source: Managing PRINCE2, AXELOS 2009
PRINCE2 –
Closing a Project
49
Source: Managing PRINCE2, AXELOS 2009
PRINCE2 –
Closing a Project
50
Source: Managing PRINCE2, AXELOS 2009
PRINCE2 –
Closing a Project
51
Source: Managing PRINCE2, AXELOS 2009
PRINCE2 –
Closing a Project
52
Source: Managing PRINCE2, AXELOS 2009
PRINCE2 –
Closing a Project
53
Source: Managing PRINCE2, AXELOS 2009
PRINCE2 –
Authorising Project Closure
• The Project Board must give authorisation to
close a project
– Confirm handover and acceptance
– Approve the End Project reports
– Approve the Benefits Review plan
54
Project Success
• What is it?
• What does it look like?
• How to we achieve it?
– Predicting project success
– PM effectiveness
– Expectations
– Lessons learned
– Best practices
“Excellence” in Project
Management can be defined as a
continuous stream of
successfully managed projects.
IMMATURITY MATURITY

Project Variables
• Time
• Cost
• Performance
• Cust. Relations
The Road To Maturity:
Defining Success
Source: Kernzer 2013
Successful Actions
• Insist on the right to select key project team members.
• Select key team members with proven track records in their fields.
• Develop commitment and a sense of mission from the outset.
• Seek sufficient authority and a project organizational form.
• Coordinate and maintain a good relationship with the client, parent,
and team.
• Seek to enhance the public’s image of the project.
• Have key team members assist in decision making and problem
solving.
Successful Actions
• Develop realistic cost, schedule, and performance estimates and
goals.
• Have backup strategies in anticipation of potential problems.
• Provide a team structure that is appropriate, yet flexible and flat.
• Go beyond formal authority to maximize influence over people and
key decisions.
• Employ a workable set of project planning and control tools.
• Avoid over-reliance on one type of control tool.
• Stress the importance of meeting cost, schedule, and performance
goals.
• Give priority to achieving the mission or function of the end-item.
• Keep changes under control.
• Seek to find ways of assuring job security for effective project team
members.
Variables For Project Success
• Predicting project success is one of the most difficult tasks facing
the project manager.
• According to Kerzner – most project managers look only at time, cost
and performance. These parameters do not necessary identify
whether or not the project was successfully managed although the
deliverable was achieved.
• Internal project success is often measured by the “actions” of three
groups:
– the project manager and team
– the parent organization
– the client organization
The Parent Organisation
• A willingness to coordinate efforts
• A willingness to maintain structural flexibility
• A willingness to adapt to change
• Effective strategic planning
• Rapport maintenance
• Proper emphasis on past experience
• External buffering
• Prompt and accurate communications
• Enthusiastic support
• Identification to all concerned parties that the project does, in fact,
contribute to parent capabilities
Top Management Expectations
of Project Manager
• Assume total accountability for the success or failure to provide
results
• Provide effective reports and information
• Provide minimum organizational disruption during the execution of a
project
• Present recommendations, not just alternatives
• Have a capacity to handle most interpersonal problems
• Demonstrate a self-starting capacity
• Demonstrate growth with each assignment
Project Management Expectations
of Top Management
• Provide clearly defined decision channels
• Take actions on requests
• Facilitate interfacing with support departments
• Assist in conflict resolution
• Provide sufficient resources/charter
• Provide sufficient strategic/long-range information
• Provide feedback
• Give advice and stage-setting support
• Define expectations clearly
• Provide protection from political infighting
• Provide the opportunity for personal and professional growth
Project Team Expectations of
their Project Manager
• Assist in the problem-solving process by coming up with ideas
• Provide proper direction and leadership
• Provide a relaxed environment
• Interact informally with team members
• Stimulate the group process
• Facilitate adoption of new members
• Reduce conflicts
• Defend the team against outside pressure
• Resist changes
• Act as the group spokesperson
• Provide representation with higher management
Project Manager Expectations
of The Team
• Demonstrate membership self-development
• Demonstrate the potential for innovative and creative behavior
• Communicate effectively
• Be committed to the project
• Demonstrate the capacity for conflict resolution
• Be results oriented
• Be change oriented
• Interface effectively and with high morale
Team Member Expectations
and their needs expected to be filled
• A sense of belonging
• Interest in the work itself
• Respect for the work being done
• Protection from political infighting
• Job security and gob continuity
• Potential for career growth
Best Practices
• Commercial or professional procedures that are accepted or
prescribed as being the correct and most effective
• Best practices can be found anywhere within or outside of an
organisation
Source: Kernzer 2013
Activities for Week 8
• PMBOK Chapters 3.7, 4.6, & 12.4;
• Kerzner Chapter 9, 11.19-11.21, & 19.10 &
Appendix E;
• Directing with PRINCE2 Chapters 9;
• Managing with PRINCE2 Chapters 17 & 18.
• Continue working on Audit & Termination
Assignment – Due Friday (on Moodle)
68

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