4 th European Project Management Conference, London, 6-7 June 2001 © Human Systems International Limited, Project Closeout Management. More than just goodbye and move on! Dr. Terry Cooke-Davies. Human Systems

4 th European Project Management Conference, London, 6-7 June 2001 © Human Systems International Limited, if anything, it’s “worthy” & boring. I know how important project close-out management is......but there are so many other things to do. Close-out management isn’t exciting....

4 th European Project Management Conference, London, 6-7 June 2001 © Human Systems International Limited, PMBOK Guide Processes. © 1996 PMI 1.Performance measurement documentation. 2.Documentation of the product of the project. 3.Other project records. Inputs 1.Performance reporting tools and techniques. Tools & techniques 1.Project archives. 2.Formal acceptance. 3.Lessons learned. Outputs 10.4Administrative Closure

4 th European Project Management Conference, London, 6-7 June 2001 © Human Systems International Limited, PMBOK Guide Processes. © 1996 PMI 1.Contract documentation. Inputs 1.Procurement audits. Tools & techniques 1.Contract file. 2.Formal acceptance and closure. Outputs 12.6Contract Close-out

4 th European Project Management Conference, London, 6-7 June 2001 © Human Systems International Limited, We Know What We Should Do Finish the work. Handov er the product. * Get accepta nce.* Review performance.* Harvest benefits. Put everything to bed* (e.g. Contracts*) Disband the team.

4 th European Project Management Conference, London, 6-7 June 2001 © Human Systems International Limited, Finish the Work  Small elements get left.  Loose ends remain untied.  So involve the customer.  Use “punch lists.”  Increase review frequency.

4 th European Project Management Conference, London, 6-7 June 2001 © Human Systems International Limited, Hand Over the Product  Plan handover carefully.  Train users.  Share designs and concepts.  Manage warranty.

4 th European Project Management Conference, London, 6-7 June 2001 © Human Systems International Limited, Gain Acceptance.  Accomplish clear cut- off.  Emotional barriers.  Lacks confidence.  Doubts benefits.  Hassle from users.  Doesn’t want product.  So plan acceptance early.  Build relationship.

4 th European Project Management Conference, London, 6-7 June 2001 © Human Systems International Limited, Operations management to derive benefit from the products. Processes and decisions to translate strategy into programmes and projects, and resource them. Exploit Product for Benefit. Exploit Product for Benefit. Exploit Product for Benefit. Harvest Benefits. Corporate Strategy and Goals. Project to deliver Product. Project to deliver Product. Project to deliver Product. Project to deliver Product. Exploit Product for Benefit. The strategic environment for projects. Practices on individual projects.

4 th European Project Management Conference, London, 6-7 June 2001 © Human Systems International Limited, Review Lessons.  Assess success.  Elusive concept.  Two stage process.  Immediate with team.  Later with sponsor/users.  How to create climate for honesty (immediate)?  Clear ground rules.  Description then interpretation.  Prevention for future, not blame for past.  Review benefits delivered (later).  Right attendees.  Focus on product in operation.  Communicate findings.

4 th European Project Management Conference, London, 6-7 June 2001 © Human Systems International Limited, Put it All to Bed. Boring, boring, boring.  Complete technical documentation.  Archive records.  Hand back resources.  Integrate benefits into customers’ business plans.

4 th European Project Management Conference, London, 6-7 June 2001 © Human Systems International Limited, Disband the Team. This is about ending relationships!!  Close down contracts.  Release resources.  Celebrate success.  Give honest feedback.

4 th European Project Management Conference, London, 6-7 June 2001 © Human Systems International Limited, The Reality is Different  Getting paid (or delivering product) drives closeout.  Acceptance becomes acrimonious.  No (or nominal) post-project reviews.  Finalising records is low priority.  Lessons may be recorded and filed, but they aren’t learned.

4 th European Project Management Conference, London, 6-7 June 2001 © Human Systems International Limited, For Good Reasons.  Completing records is a distraction.  Closeout activities cost (optional) money.  Myth that learning is personal.  Only “lip service” to importance.  PMs are task oriented, and move on.  Misunderstanding of depth of difference between projects and operations.

4 th European Project Management Conference, London, 6-7 June 2001 © Human Systems International Limited, But There are Unforeseen Consequences. New Projects Transferring “lessons learned” from project to project. External Inputs Capture Storage Effective Communication Application 75% 60%55% 25%

4 th European Project Management Conference, London, 6-7 June 2001 © Human Systems International Limited, Project or Stage Lessons Learned ? Members of Other Live Projects Executives, Managers or Sponsors New Project or Stage Startup Activities Executives and Project Sponsors Project Team Closeout Activities Customer or Sponsor Project Managers and Project Teams

4 th European Project Management Conference, London, 6-7 June 2001 © Human Systems International Limited, We Need a New Way of Thinking. External Inputs Capture New Projects Storage Effective Communication Application Team A Team B

4 th European Project Management Conference, London, 6-7 June 2001 © Human Systems International Limited, This is one reason why community is important. The two teams each belong to the “project management community”. How can we develop social mechanisms to learn lessons? Team A Team B

4 th European Project Management Conference, London, 6-7 June 2001 © Human Systems International Limited, Knowledge resides in community.  Shared “quest”.  Maintain standards.  Community “infrastructure.”  Peer reviews.  Awards & prizes.  Apprenticeship.

4 th European Project Management Conference, London, 6-7 June 2001 © Human Systems International Limited, “Communities” are not “Teams” Develop capabilities & manage knowledge. Purpose Members who select themselves. Members Passion, shared goals & commitment. Glue As long as interest remains. Duration Community of Practice Deliver product or service. All who report to group’s manager. Job requirements and common goals.. Until next reorganisation. Formal work group Accomplish specific task. People assigned by management. Project’s milestones and goals.. Until project completion. Project team Collect and share business information. Friends and business acquaintances. Mutual needs. As long as people have need to connect. Informal network Source: Wenger & Schneider, HBR January-February 2000

4 th European Project Management Conference, London, 6-7 June 2001 © Human Systems International Limited, And Knowledge Management Is Not About IT and Intranets. Creating Knowledge Gathering data Sharing information

4 th European Project Management Conference, London, 6-7 June 2001 © Human Systems International Limited, Knowledge Management Success Criteria. Community Commitment Collateral Creativity Credibility Cooperation Continuity

4 th European Project Management Conference, London, 6-7 June 2001 © Human Systems International Limited, Knowledge Networks Between organisations Within organisations Between projects Between units By application area By perspective Globally Regionally

4 th European Project Management Conference, London, 6-7 June 2001 © Human Systems International Limited, into the fun and challenge of learning new things. Transform boring project close-out management....

4 th European Project Management Conference, London, 6-7 June 2001 © Human Systems International Limited, Project Closeout Management