Day 25 ELC 347/BUS 348/PSA 347

Agenda Questions? IP part 6 Due Assignment 8 Corrected Any of the first five sections of the IP project can be resubmitted for rescoring prior to December 13. The recorded score will the average of the original score and the score on the resubmitted section. Please notify me via email which sections you will be resubmitting. Received part 5 & part 1 IP part 6 Due Assignment 8 Corrected 2 A’s, 1 answered wrong questions and 1 MIA Project Closeout and Termination

Remaining Schedule Dec 12 IP Presentation Due (20 Min) “A 15–min Power Point Presentation that is intend to be a pitch to a project “steering” committee that will decide on the fate of the project.” Dec 16 Exam 3 (8 AM to 8 PM) Dec 18 IP Project Due @ Midnight IP Project Peer Evaluations DUE

On time for all group meetings: Put your team members’ names in the spaces provided, one name at the top of each column. Names: Ratings: On time for all group meetings: Helped keep the group cohesive: Number of useful ideas contributed: Quantity of work done: Quality of work done: + Add Total Scores Here:

Project Closeout and Termination Chapter 14 Project Closeout and Termination

Chapter 14 Learning Objectives After completing this chapter, students will be able to: Distinguish among the four main forms of project termination . Recognize the seven steps in formal project closeout. Understand key reasons for early termination of projects. Know the challenges and components of a final project report.

Projects End Naturally or Unnaturally

Project Termination All activities consistent with closing out the project Extinction Addition Integration Starvation

Elements of Project Closeout Management Putting it All to Bed Disbanding the Team Finishing Handing Gaining Acceptance for the Product Harvesting the Benefits Reviewing How The Work Over the It All Went TIME

Lessons Learned Meetings Common Errors Misidentifying systematic errors Misinterpreting lessons based on events Failure to pass along conclusions Meeting Guidelines Establish clear rules of behavior Describe objectively what occurred Fix the problem, not the blame

Closeout Paperwork Documentation Legal Cost Personnel

Why are Closeouts Difficult? Project sign off can be a de-motivator Constraints cause shortcuts on back-end Low priority activities Lessons learned analysis seen as bookkeeping Unique view of projects

Early Warning Signs of Project Failure Lack of viable commercial objectives Lack of sufficient authority to make decisions New product developed for stable market Low priority assigned to the project by management

Dynamic Factors to Monitor (table 14.1) Static Task-team Sponsorship Economics Environment User

Early Termination Decision Rules Costs exceed business benefits Failure to meet strategic fit criteria Deadlines continue to be missed Technology evolves beyond the project’s scope

The Top 10 Signs of IT Project Failure 10. Best practices and lessons learned are ignored 9. Project lacks people with appropriate skills 8. Sponsorship is lost 7. Users are resistant 6. Deadlines are unrealistic 5. Business needs change 4. Chosen technology changes 3. Project changes are poorly managed 2. Scope is ill-defined 1. Project managers don’t understand users’ needs

Project Termination Issues Figure 14.6 and Table 14.2 Emotional Intellectual Internal External Staff Client

Project Termination Issues - Emotional Staff Client Fear of no future work Change in attitude Loss of interest in remaining tasks Loss of interest in project Loss of project-derived motivation Change in personnel dealing with project Loss of team identity Unavailability of key personnel Selection of personnel to be reassigned Diversion of effort Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Project Termination Issues – Intellectual Internal External Identification of remaining deliverables Agreement with client on remaining deliverables Certification needs Agreement with suppliers on outstanding commitments Identification of outstanding commitments Communicating closure Control of changes to project Closing down facilities Screening of partially completed tasks Determination of requirements for audit trail data Closure of work orders and work packages Disposal of unused material Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Claims & Disputes Two types of claims Ex-gratia claims Default by the project company Resolved by Arbitration Binding Non-binding Standard litigation

Protecting Against Claims Consider claims as part of the project plan Verify stakeholders know their risks Keep good records throughout the life cycle Keep clear details of change orders Archive all correspondence

Final Report Elements Project performance Administrative performance Organizational structure Team performance Project management techniques Benefits to the organization and customer

Summary Distinguish among the four main forms of project termination . Recognize the seven steps in formal project closeout. Understand key reasons for early termination of projects. Know the challenges and components of a final project report.

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Project Close-Out and Termination Chapter 14 © 2007 Pearson Education

Project Termination All activities consistent with closing out the project Extinction Addition Integration Starvation

Elements of Project Closeout Management Putting it All to Bed Disbanding the Team Finishing Handing Gaining Acceptance for the Product Harvesting the Benefits Reviewing How The Work Over the It All Went

Lessons Learned Meetings Meeting Guidelines Establish clear rules of behavior Describe objectively what occurred Fix the problem, not the blame Common Errors Misidentifying systematic errors Misinterpreting lessons based on events Failure to pass along conclusions

Closeout Paperwork Documentation Legal Cost Personnel

Why are Closeouts Difficult? Project sign off can be a de-motivator Constraints cause shortcuts on back-end Low priority activities Lessons learned analysis seen as bookkeeping Unique view of projects

Dynamic Project Factors Static Task-team Sponsorship Economics Environment User

Early Warning Signs of Project Failure Lack of viable commercial objectives Lack of sufficient authority to make decisions New product developed for stable market Low priority assigned to the project by management

Claims & Disputes Two types of claims Ex-gratia claims Default by the project company Resolved by Arbitration Binding Non-binding Standard litigation

Protecting Against Claims Consider claims as part of the project plan Verify stakeholders know their risks Keep good records throughout the life cycle Keep clear details of change orders Archive all correspondence

Final Report Elements Project performance Administrative performance Organizational structure Team performance Project management techniques Benefits to the organization and customer