Chap014 Project Closure As of Feb 4 2022 - Send

Student Version
CHAPTER FOURTEEN
Project Closure
McGraw-Hill/Irwin
Copyright © 2011 by The McGraw-Hill
Companies, Inc. All rights reserved.
Where We Are Now
14–2
Project is a temporary endeavor undertaken to create a
unique product, service, or result.
• Major Characteristics of a Project
• Has an established objective.
• Has a defined life span with a beginning and an end.
• Requires across-the-organizational participation.
• Involves doing something never been done before.
• Has specific time, cost, and performance requirements.
Every project comes to an end eventually.

How many project participants get excited about closing out a project?
The deliverables are provided already and completed.
Ownership is ready to be transferred.
Everyone’s focus is what’s next—hopefully a new, exciting project.
https://www.sanbeda.edu.ph/post/76/history-of-san-beda
Accomplishing Project!!!
What’s in It?
14–6
https://www.pna.gov.ph/articles/1125931#:~:text=MANILA
%20%E2%80%93%20Controversy%20hounded%20the%20
move,and%20Natural%20Resources%20(DENR).
Accomplishing Project!!! What’s in It?
1–8 Accomplishing Project!!! What’s in It?

Project Closure’s 3 major output/consideration
14–11
Project Closure and Review Deliverables
1. Wrapping up the project.
- Ensure the project is approved and accepted by the customer.

- Others: closing accounts, paying bills, reassigning equipment and
personnel, finding new opportunities for project staff, closing
facilities, and the final report.
Checklists are used extensively to ensure tasks are not overlooked.
• In many organizations, the lion’s share of closure tasks are largely done by the
project office in coordination with the project manager.
• The final report writing is usually assigned to one project office staff member, who
assembles input from all stakeholders.
• In smaller organizations and projects, these closure activities are left to the project
manager and team.
14–12
(Example)
Example Project 1: Solar Panel Installation
14–13
Detailed
(Example)
Example Project 1: Solar Panel Installation accomplishment with
SET-BACK;
Example only
14–14
2. Evaluation of performance and management of the project.
Evaluation includes team, individual team members, and project

manager performance.
Vendors and the customer may provide external input.
Evaluation of the major players provides important information for

the future.
14–15

(Example)
14–16

Detailed
(Example) accomplishment with
SET-BACK;
Example only
3. Retrospectives.
• Retrospectives of lessons learned are designed to improve performance on

current and future projects.
• Most retrospectives are the responsibility of an independent facilitator.
• The facilitator also provides major input to the closure report that will
include lessons learned.
• These post-project reviews should be held with the team to catch any
missing issues or gaps.
14–18
3. Retrospectives
(Example)Project 1: Solar Panel Installation
Example
14–19
3. Retrospectives
Detailed
(Example)Project 1: Solar Panel Installation
Example accomplishment with
SET-BACK;
Example only
14–20
14–21
Evaluating PROJECT CLOSURE

of government projects
requires neutrality and objectivity
14–22
The different types of closure are identified here:
1. Normal (simply a completed project.)

(Example. In the development projects, the end involves handing off the final design to production and
the creation of a new product or service line.
For other internal IT projects, such as system upgrades or creation of new inventory control systems, the
end occurs when the output is incorporated into ongoing operations.)
2. Premature. (completed early with some parts of the project eliminated.)

(Example. In a new product development project, a marketing manager may insist on production models
before testing: Give the new product to me now, the way it is. Early entry into the market will mean big
profits! I know we can sell a bazzillion of these. If we don’t do it now, the opportunity is lost! The
pressure is on to finish the project and send it to production. Before succumbing to this form of pressure,
the implications and risks associated with this decision should be carefully reviewed and assessed by
senior management and all stakeholders. Too frequently, the benefits are illusory, dangerous, and carry
large risks.)
3. Perpetual (Some projects never seem to end)

(The major characteristic of this kind of project is constant “add-ons,” suggesting a poorly conceived
project scope.
At some point the review group should recommend methods for bringing final closure to this type of
project or the initiation of another project.
Example, adding a new feature to an old project could replace a segment of a project that appears to be
perpetual.)
4. Failed Project
Failed projects are usually easy to identify and easy for a review group to close down. However, every
effort should be made to communicate the technical (or other) reasons for termination of the project; in
any event project participants should not be left with an embarrassing stigma of working on a project
that failed. Many projects will fail because of circumstances beyond the control of the project team.
5. Project Canceled. (Changed Priority Organizations’ priorities often change and

strategy shifts directions.)
(For example, during the 2008–10 financial crisis organizations shifted their focus from money-making
projects to cost savings projects. The oversight group continually revises project selection priorities to reflect
changes in organizational direction. Projects in process may need to be altered or canceled. Thus, a project
may start with a high priority but see its rank erode or crash during its project life cycle as conditions change.
When priorities change, projects in process may need to be altered or canceled. Different types of project
termination present unique issues. Some adjustments to generic closure processes may be necessary to
accommodate the type of project termination you face.)
Project Monitoring Components
• 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 review of all factors relevant to the
project and to managing future projects.
14–26
Project Monitoring Components
• 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 review of all factors relevant to the
project and to managing future projects.
14–27
Implementing Some organizations have checklists of over 100 wrap-up tasks in closing
out a project. These checklists deal with closure details such as facilities,
Closedown
teams, staff, customer, vendors, and the project itself.
A partial administrative closure checklist is shown below in Table 14.1.
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 seeing all
bills are paid.
5. Delivering the project to the
customer.
6. Creating a final report.
14–28
Creating the Final Report
• Executive Summary
• Project goals met/unmet
• Stakeholder satisfaction • Recommendations
with project
• Technical improvements
• User reactions to quality
of deliverables • Corrective actions
• Analysis • Lessons Learned
• Project mission and • Reminders
objective • Retrospectives
• Procedures and
systems used • Appendix
• Organization resources • Backup data
used • Critical information
pp. 121 - 122
pp. 121 - 128
pp. 121 - 128
Pre-Implementation Conditions: Team
• Are standards and goals for measuring performance clear,
challenging, and attainable? Lead to positive consequences?
• Are responsibilities and performance standards known
by all team members?
• Are team rewards adequate? Management believes teams are
important?
• Is there a career path for successful project managers
• Does the team have discretionary authority to manage
short-term difficulties?
• Is there a high level of trust within the organization culture?
• Are there criteria beyond time, cost, and specifications?
14–34
Project Performance Evaluation: Individual
• Performance Assessment Responsibilities:
• Functional organization or functional matrix: the
individual’s area manager.
• The area manager may solicit the project manager’s opinion of
the individual’s performance on a specific project.
• Balanced matrix: the project manager and the area
manager jointly evaluate an individual’s performance.
• Project matrix and project organizations: the project
manager is responsible for appraising individual
performance.
14–35
Conducting Performance Reviews
• Begin by asking the individual to evaluate his or
her own performance.
• Avoid drawing comparisons with other team members; rather, assess the
individual in terms of established standards and expectations.
• Focus criticism on specific behaviors rather than
on the individual personally.
• Be consistent and fair in treatment of all team members.
• Treat the review as one point in an ongoing process.
14–36
Individual Performance Assessment
• Multirater appraisal (“360-degree feedback)
• Involves soliciting feedback concerning team
members’ performance from all of the people
that their work affects.
• Project managers, area managers, peers,
subordinates, and customers.
14–37
Retrospectives
• Lessons Learned
• An analysis carried out during and shortly after the project life cycle to
capture positive and negative project learning—“what worked and what
didn’t?”
• Goals of Retrospectives
• To reuse learned solutions
• To stop repetitive mistakes
14–38
Retrospectives (cont’d)
• Barriers to Organizational Learning
• Lack of post-project time for developing lessons
• No post-project direction or support for teams
• Lessons become blame sessions
• Lessons are not applied in other locations
• Organizational culture does not recognize
value of learning
14–40
Initiating the Retrospective Review
Use of an Independent
• Have automatic times or points when reviews will Facilitator
take place. Avoid surprises. The retrospective methodology uses an
independent facilitator to collect and implement
• Conduct reviews carefully and with sensitivity lessons learned to improve management of current
• Review staff must independent from the project. and future projects.
• Review reports need to be used and accessible. A project facilitator is a guide who leads the
project team through an analysis of project
• Reviews support organizational culture activities that went well, what needs improvement,
and development of a follow-up action plan with
• Project closures should be planned and orderly. goals and accountability.
• Certain “core conditions” must be in place to support
team and individual evaluation.
• Conduct individual and team evaluations separate from
pay or merit reviews.
14–41
Process and Methods Review
Process review begins with a review of the
strategic intent of the project, selection criteria,
project charter, project objectives, project
scope, and acceptance criteria.
Organizational Review
One of the themes of this text is that
project performance is strongly
influenced by organizational
culture. It is therefore important to
assess what fundamental
organizational culture properties
affect project successes and failures
or become a hindrance to project
teams.
Initiating the Retrospective Review Objective:
• Have automatic times or points when reviews will take place. Avoid surprises.
• Increase accuracy of amount of rainfall
• Conduct reviews carefully and with sensitivity
prediction
• Review staff must independent from the project.
• Review reports need to be used and accessible.
• Increase accuracy of prediction of storm
• Reviews support organizational culture signal# and arrival time
• Project closures should be planned and orderly. • Decrease stakeholder complaints (of
• Certain “core conditions” must be in place to support team and individual fishermen, farmers, schools, offices) by 30%
evaluation.
• Conduct individual and team evaluations separate from pay or merit reviews.
Upgrade metrological
equipment, disc
EXAMPLE ONLY
Application to Government Access Weather Data from
other countries (payed?)
PAGASA (DOST) Quick announcement of weather to TV
networks and social media
Current Status
Rainfall prediction, not accurate
Prediction of storm signal# and arrival time, not accurate
High complaints of fishermen, farmers, schools, offices
Equipment (outdated)
• Have automatic times or points when reviews will take place. Avoid surprises.
• Highly equipped LM graduates ready for Law
• Conduct reviews carefully and with sensitivity school (High student satisfaction ratings in
• Review staff must independent from the project. terms of preparation to Law School)
• Review reports need to be used and accessible. • Excellent feedback from Law Professors (plus
• Reviews support organizational culture retention rates)
• Project closures should be planned and orderly. • Successful LMs in the corporate world (employed
• Certain “core conditions” must be in place to support team and individual immediately)
evaluation. • High enrollment rate to BS Legal
• Conduct individual and team evaluations separate from pay or merit reviews. Management
Increase No. of Law

Subjects
EXAMPLE ONLY Continuous improvement of teaching procedures

(case study approach, more problem solving)
GPA retention 2.50 (example only)

5 units strama,
Department 5 units bplan,
of Legal Management - CAS 5 units marketing
subjects
Total 10 units
Current Status acctng subject
• Have automatic times or points when reviews will take place. Avoid surprises. • To become no. 1 in OSE ranking
• Conduct reviews carefully and with sensitivity
• High satisfaction rating from
• Review reports need to be used and accessible. marketing students
• Reviews support organizational culture • Zero complaints from SBC professors
• Project closures should be planned and orderly. and staff
• Certain “core conditions” must be in place to support team and individual
evaluation.
Cost cutting in expenses
Get sponsors for the seminar
events
2 seminars on law updates and 2

EXAMPLE ONLY seminars on management
(technical, intensive)
Invite leg ma alumni successful in
Application to corporate world.
student organization Top 3 LM deans lister in all year 1 focus group discussion with law
levels will have dinner treat with
JBLC supreme court judge or attorney
senator
professors (for every sem)
Current Status of JBLC

Initiating the Retrospective Review Objective: Outcome
• Have automatic times or points when reviews will take place. Avoid surprises. • Crime: 10 incidence (50% REDUCED)
• Conduct reviews carefully and with sensitivity • Dengue Incidence: 15 patients (66% REDUCED)
• Review reports need to be used and accessible.
• Accumulated SME livelihood Income: 50 M Pesos,
• Reviews support organizational culture STRATEGY IN PUBLIC ADMINISTRATION IS MORE
• Project closures should be planned and orderly.
• Certain “core conditions” must be in place to support team and individual
CHALLENGING
evaluation.
BRGY Pa-ilaw Project
Project: Train and Deploy 15 police
EXAMPLE ONLY Upgrading of clinics with capabilities to treat

Application to LGU dengue patients (worth P10 Million from DOH)
Municipality of Los • 3 seminars on entrepreneurship and active participation

to OTOP (buco pie)
Banos Anti Drugs / Oplan Tukhang
(LAGUNA) Current Status • Marketing promotion
TRANSPARENCY Change of LGU Administration
of resorts
• Crime: 20 incidence, Deploy 3 police
• Dengue Incidence: 45 patients
• Poor Livelihood
Key Terms
Lessons learned
Organization evaluation
Performance review
Project closure
Project evaluation
Project facilitator
Retrospective
Team evaluation
360-degree review
14–48

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Student Version

Every project comes to an end eventually.

1–8 Accomplishing Project!!! What’s in It?

- Ensure the project is approved and accepted by the customer.

Checklists are used extensively to ensure tasks are not overlooked.

2. Evaluation of performance and management of the project.

Evaluation includes team, individual team members, and project

Evaluation of the major players provides important information for

2. Evaluation of performance and management of the project.

2. Evaluation of performance and management of the project.

• Retrospectives of lessons learned are designed to improve performance on

Evaluating PROJECT CLOSURE

1. Normal (simply a completed project.)

2. Premature. (completed early with some parts of the project eliminated.)

3. Perpetual (Some projects never seem to end)

5. Project Canceled. (Changed Priority Organizations’ priorities often change and

1. Getting delivery acceptance

Increase No. of Law

EXAMPLE ONLY Continuous improvement of teaching procedures

GPA retention 2.50 (example only)

2 seminars on law updates and 2

Current Status of JBLC

BRGY Pa-ilaw Project

Project: Train and Deploy 15 police

EXAMPLE ONLY Upgrading of clinics with capabilities to treat

Municipality of Los • 3 seminars on entrepreneurship and active participation

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