Project Management 4
Jan 14, 2015
Project Management 4
Module 6: Review the project
Module 6: Review the project
• After completing this module, you will be able to:– review, record and consolidate lessons from
project experiences
The project closing processIdentify final tasks that require
completionIdentify final tasks that require
completion
Reassign staff if requiredReassign staff if required
Release equipment and material for other projects
Release equipment and material for other projects
Final accounting and close booksFinal accounting and close books
Final report and final meetingFinal report and final meeting
The final shutdown
• Meet with stakeholders• Finalise all contractual commitments• Transfer responsibilities• Reassign people in the project• Release non-human resources• Complete the final accounting of the project• Document the results of the project and
make recommendations for the future
Project close-out report
• Generate a short questionnaire and circulate it to all the key project participants
• Analyse responses and debrief the key managers
• Complete draft close-out report for comments. This can also be used as an agenda for a formal close-out meeting
• Hold a formal close-out meeting attended by all the available participants
• Compile the final close-out report, circulate it and file it
Generate a short questionnaire
• The list of participants should include the following:– Client
– Project team
– Corporate participants
– Supplier and sub-contractors
– Stakeholders
Generate a short questionnaire
• The questionnaire would typically be structured to include the following questions:– Identify your position in the project organisation structure and
comment on the interfacing with other disciplines– Comment on the delegation of responsibility and authority– Briefly outlined your assigned scope of work– Comment on planning schedules, budgets, quality and manpower
performance. Where possible quantify performance with statistical data
– Give a candid assessment of your performance, analysing what went right and what went wrong. Comment on any non-conformance reports with reasons for any deviations and the level of the work. If audits were conducted, comment on their findings
– Comment on the lines of communication, the issuing of instructions, the holding of meetings, the availability of information, procedures and reporting
Generate a short questionnaire
• The questionnaire would typically be structured to include the following questions:– Evaluate design and technical changes, as built drawings and operator
manuals– Comment on any scope changes and concessions. Evaluate how smoothly
the configuration system worked – were the changes approved and implemented timorously
– Discuss the use of new technology, computerisation and automation– Discuss any unexpected problems, how they affected the project and their
solutions– Comment on the performance of procurement suppliers and sub-
contactors– Comment on manpower performance, their training and any industrial
relation problems– Evaluate the accuracy of the estimate and list any recommended changes
to the company’s tariffs– Evaluate the contract document and any legal issues– Give general recommendations for future projects
Make recommendations
• The close-out report should highlight any recommendations simply and clearly because many years from now this may be the only section that is read
Project’s final report
• What organisational structure was used?• What project management techniques were
used?• Who was involved in the project and in what
capacity?• What went right and what went wrong during
the project, and why?• What corrective action was taken to bring
error back in line with project goals?• What activity completion processes were used?
Writing the final report• An overview of the project including revisions to the original
project plan• A summary of major accomplishments• Analysis of achievements compared to original goals for the
project• Final financial accounting and an explanation of variances from
the budget• An evaluation of administrative and management performance• The team’s performance – this section should be confidential
when it applies no specific individuals and their performance• Issues or tasks that require further investigation• Recommendations for future projects of this type• Special acknowledgements to team members
Writing the final report
• For more complex projects:– A summary of performance issues, conflicts, and resolutions;– The result of each phase of the project including actual
versus forecast dates and the budget versus actual expenses – A description of ongoing project-related activities that will
require further team member participation– Recommendations for changes to future projects so they will
run more smoothly and be more compatible with the sponsoring organisation
– In-depth analysis of reporting procedures and recommendations for improvements
– Analysis of the project management process as a whole
Final evaluation
• A final written report
• Team member performance reviews
Final close out
• Meet with core team members
• Compare goals to achievements
• Write the final report
• Write out your lessons learned
Lessons learned
• Project planning• Scope planning• Project budgeting• Project administration• Determining risk– Risk probability– Risk assessment– Risk mitigation
• Leadership techniques• Quality management