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We had a good read. For the benefit of yourself. Be sure to read to the end. I want you to get good knowledge from Schools In Alabama.The well known English phrase "last but not least" could not good recite how leading the project closeout phase is. Being the very last part of the project life-cycle it is often ignored even by large organizations, especially when they operate in multi-project environments. They tend to jump from one project to someone else and rush into finishing each project because time is pressing and resources are costly. Then projects keep failing and organizations take no corrective actions, simply because they do not have the time to think about what went wrong and what should be fixed next time. Lessons learned can be discussed at project reviews as part of the closeout phase. Closure also deals with the final details of the project and provides a general ending for all procedures, including the delivery of the final product. This paper identifies the reasons that closeout is neglected, analyzes the best practices that could enhance its position within the enterprise environment and propose added steps for a complete project closeout through continuous improvement.
Project managers often know when to conclude a projects but they forget how to do it. They are so eager to complete a project that they hardly miss the completion indicators. "Ideally, the project ends when the project goal has been achieved and is ready to hand over to customer" (Wellace et. Al, 2004, p156). In times of big booms and bubbles, senior supervision could order the immediate termination of precious projects. A characteristic example of that is Bangkok's over investment in construction of sky-scrapers, where most of them left abandoned without finishing the last floors due to stupendous costs (Tvede, 2001, p267). Projects heavily attached to time can be done before general finishing point if they miss a significant deadline, such as an invitation to tender. Kerzner (2001, p594) adds some behavioural reasons for early termination such as "poor morale, human relations or labour productivity". The violent nature of early termination is also known as 'killing a project' because it "involves serious career and economic consequences" (Futrel, Shafer D & Shafer L, 2002, 1078). Killing a project can be a difficult decision since emotional issues generate pride within an assosication and a fear of being viewed as quitters blurs managerial decisions (Heerkens, 2002, p229).
Recognition
The most direct theorize that project Closeout phase is neglected is lack of resources, time and budget. Even though most of project-based organizations have a recite process formally planned, most of the times "given the pressure of work, project team member found themselves being assigned to new projects as soon as a current project is completed" (Newell, 2004). Moreover, the senior supervision often considers the cost of project closeout unnecessary. Sowards (2005) implies this added cost as an effort "in planning, holding and documenting effective post project reviews". He draws a parallel between reviews and investments because both want a start-up expenditure but they can also pay dividends in the future.
Human nature avoids responsibility for serious defects. Therefore, members of project teams and especially the project manager who has the ample responsibility, will unsurprisingly avoid such a critique of their work if they can. As Kerzner (2001, p110) observe, "documenting successes is easy. Documenting mistakes is more troublesome because habitancy do not want their names attached to mistakes for fear of retribution". Thomset (2002, p260) compares project reviews with the 'witch hunts' saying that they can be "one of the most political and cynical of all organizational practices where the victims (the project manager and the team) are blamed by senior management". While he identifies top supervision as the main responsible party for a failure, Murray (2001) propose that the project manager "must accept greatest responsibility, regardless of the factors involved". A fair-minded stance on these different viewpoints would evoke that the purpose of the project recite is not to find a scapegoat but to learn from the mistakes. After all, "the only true project failures are those from which nothing is learned" (Kerzner, 2004, p303).
Analysis
When the project is finished, the closeout phase must be implemented as planned. "A general rule is that project conclusion should take no more than 2% of the total effort required for the project" (Crawford, 2002, p163). The project supervision literature has many different sets of actions for the last phase of the project life cycle. Maylor (2005, p345) groups the significant activities into a six step procedure, which can differ depending on the size and the scope of the project:
1. Completion
First of all, the project manager must ensure the project is 100% complete. Young (2003, p256) noticed that in the closeout phase "it is quite coarse to find a amount of outstanding minor tasks from early key stages still unfinished. They are not significant and have not impeded progress, yet they must be completed". Furthermore, some projects need chronic assistance and retain even after they are finished, such as It projects. While it is helpful when this inquire is part of the former statement of requirements, it is often part of the compact closeout. Rosenau and Githens (2005, p300) propose that "the undertaker of a package deal should view chronic assistance and retain as an chance and not merely as an obligation" since they can both learn from each other by exchanging ideas.
2. Documentation
Mooz et. Al (2003, p160) defines documentation as "any text or pictorial facts that recite project deliverables". The importance of documentation is emphasized by Pinkerton (2003, p329) who notes that "it is imperative that everything learned while the project, from notion through initial operations, should be captured and come to be an asset". A detailed documentation will allow time to come changes to be made without astounding effort since all the aspects of the project are written down. Documentation is the key for well-organized convert of the project owner, i.e. For a new investor that takes over the project after it is finished. Lecky-Thompson (2005, p26) makes a unlikeness between the documentation requirements of the internal and the external clients since the external party ordinarily needs the documents for audit purposes only. Despite the uninteresting nature of documenting historical data, the man responsible for this task must engage actively with his assignment.
3. Project Systems Closure
All project systems must close down at the closeout phase. This includes the financial systems, i.e. All payments must be completed to external suppliers or providers and all work orders must conclude (Department of Veterans Affairs, 2004, p13). "In conclusion project files, the project manager should bring records up to date and make sure all former documents are in the project files and at one location" (Arora, 1995). Maylor (2005, 347) propose that "a formal observation of closure should be issued to post other staff and retain systems that there are no added activities to be carried out or charges to be made". As a result, unnecessary charges can be avoided by unauthorized expenditure and clients will understand that they can not receive added services at no cost.
4. Project Reviews
The project recite comes ordinarily comes after all the project systems are closed. It is a bridge that connects two projects that come one after another. project reviews exchange not only tangible knowledge such as numerical data of cost and time but also the tacit knowledge which is hard to document. 'Know-how' and more leading 'know-why' are passed on to time to come projects in order to eliminate the need for project managers to 'invent the wheel' from scratch every time they start a new project. The reuse of existing tools and caress can be expanded to different project teams of the same assosication in order to enhance project results (Bucero, 2005). Reviews have a holistic nature which explore the impact of the project on the environment as a whole. Audits can also be helpful but they are focused on the internal of the organization. Planning the reviews should consist of the thorough time and place for the workshops and most leading the habitancy that will be invited. Selecting the right habitancy for the recite will enhance the value of the meeting and help the learning process while having an objective critique not only by the team members but also from a neutral external auditor. The outcome of this recite should be a final narrative which will be presented to the senior supervision and the project sponsor. Whitten (2003) also notices that "often just establishment a recite presentation forces a project team to think through and solve many of the problems publicly exposing the state of their work".
5. Disband the project team
Before reallocating the staff among other resources, closeout phase provides an excellent chance to assess the effort, the commitment and the results of each team member individually. Extra-ordinary execution should be complemented in group and symbolic rewards could be granted for innovation and creativity (Gannon, 1994). This process can be vital for team satisfaction and can enhance commitment for time to come projects (Reed, 2001). Reviewing a project can be in the form of a reflective process, as visible in the next figure, where project managers "record and critically reflect upon their own work with the aim of improving their supervision skills and performance" (Loo, 2002). It can also be applied in problematic project teams in order to recognize the roots of potential conflicts and bring them into an open discussion.
Ignoring the established point of view of disbanding the project team as soon as potential to avoid unnecessary overheads, Meredith and Mandel (2003, p660) imply that it's best to wait as much as you can for two main reasons. First it helps to minimize the disappointment that might generate a team member's reassignment with unfavourable prospects. Second it keeps the interest and the professionalism of the team members high as it is coarse ground that while the conclusion stages, some slacking is likely to appear.
6. Stakeholder satisfaction
Pmi's PmboK (2004, p102) defines that "actions and activities are significant to confirm that the project has met all the sponsor, buyer and other stakeholders' requirements". Such actions can be a final presentation of the project recite which includes all the leading facts that should be published to the stakeholders. This facts can consist of a timeline showing the progress of the project from the beginning until the end, the milestones that were met or missed, the problems encountered and a brief financial presentation. A well prepared presentation which is focused on the strong aspects of the projects can cover some flaws from the stakeholders and make a failure look like an unexpected success.
Next Steps
Even when the client accepts the delivery of the final product or assistance with a formal sign-off (Dvir, 2005), the closeout phase should not be seen as an effort to get rid of a project. Instead, the key issue in this phase is "finding follow-up enterprise amelioration potential from the project deliverable" (Barkley & Saylor, 2001, p214). Thus, the project can furnish significant buyer partnerships that will progress the enterprise opportunities of the organization. Being the last phase, the project closeout plays a crucial role in sponsor satisfaction since it is a coarse ground that the last impression is the one that finally stays in people's mind.
Continuous revising is a notion that we often hear the last decade and recite workshops should be complex in it. The idea behind this ideas is that clubs have to find new ways to retain their contentious benefit in order to be among the market leaders. To do so, they must have a well-structured coming to organizational learning which in project-based corporations is materialized in the project review. Garratt (1987 in Kempster, 2005) highlighted the importance of organizational learning saying that "it is not a luxury, it is how organizations examine their future". Linking organizational learning with Kerzner's (2001, p111) five factors for continuous revising we can a define a structured coming for comprehension projects.
This coming can be implemented in the closeout phase, with systematic reviews for each of the above factors. Doing so, project closure could receive the attention it deserves and be a truly excellent method for continuous revising within an organization. Finally, project closeout phase should be linked with Pmi's Organizational project supervision Maturity (Opm3) model where the lessons learned from one project are very significant to other projects of the same schedule in order to achieve the highest project supervision maturity height.
References
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