Copyright 2012 John Wiley & Sons, Inc. Chapter 13 Project Termination.
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Transcript of Copyright 2012 John Wiley & Sons, Inc. Chapter 13 Project Termination.
Copyright 2012 John Wiley & Sons, Inc.
Chapter 13
Project Termination
Note on the book vs. the PMBOK
The book seems very focused on an academic, empirical study of why and how projects terminate.– What might you see in the real world?
The PMBOK is more instructive and normative– This is how you should close a project.
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Closing vs. Termination
Termination is when a project is actually done. (Nothing else will be done.)
Closing is the final phase– Closing begins when the deliverables have
been delivered– But there is still stuff left to do!– Closing continues until all reports are in
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The Varieties of Project Termination
Termination by extinction Termination by addition Termination by integration Termination by starvation
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Termination by Extinction
Extinction occurs in any scenario where the project goes away
– Successful– Unsuccessful– Changes in environment– Take too long– Murder
When work on a project stops, some organizational work continues
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Termination by Addition
Applies to an in-house projectWhen the project is successful, it is
institutionalizedWhile the project goes away, project
personnel and assets are transferred to the new business
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Termination by Integration
The most common way to terminate a project, especially for internal projects
The project comes into the business– It is absorbed into the existing structure
That structure absorbs the assets of the project
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Termination by Starvation
Termination by starvation involves greatly reducing the budget of a project
Used when it is politically dangerous to cancel a project
Bad manners to enquire the status of the project
KnowledgeAreas
Project Management Process Groups
Initiating Planning Executing Monitoring & Controlling
Closing
Integration Develop Project Charter
Develop Project Management Plan
Direct & Manage Project Execution
Monitor & Control Project WorkPerform Integrated Change Control
Close Project or Phase
Scope Collect RequirementsDefine ScopeCreate WBS
Verify ScopeControl Scope
Time Define ActivitiesSequence ActivitiesEstimate Activity ResourcesEstimate Activity Durations Develop Schedule
Control Schedule
Cost Estimate CostDetermine Budget
Control Costs
Quality Plan Quality Perform Quality Assurance
Perform Quality Control
HR Develop HR Plan Acquire Project TeamDevelop Project Team
Manage Project Team
Communications Identify Communications
Plan Communications DistributeInformation
Manage Stakeholder ExpectationsReport Performance
Risk Plan Risk Management Identify RisksPerform Qualitative Risk AnalysisPerform Quantitative Risk AnalysisPlan Risk Responses
Monitor & Control Risks
Procurement Plan Procurements Conduct Procurements
Administer Procurements
Close Procurements
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The Termination Process
1. Must first decide to terminate
2. If the decision is to terminate the project, the decision must be carried out
3. Easy decision if scope/deliverables are clearly defined and met successfully
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The Decision Process
Sunk costs are often not relevant to the decision about terminating a project
Primary concern for project continuance or termination is whether or not the organization is willing to invest the estimated time and cost required to complete the project
Can use ETC to guide this decision
Good Monitoring & Controlling lead to good Closing/Term’n decision
Earned value analysis is performed continually throughout the project
If you know how far on or off track you are, you can make the decision to terminate unsuccessfully or show that there is a light at the end of the tunnel
Worse if you don’t monitor as you go. (We should have stopped work on this weeks ago!)
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Good Monitoring & Controlling lead to good Closing/Term’n decision
(side note not from book, related to Control and Closing)
Gold Plating refers to the addition of any feature not considered in the original scope plan (PMBOK)
considered bad Project Management.does not prevent new features from being
added to the project. Just says that they must follow change order process
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Good Initiation & Planning lead to smooth Closing and Termination
Clearly defining the Scope/Deliverables from the outset makes it clear when execution is done
Good planning and control of scope change keeps this definition up-to-date
Plan ahead to gain acceptance from the client and/or sponsor
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Good Initiation & Planning lead to smooth Closing and Termination
To most cleanly close a successful project use an acceptance form– Deliverables and success criteria are defined in
the original plan and agreed to by client– Any scope changes have been documented and
approved according to a pre-agreed process– Present client with a checklist of deliverables
and success criteria, and get their signature!– Final checkbox: Project is accepted by client.
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Good Initiation & Planning lead to smooth Closing and Termination
Contingency planning for failure, though seemingly negative can also be helpful
Define what would be grounds for early termination
Define who gets paid what in the event of an early termination
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Things to Do at closing (or closeout)
Ensure tasks are completed Notify the client Finish the paperwork Send out final invoices to the client Redistribute resources Clear with legal counsel Determine what records to keep Assign support Close the project books
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The Final Report—A Project History
Project performance Administrative performance Organizational structure Project and administrative teams Techniques of project management
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The Final Report—A Project History
Earned Value Analysis chart now provides a numerical project history
Budgeted vs. Actuals should be communicated back to estimators to improve their estimation process over time.
“Lessons Learned” should actually be learned and written down to be remembered