Terminating Population Protocols via ... - cgi.csc.liv.ac.uk
Module 12 Session 12.1 Visual 1 Module 12 Terminating the Project Session 12.1: Terminating the...
-
Upload
neil-hopkins -
Category
Documents
-
view
229 -
download
0
Transcript of Module 12 Session 12.1 Visual 1 Module 12 Terminating the Project Session 12.1: Terminating the...
Module 12 Session 12.1 Visual 1
Module 12
Terminating the Project
Session 12.1: Terminating the Project
Module 12 Session 12.1 Visual 2
Instructional Objectives
At the end of the session, the learner will able to
1. List at least five tasks a project manager typically
must perform during termination.
2. Describe at least three problems commonly encountered during project termination.
3. Describe at least three best practices that may make the transition from project to operations more successful.
Module 12 Session 12.1 Visual 3
Steps Involved in Closing a Project
Step 1. Ensure that project deliverables and objectives have been achieved.
Step 2. Complete close-out activities: Complete paperwork. Plan for the operational phase. Transfer personnel.
Step 3. Carry out postproject audit.
Module 12 Session 12.1 Visual 4
Step 1: Ensure That Project Objectives
are Achieved.
Agree with contractors and consultants on remaining deliverables.
Agree with suppliers on outstanding commitments.
Module 12 Session 12.1 Visual 5
Step 2: Complete Close-Out Activities
Responsibility of Project Management
Responsibility of Contractors or Consultants
Joint Responsibility
• Plan for maintenance (done jointly with contractor or supplier and your organization’s maintenance department).
• Close out contracts and settle disputes.
• Transfer files and documentation.
• Obtain needed government approvals and certification.
• Plan inspection and acceptance procedures.
• Inspect and accept deliverables.
• Plan for ex post evaluation; design monitoring system.
• Close out project accounts, including work orders and work packages.
• Close project facilities.
• Arrange for transfer of personnel.
• Coordinate planning for commissioning of facilities and start-up of operations, including training.
• Perform postproject audit.
• Notify affected communities.
• Close contractor facilities.
• Prepare as-built drawings (or the equivalent) and other project documentation.
• Prepare operational manuals.
• Complete punch list.
Module 12 Session 12.1 Visual 6
Project Termination Paperwork
Review and agree on termination checklist with contractors, consultants, and suppliers.
Prepare termination plan of action, including all activities that need to be carried out, who is responsible, and dates: Project accounts Contracts Drawings, files, reports, and other documents Approvals and certifications
Module 12 Session 12.1 Visual 7
Planning for Start-Up of Operations
Project management’s role:
Coordinate transition to operations Notify those responsible for operations. Assist in preparation of operational plan. Ensure training needs are known and addressed. Ensure operational policies, systems, and
procedures are prepared. Transfer any files, documents, or materials
necessary for operations, such as maintenance manuals.
Module 12 Session 12.1 Visual 8
Step 3: Postproject Audit
Purpose: To learn from experience Identify mistakes. Determine impact of mistakes. Identify how mistakes can be avoided on future
projects. Make appropriate changes and improvements in
project management and functional policies and procedures.
Source: Russell Archibald. 1992. Managing High Technology Projects and Programs, 2nd ed. New York:John Wiley Publishers.
Module 12 Session 12.1 Visual 9
Components of a Postproject Audit
1. What were the original and final objectives? Performance (Scope) Cost Schedule
2. Were the objectives met?
3. Were there problems in the process of implementation?
4. What factors contributed to successful aspects?
5. What factors contributed to problems and mistakes?
6. What policy or procedural changes could avert future problems?
7. Implement any necessary changes.
Module 12 Session 12.1 Visual 10
Step 2: Complete Close-Out Activities
Responsibility of Project Management
Responsibility of Contractors or Consultants
Joint Responsibility
• Plan for maintenance (done jointly with contractor or supplier and your organization’s maintenance department).
• Close out contracts and settle disputes.
• Transfer files and documentation.
• Obtain needed government approvals and certification.
• Plan inspection and acceptance procedures.
• Inspect and accept deliverables.
• Plan for ex post evaluation; design monitoring system.
• Close out project accounts, including work orders and work packages.
• Close project facilities.
• Arrange for transfer of personnel.
• Coordinate planning for commissioning of facilities and start-up of operations, including training.
• Perform postproject audit.
• Notify affected communities.
• Close contractor facilities.
• Prepare as-built drawings (or the equivalent) and other project documentation.• Prepare operational manuals.
• Complete punch list.
Module 12 Session 12.1 Visual 11
Potential Behavioral Problems
1. Fear of no future work
2. Loss of interest in tasks remaining
3. Loss of project-derived motivation
4. Loss of team identity
5. The effect of personnel reassignment
6. Reassignment methodology
7. Diversion of effort
Source: Herbert F. Spirer and David H. Hamburger. 1990. “Phasing Out the Project,” in Project Management Handbook, David I. Cleland and William R. King, eds., New York: Van Nostrand Reinhold.
Module 12 Session 12.1 Visual 12
Potential Behavioral Problems
Contractors’ and consultants’ concerns at project termination
1. Changes in attitude
2. Loss of interest
3. Change of personnel
4. Unavailability of key personnel
Source: Herbert F. Spirer and David H. Hamburger. 1990. “Phasing Out the Project,” in Project Management Handbook, David I. Cleland and William R. King, eds., New York: Van Nostrand Reinhold.
Module 12 Session 12.1 Visual 13
Potential Behavioral Problems
Dealing with low interest and lack of team identity
1. Define termination as a project.
2. Provide a team identity.
3. Bring the team together frequently.
Source: Herbert F. Spirer and David H. Hamburger. 1990. “Phasing Out the Project,” in Project Management Handbook, David I. Cleland and William R. King, eds., New York: Van Nostrand Reinhold.
Module 12 Session 12.1 Visual 14
Potential Behavioral Problems
Dealing with project staff’s concerns about reassignment
1. Be honest about reassignment and future work.
2. Make each reassignment decision a conscious, deliberate choice.
3. Hold the right personnel.
4. Carry out reassignments openly.
5. Play an active role in reassignment.
Source: Herbert F. Spirer and David H. Hamburger. 1990. “Phasing Out the Project,” in Project Management Handbook, David I. Cleland and William R. King, eds., New York: Van Nostrand Reinhold.
Module 12 Session 12.1 Visual 15
Staff Characteristics Needed at Termination
Flexibility Independence Attention to detail Highly developed skills
Source: Herbert F. Spirer and David H. Hamburger. 1990. “Phasing Out the Project,” in Project Management Handbook, David I. Cleland and William R. King, eds., New York: Van Nostrand Reinhold.
Module 12 Session 12.1 Visual 16
Potential Behavioral Problems
Things the contractor, supplier, and consultant should do:
1. Outline availability of future support for the project’s deliverables.
2. Identify warranty obligations and the start and completion dates.
3. Be willing to negotiate.
Source: Herbert F. Spirer and David H. Hamburger. 1990. “Phasing Out the Project,” in Project Management Handbook, David I. Cleland and William R. King, eds.. New York: Van Nostrand Reinhold.
Module 12 Session 12.1 Visual 17
Technical Problemsat
Termination
Have To Do WithDetails
Module 12 Session 12.1 Visual 18
Technical Problems: Close-Out Activities Identifying and agreeing on remaining deliverables Certifying and accepting Identifying and agreeing on outstanding commitments Controlling charges to the project Screening uncompleted tasks that are no longer needed Closing work orders and work packages Identifying, closing, and/or transferring physical facilities Accumulating and structuring project historical data:
post-project audit Disposing of project material Implementing the warranty program and other
postcontract efforts Communicating closures
Source: Herbert F. Spirer and David H. Hamburger. 1990. “Phasing Out the Project,” in Project Management Handbook, David I. Cleland and William R. King, eds., New York: Van Nostrand Reinhold.
Module 12 Session 12.1 Visual 19
Dealing With Potential Technical Problems
Analytical Tools
Tree Diagrams
Matrixes
List
Source: Herbert F. Spirer and David H. Hamburger. 1990. “Phasing Out the Project,” in Project Management Handbook, David I. Cleland and William R. King, eds., New York: Van Nostrand Reinhold.
Module 12 Session 12.1 Visual 20
Tree Diagram for Termination
Source: Herbert F. Spirer and David H. Hamburger. 1990. “Phasing Out the Project,” in Project Management Handbook, David I. Cleland and William R. King, eds., NewYork: Van Nostrand Reinhold.
Project close-out
Organization Financial Purchasing Site
Close-out meeting
Reassignment plan
Personnel reports
Collect receivables
Supplier notifications
Final payments
Compliance documents
Charge audits
Final report
Close down facilities
Equipment/material disposal
Module 12 Session 12.1 Visual 21
Matrix Model for Relationship Among Commitments, Vendors, and Status
Co
mp
any
1
Co
mp
any
2
Co
mp
any
3
Co
mp
any
4
Co
mp
any
5
Stand pipes
I
Note:
D - To take delivery
N - In negotiation
I - Awaiting information
C - Closed
Blank indicates no commitment, past or present
Source: Herbert F. Spirer and David H. Hamburger. 1990. “Phasing Out the Project,” in Project Management Handbook, David I. Cleland and William R. King, eds., New York: Van Nostrand Reinhold.
Pumps D
CChemical
Water tanks
Vehicles
I
D
D
C
C I
N
D
DN CMeters
N
Module 12 Session 12.1 Visual 22
Matrix Model for Assignment of Records in Project Termination
Source: Herbert F. Spirer and David H. Hamburger. 1990. “Phasing Out the Project,” in Project Management Handbook, David I. Cleland and William R. King, eds., New York: Van Nostrand Reinhold.
Note:
P - Prepare
A - Approve
R - Review
E - Execute
Quality assurance manual P
PQA procedures index
Drawings, auto equipment
Drawings, calibration blocks
A
A
P/E R
Spare parts specifications
Calculation notebooks
QA audit schedule
A
A
A
P R
P
P
R
A
P
R P
Dir
ecto
r o
f p
roje
cts
Tas
k en
gin
eer
Au
tom
atic
eq
uip
. m
anag
er
Vic
e p
res
iden
t o
per
ati
on
s
Pro
jec
t m
ana
ger
Qu
alit
y a
ssu
ran
ce m
anag
er
Module 12 Session 12.1 Visual 23
A Project Manager Needs
Knowledge of financial systems and accounting
Technical knowledge of project
Negotiating skills
A sense of urgency about details