CHAPTER 10

CLOSING

CLOSING PROJECTS
At the end of this chapter, you will:
Know what is needed for project completion
Recognise mechanisms for learning and process
improvements
Be able to provide a business case (through cost
and quality analysis)
What does it take to close projects?
Final adjustments (completing the final 10%)

CLOSING PROJECTS
There are several things to note that should be done at this stage:
CLOSURE
Project is to be closed in a formal manner
Handover
DOCUMENTATION
Documentation should be complete and distributed (external and
internal reports)
REVIEWING PERFORMANCE
Project and people performance review
IMPROVING PROJECT PERFORMANCE
Project matures with time
RELEASE RESOURCES
When everything is completed, we move on to a new project

DOCUMENTATION
The purpose of documentation:
To provide evidence that the project has been completed in
a proper manner

To indicate there should be no further activities that could add to

further cost charges
Legal termination of activities when customers sign -off

To provide guidance to customer or end user of item

operation and maintenance
To allow future work to have good starting point from the
knowledge and lessons learned

PROJECT REVIEWS
Why

have feedback on project per formance?

To review project scheduling for future projects
To review budget for future projects
To ensure quality is up to par with what was requested, if not
more
To ensure stakeholders are satisfied

Why

have feedback on people per formance?

To know what can be repeated and avoided
To identify training requirements
To assess utility of individual for future teams
To encourage motivation in human capital
Staff appraisal

IDENTIFYING KEY ISSUES

Identification for improvement
(Problem identification method)
Fishbone diagram
8Ms machine, material, method, man-power,
measurement, mother nature, management, maintenance
8Ps product, price, place, promotion, people, process,
physical evidence, productivity

Pareto Analysis
5-Whys

REVIEW - LEARNING BEFORE DOING

Training & education

Consultants

REVIEW LEARNING BY DOING

Learning by doing would allow:
Studying of overall performance relative to constraints
Identification of areas where procedures have failed
Reporting on these areas and proposing of improvements
Establishing improved procedures

Source: Harvey Maylor. Project Management, 4th Edition Prentice Hall. 2010

COST REVIEW
Cost of quality:
Prevention
Quality planning, training, supplier development,
maintenance of test equipment
Appraisal
Quality checking, testing and quality control, analysis of
reporting quality data, storage of test records
Failure
Internal prototype failure, changing and rectifying due to
poor design, failure due to lack of knowledge
External replacement of product due to faulty goods,
rework, high maintenance due to poor quality products, loss
of repeat business, legal claims

IMPROVING PROJECT PERFORMANCE

PERFORMANCE

Performers

Wannabes

Improvers
Flat-liners

TIME / PROJECT MATURITY

BENCHMARKING
A reference point of standard by which other phenomena
are judged against.
Key Performance Indicators (KPI) are adopted in projects
/ operations targeted to ensure time, budget and
customer satisfaction are met.
The objective is to find out how best performers perform
and compare against this.

LEAN AND AGILE

Toyota introduced TPS in 1990 focusing on the seven wastes
identified by Toyotas Lead Engineer Taiicho Ohno
Transportation
Inventory
Motion movement of information or people
Waiting
Over-processing
Over-production
Defect
JIT (Just In Time) Strategy
Henr y Ford If it does not add value, it is waste.