Project Termination Just like every other phase, the project termination can also be summarized with the help of a few guidelines. The first one pertains to the ‘Project Audit’ which includes the status, forecasts, risk assessments and recommendations for the project. The next activity concerns the ‘Evaluation’ phase which deals with the scope accomplished, technical objectives met and projection of historical data.
Other close-out items may consist of final measurements, final reports, client feedback and testimonials (McGary, 2003). Termination Process If however, the value of effective project termination activities is not banked then the opportunity to tie up the loose ends, do staff evaluations and document vital learning is lost. Thus it should be ensured that final reports are well written and an effective transfer of raw materials to other programs takes place on time.
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For this purpose, many projects may even require one to two months after work completion simply for administrative reporting and final cost summary. Project Termination can not even be disregarded for an unsuccessful project. Even in such a case, projects have key learning, team evaluations and other wrap-up activities to make the most of what has been done in the project (McGary, 2003). Project Termination Checklist | | | | |Project Name/Number | |Project Manager | | |Department / Company | |Date Issued | 20081205 | | | | | | | |Communicated Item |Needed? Due Date |Responsible |Done? | | |(Yes/No) | | |(Yes/No) | |Communicate Decision? YES |20081208 |PM |YES | |Identify remaining work |YES | 20081208 | PM |YES | |Deliver released deliverables | NO | NA |NA | NA | |Final customer approvals |YES | 20081209 |PM | NO | |Release documentation |YES | 20081209 |TEAM | NO | |Perform team evaluation |YES | 20081210 |PM | NO | |Perform post implementation analysis | YES | 20081210 |PM | NO | |Hold Project Termination meeting | YES | 20081209 |TEAM | YES | |Release or disband team | NO | NA |NA | NA | |Review final Configuration | YES | 20081209 |PM | NO | |Return borrowed material | YES | 20081209 |TEAM | NO | |Return borrowed equipment | YES | 20081209 |TEAM | NO | |Communicate Project Termination Report | YES | 20081209 |PM | YES | |Lessons Learned Report | YES | 20081208 |PM | NO | |Communications Filed | YES | 20081207 |PM | NO | |Settle all payments | YES | 20081207 |TEAM | YES | |Review Issues Register and close issues | YES | 20081207 |TEAM | NO | |Final Team Meeting | YES | 20081208 | TEAM | NO | External Influences on Procurement
Stake holder management is another part of project management that varies from organization to organization and industry to industry. A review from our previous paper shows stakeholder management done by STARCON. We have illustrated that one of the biggest contributing factors that can sometimes overlooked and assessed is the management of stakeholders to its projects. Since each has a unique set of stakeholders each industry or organization will manage those stakeholders differently. The common consensus between the various industries and organizations is the questions asked to identify these stakeholders. 1. Who are the project stakeholders?
Example: Sony as illustrated previously may feel that the most valuable stakeholder would be the competitive teams and employees that come up with innovative and imaginative ideas for products. Without them this would conflict with there philosophies and success. 2. What stake, right or claim do they have in the project? An organization that uses a board of directors may feel that the BOD has a major role, right and claim to a project. After all they set up the organizational flow. The BOD reviews the projects to establish the next project. The BOD reviews what works and what does not work. The BOD ensures strategic goals and mission are supported. 3. What opportunities and challenges do the stakeholders pose for the project team?
In regards to Sony the opportunities for the stakeholders in this case may be incentives, promotional objectives corporate competitiveness as a result to profits. The challenges the stakeholders pose for the project team is creativity. Exposing certain team members to the groups that maybe they need to strengthen in for individual growth. 4. What obligations or responsibilities does the project team have toward its stakeholders? The board of director’s obligations it has toward its stakeholders is its commitment to make sure the consistency to ensure the projects support the company’s mission. The responsibilities lie in the tools and techniques to be used to ensure this happens.
Another example is an environmentalist group may have an obligation to a project to keep Lake Tahoe pollution free and keep its natural habitats unharmed. The responsibilities to its stakeholders are clear execution plan and follow up on how that is going to happen. Setting up the right project team with the appropriate experience in the various fields it a big responsibility to its stakeholders since the lively hood and the conditions of their every day environment depends on it. 5. How will the project team know if it is successful in managing the stakeholders? The project team will know it’s successful by continual project audits. Actually, audits at various levels will identify any non compliance with specifications or conditions. Communication to the various stakeholders is going to vary.
Since stakeholders have different interests in a project how we communicate to those stakeholders and who communicate to them is detrimental to the success of any project. Various organizational projects require a different set of rules. When you look at global communication to project stakeholders a clear plan must be in place. This is a general review of the concepts and strategies used in previous assignments. References McGary, R. Wysocki, R. R. (2003). Effective Project Management (3rd Ed. ). New Jersey: John Wiley and Sons, Inc. Project Management Institute. (2004). A Guide to the Project Management Body of Knowledge (3rd Ed. ). Pennsylvania: Project Management Institute.