Project Plan Part 7 Management Research Coursework
Unit VIII Course Project |
Project Closing In Unit VIII, you are required to complete the Project Closeout section of your project plan. Refer to your unit lesson and required unit resources to advance your project plan. For this unit, create the section listed below.
The Project Closeout section should be a minimum of two pages in length. You will need to add the Project Closeout section to your previous work from Units II–VII and submit a cohesive, complete, polished document for your final project plan. You will submit only one document; you do not have to submit the Project Closeout section separately. This assignment should be a minimum of two pages in length, not counting the title page and reference page. Be sure to use proper APA formatting. Citations are not required; however, if outside sources are used, make certain to provide in-text citations and references in APA format. For more elaboration on what you should include in your project plan, refer to pp. 539–542 in your textbook. |
Course Learning Outcomes for Unit VIII
Upon completion of this unit, students should be able to:
- Evaluate methods for risk management.
- Apply best practices for project budgeting and cost management procedures.
- Utilize various project scheduling techniques.
- Develop a quality management plan to ensure project quality.
- Prepare a final project report.
5.1 Explain basic concepts of projects and project success as it relates to project closing.
- Determine project requirements using requirement collection tools and techniques.
- Outline project communications to manage stakeholder expectations and report performance.
- Plan project procurements by identifying methods to manage procurements and monitor contract performance.
Course/Unit Learning Outcomes |
Learning Activity |
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Unit VIII Course Project |
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Unit VIII Course Project |
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Unit VIII Course Project |
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Unit VIII Course Project |
5.1 |
Unit Lesson Chapter 14, pp. 496–515 Unit VIII Course Project |
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Unit VIII Course Project |
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Unit VIII Course Project |
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Unit VIII Course Project |
Required Unit Resources
Chapter 14: Project Closeout and Termination, pp. 496–515
Unit Lesson
Project Closeout
While many PMs and team members may breathe a sigh of relief once a project has completed and is successful, there is still work to be done. The project needs to be closed out, but many organizations may purposely overlook this step. Why?
- Some organizations tend to view a project as done when the client signs off. No further work is deemed necessary.
- Some organizations have multiple projects going or waiting to be started. If budgets are thin, resources are stretched, or time is of the essence, PMs may be encouraged to move their time and energy to other projects.
- Some organizations will view closeout activities as simply unimportant.
- Some organizations may view lessons learned as important information to gather but simply file the information.
- Some organizations have projects that are mostly not very similar, so the lessons learned are viewed as not very applicable to future projects.
So, why would we need to close out a project? First, we need to obtain all of the needed signoffs showing that the clients and/or project sponsor have accepted the project. Second, documentation needs to reflect any changes that were made. Third, we need some plan for document retention so we can archive the project information. Staff tends to turnover, and as time passes, we may not remember all of the details of a project. Also, what about the lessons learned from a project? Those lessons may benefit our organization greatly as we adopt new, future projects. Also, consider that projects may not be successful or even completed, and they still need to be closed out.
A project that terminates by achieving its goals is considered to be a natural termination. However, if a project has to close but is not meeting its goals, it is considered an unnatural termination.
Types of Project Termination
If the project completes, whether it was considered successful or not, the termination reason is considered termination by extinction. If you remember from a previous lesson, a project may not be deemed successful if the client is not happy, if the project was over budget, or if it went beyond the expected end date. Regardless of success, the PM still has to complete closing activities.
If the project is successful and the team will continue to work as a unit, the termination reason may be termination by addition. In other words, the team did so well that they will become an entity and will work as a unit to complete other projects. The complete project will likely serve as a typical model for future products.
If the team and all the project resources are to be integrated back into the organization, then the termination reason might be a termination by integration. In this case, the project was likely large and integral to the organization’s success. The team members were likely removed from their day-to-day activities to work solely on the project for a long period of time. So, now that the project has ended, everyone has to be integrated back into the organization.
If the project will likely never be finished, the termination reason would be termination by starvation. This just means the project will not completely go away right now, and it is hoped that one day, it will be started again. The usual reason is some sort of budgetary shortfall.
Closing a Project
The following is a general list of the activities involved in closing out a project.
- Finish the work: If this were a project that involved constructing a warehouse, there would likely be final walkthroughs. If you were creating a piece of software, you would do some final cleanup. You may even need final information from the software tester to show that your software is bug-free. You may need to use a predeveloped checklist to make sure everything is addressed.
- Transfer of ownership: This is where you hand that product to the client for full use. You may need to have an agreement for training or maintenance for a period of time. If you were building a product, you may have to hand over the technical specs. If you built a building, there may be an agreement for who handles any maintenance issues for a period of time.
- Receiving acceptance: The client may withhold final acceptance until they are sure that the product is working correctly. They may want to provide a future date for providing final acceptance.
- Receiving benefit: This involves realizing that the project was successful and the organization is benefiting. It could be in the form of increased sales and market share, or a happy client.
- Reviewing project performance: How did the project itself go? Were there any issues? How were they handled? How was the team members’ performance?
- Final project activities: This includes documentation, cost accounting, and contracts, among others. This involves the final closeout of the documentation and booking the cost where it needs to be. Budgetary items have to be accounted for and closed out. Any leftover monies have to be put elsewhere (e.g., general budget) or moved to another project.
- Disband the project team: This may be as simple as thanking everyone for their hard work and sending them to their functional areas to work. However, many times, the PM will provide something as a more tangible thank you. For example, the team may be treated to a lunch or pizza party. The team may be given polo shirts with the team logo.
Project Termination
As we have discussed throughout this course, a project is generally considered successful if it is on time, within budget, and the client is happy. You may be able to guess the biggest reason to terminate a project. You may think that cost would be a common reason. If, for some reason, the costs are to be too high or the outcome is deemed not likely to provide a good return of investment, then the project may be terminated early.
What if the project no longer aligns with the goals or with the organization’s strategic mission? A good example of this is having projects for a specific retail arm of the business and having the board decide to sell off that group of stores. There is no need to continue those projects, right?
What if some needed supplies or technology are not always readily available? This will likely cause us to miss our deadlines. The organization may decide to revisit the project at a later time when the resources are more readily available.
What if our project takes three years to complete? Will the available technology be the same in three years? How do we stay competitive in the market if we cannot keep up with technology?
Other Considerations
It is also important to note that there may be other considerations when closing a project. There may be internal or external issues that may be emotional or intellectual in nature. For an internal, emotional example, imagine that you are a part of a very important, high-profile project. There may be a lot of stress, but the team is highly motivated. After successful completion of the project, what if you have to go back to your desk and review boring reports? You may miss the comradery and collaboration that you experienced with the team.
You may miss being a part of something important that stretches the bounds of your creativity and innovation. What do you do then? You may consider looking for a job working on project teams. How should the organization deal with this letdown?
Intellectual concerns coincide with the issues mentioned above concerning why we need to close a project. Intellectual concerns may include closing out work packages and identifying outstanding commitments. For example, if the project is terminated early, we have to consider what is left to be done, how to dispose of materials and supplies, or how to redistribute resources and materials. We may have to consider how to communicate project closing activities with external clients and suppliers. What if our organization’s competency is called into question by our clients because we have issues with our project management and successful completion of projects? What will that do to our reputation and our client’s trust in us as an organization?
Conclusion
This concludes our unit lessons. By now, you should have deep knowledge of how to plan and manage a project from start to successful completion. Project management can be found in most any organization and in any industry. Being able to manage a project is a skill that is both academic and experience-based. As you work on project teams and even manage projects, your knowledge will increase, and your skills will grow. Not only are your technical and management skills growing, but your soft skills, such as communications, teamwork, and problem-solving will have improved by participating in this course.
Suggested Unit Resources
In order to access the following resources, click the links below.
The following articles in the CSU Online Library provide some insight on project management in an organization, which was discussed in the textbook reading and the unit lesson. You are highly encouraged to view this information.
Guan, J., Liu, Q., & Peng, H. (2002). Making better project termination decisions. (Managers at work).
Research-Technology Management, 45(1). Retrieved from http://go.galegroup.com.libraryresources.columbiasouthern.edu/ps/retrieve.do?tabID=T002&resultList Type=RESULT_LIST&searchResultsType=SingleTab&searchType=BasicSearchForm¤tPositio n=1&docId=GALE%7CA82353647&docType=Article&sort=Relevance&contentSegment=ZONE- MOD1&prodId=AONE&contentSet=GALE%7CA82353647&searchId=R3&userGroupName=oran951 08&inPS=true
Von Zedtwitz, M. (2003). Post-project reviews in R&D: Only one out of five R&D projects is reviewed after termination, thereby losing important learnings. Here’s how best-practice companies conduct their reviews. Research-Technology Management, 46(5). Retrieved from http://go.galegroup.com.libraryresources.columbiasouthern.edu/ps/retrieve.do?tabID=T002&resultList Type=RESULT_LIST&searchResultsType=SingleTab&searchType=BasicSearchForm¤tPositio n=3&docId=GALE%7CA108478653&docType=Article&sort=Relevance&contentSegment=ZONE- MOD1&prodId=AONE&contentSet=GALE%7CA108478653&searchId=R3&userGroupName=oran95 108&inPS=true
Learning Activities (Nongraded)
Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit them. If you have questions, contact your instructor for further guidance and information.
Test your knowledge!
In Chapter 14 of the textbook, complete the PMP Certification Sample Questions on page 520. Answers are provided on page 521 to check your answers.
Running head: ASS COMBINED PROJECT1
ASS Combined Project
Student Name
College/University Affiliation
ASS COMBINED PROJECT
2
ASS Combined Project
1. Project Overview
This section offers a bird’s eye overview on proposed project ASS (Aerial Solar System) purpose, scope, objectives/statement of work (SOW) and business case.
1.1. Purpose & Scope
The proposed ASS aims, as noted in “Project Proposal,” to meet growing demands for energy of facilities and companies operating in remote areas. Today, more and more facilities and companies are moving away from city centers and to more remote operation areas. This shift has been initiated by growing regulatory pressures, coupled by strong environmental movements, to make cities and metropolitan areas cleaner, greener and more sustainable. The combination of rapidly changing climate conditions, growing needs for alternative energy sources, and growing public awareness of energy management and sustainability issues has, more specifically, contributed to push for walkable, more human-centered cities. Given how current cities, particularly in major developed countries, are planned and designed around business, not human, activity, most facilities and companies moving out, voluntarily or not, find out-of-city areas more challenging infrastructure-wise. This is particularly so for energy generation and management. Historically, government subsidies and conventional, non-sustainable energy management practices have enabled facilities and companies to operate profitably in and close to city boundaries. Today, more innovative solutions are required to make energy generation and management more sustainable and, for businesses, profitable – and hence ASS.
The requirements for ASS are pretty much straightforward. Initially, design specs and development criteria should be in place and in accordance to identified engineering and business
ASS COMBINED PROJECT
3
needs of facilities and companies operating (or planning to operate) in remote areas. The early design and development processes should, intuitively, by supplemented by information-gathering activities including, primarily, field surveys; in-person interviews and panel discussions; similar success/failure cases; and engineering, regulatory and business considerations.
The proposed ASS project involves a number of challenges or constraints including but may not be limited to:
* Engineering Constraints. These include existing and/or potential technical difficulties arising during design and/or development phases.
* Financing Constraints. These include funding options to provide for human and financial resources required to complete ASS from initiation to delivery.
* Regulatory Constraints. These include existing and/or potential laws, regulations and/or ordinances making introducing ASS not likely into one or more markets unless extensive lobbying efforts are performed.
* Privacy Constraints. These include privacy concerns arising from municipalities, households and/or independent home/business owners who might raise concerns about possible intrusion of ASSs into private/prohibited space.
There are, moreover, possible alternatives to carry out ASS project. First, ASS could be a whole private enterprise owned and managed by founding members. This option, or alternative, makes all profit stays for founding members yet risks, including financial risks, will be concentrated. Second, ASS could be a public private partnership (PPP) between founding members and government. This option helps promote ASS more widely, engages more stakeholders, spreads risks yet makes ASS under less control by founding members. Third, ASS
ASS COMBINED PROJECT
4
could be a community-based, co-op project funded largely by each local community’s efforts. This option gives local communities more sense of ownership, spreads risks yet is less financially viable and makes control less manageable owing to numerous stakeholders being involved.
The business case for ASS includes, as stated in “Project Proposal,” several benefits
include:
* Maintaining operations at normal levels to avoid possible delays or loss of revenue;
* Managing risk more effectively during crises;
* Freeing up emergency resources by enabling remote access to energy supply management;
* Leveling up performance by moving into smarter, digitized energy management solutions; and
* Improving organizational carbon footprint by using solar energy for operational purposes.
The key milestones for ASS project includes, as stated in “Project Proposal” phase of:
1 Design (4-6 months); (2) Manufacturing (3 months); (3) Piloting (3 months); and (4) Full Deployment (6 months). The most basic resource requirements for ASS can be classified into
Tangible and Non-Tangible Resources. The Tangible Resources include, primarily, human (e.g. Design, Manufacturing and Testing and Marketing personnel) and financial (e.g. seed investments, lending institutions and/or community funding) resources. The Non-Tangible Resources include, primarily, external expertise (particularly for design and engineering work) and legal advice (on a range of regulatory and privacy matters). The risks and concerns in ASS project are already listed above under “Purpose & Scope) subsection and are going to be revisited frequently during different project phases should need arises. For project acceptability,
ASS COMBINED PROJECT
5
initial industry surveys, supported by public opinion on sustainability matters in general, show a general acceptance of innovative, sustainable and human-centered energy management initiatives and projects.
The ASS project is motivated, initially, by a growing business need for more innovative, sustainable and profitable energy management solutions. The benefits of ASS are, as indicated above, numerous and, as shown by initial industry surveys and public opinion acceptance, pave a smoother way for project feasibility. That said, several key internal and external considerations, or forces, should be accounted for in order to confirm feasibility and sustainability of ASS. These forces include yet may change, slightly or dramatically, depending on emerging circumstances:
* Availability of Tangible and Non-Tangible Resources;
* Internal and External Coordination and Collaboration Efforts;
* Changing Regulations;
* Community Resistance on Privacy Grounds; and
* Possible Negative Campaigns by Oil and Gas Companies.
Three alternatives are possible, so far, as mentioned above: (1) Full Project Ownership,
1 PPP, and (3) Community-Based Participation. The costs and benefits for each alternative are, as noted above, center primarily on criteria of funding, stakeholder acceptability, regulatory climate and project/process control. The ASS is projected, roughly, to return on investments 3-4 years after full implementation. The returns on investment are not expected to be spread evenly across all markets and/or industry segments. Instead, some segments, particularly energy-
ASS COMBINED PROJECT
6
intensive and carbon-emission-bound industries, are more likely to contribute more to project’s overall gains, including profitability. The satisfaction of business needs could, moreover, be determined based on frequent surveys to facility managers reporting identifiable gains, financial and non-financial, during early piloting phases.
The ASS project deliverables include primarily:
* Aerial Solar System Vehicle (ASSV);
* Free Installation;
* Five Years Warranty;
* Post Sales Technical Support; and
* Annual Maintenance and Quality Assurance Service.
3. Project Organization
The ASS core personnel should include:
* Lead Design Engineer. Leads and manages design operations until blueprint delivery.
* Industrial Engineer. Manages blueprint manufacturing for limited, pilot use.
* Testing Team. Identifies, in multiple sites, any malfunctions and report any deficiencies. (The Testing Team should include, ideally, 5-6 Testers.)
* Business Development Manager. Engages business partners to use ASS.
* Marketing Manager. Promotes ASS in specific markets and/or industries.
These project members are, however, basic personnel required, primarily, for early product design, development and promotion activities. The following members are critical to maintain basic project operations and manage possible future risks:
ASS COMBINED PROJECT
7
* Project Manager. Manages overall project activities from start to finish.
* Pilot Test Manager. Supervises Testing Team. Reports to Project Manager, Lead Design Engineer and Industrial Engineer.
* Financial Manager. Oversees financial matters.
* Legal Advisor. Advises on legal matters. The project reporting structure could be as follows:
Project Manager
Marketing
Business
Legal
Lead Design
Industrial
Financial
Engineer
Engineer
Manager
Manager
Development
Advisor
Manager
50165-123825
Pilot Test
Manager
Testing
Team
1.4. Work Breakdown Structure (WBS)
Aerial Solar System Vehicle (ASSV)
2. Five Year
4. Annual
3. Post Sales
5. Quality
1. Free
Installation
Warranty
Technical Support
Maintenance
Assurance
5.1. Local
4.1. Free
1.1. Corporate
2.1. Partial
3.1. In-House
1.2. Residential
2.2. Full
3.2. Outsourced
4.2. For Charge
5.2. National
504825-1614170
5.3. International
ASS COMBINED PROJECT
8
The above deliverable and work packages merit a more detailed description in a Task
Aerial Solar System Vehicle (ASSV). This is project’s major and ultimate deliverable and is, as described in earlier documents, an air-borne solar system aimed to provided an alternative, more sustainable energy source to facilities operating in remote areas.
1 Free Installation. This is a one-time deliverable for all customers and is performed on-site free of charge.
1.1. Corporate. This work package is part of “Free Installation” deliverable, and
refers to installations performed in corporate and/or work areas as opposed to residential areas designated for non-work activities (housing, recreation, informal reunions, etc).
1.2. Residential. This is work package is part of “Free Installation” deliverable and refers to installations performed in residential areas as opposed to corporate and/or work areas designated for work-related and corporate management activities.
2 Five Year Warranty. This is an ongoing deliverable aimed to provide maintenance, post-sales and/or replacement services according to a five-year warranty mentioned in each customer’s sales contract.
2.1. Partial. This work package is part of “Five Year Warranty” deliverable and refers to a partial maintenance, post-sales and/or replacement service, free of charge, and, paid for any additional unwarranted services.
2.2. Full. This work package is part of “Five Year Warranty” deliverable and refers
to a full maintenance, post-sales and/or replacement service, free of charge, according to warranted services in contract.
ASS COMBINED PROJECT
9
1 Post Sales Technical Support. This is an ongoing deliverable aimed to provide post-sales support on technical matters due to usage, damage and/or multi-purposing.
3.1. In-House. This work package is part of “Post Sales Technical Support” deliverable and refers to in-house post sales technical support services provided by staff employed by ASS Inc. (ASS Inc., corporate owner of ASS, is currently undergoing incorporation process under applicable corporate laws.)
3.2. Outsourced. This work package is part of “Post Sales Technical Support” deliverable and refers to outsourced post sales technical support services provided by external staff employed by partners of ASS Inc.
2 Annual Maintenance. This is an ongoing deliverable aimed to provide annual maintenance, including routine and non-routine checks, on overall operability of ASS.
4.1. Free. This work package is part of “Annual Maintenance” deliverable and refers to free of charge annual maintenance services as warranted in sales contract.
4.2. For Charge. This work package is part of “Annual Maintenance” deliverable and refers to paid annual maintenance services unwarranted in sales contract.
3 Quality Assurance. This is an on-demand service deliverable provided by ASS Inc. to ensure for customers efficacy of in-place ASS components and/or upgrade to a next generation model.
5.1. Local. This work package is part of “Quality Assurance” deliverable and refers to Quality assurance services solicited by customers operating at a local scale.
5.2. National. This work package is part of “Quality Assurance” deliverable and refers to Quality assurance services solicited by customers operating at a national scale.
ASS COMBINED PROJECT
10
5.3. International. This work package is part of “Quality Assurance” deliverable and refers to Quality assurance services solicited by international customers and/or customers operating at an international scale.
The Organization Breakdown Structure (OBS) is, as shown in “ASS: Project Plan,” is reproduced below:
Project Manager
Marketing
Business
Legal
Lead Design
Industrial
Financial
Engineer
Engineer
Manager
Manager
Development
Advisor
Manager
50165-123825
Pilot Test
Manager
Testing
Team
ASS COMBINED PROJECT
1.5. Responsibility Assignment Matrix (RAM)
-3175236855
Deliverable
o
Business
P
e
Project
Lead
Financial
l
Marketing
Development
e
p
Manager
Design
Manager
Manager
WBS
Task
Manager
Code
Engineer
1
Installation
A
C
Five Year
2
Warranty
3
Post Sales
Technical
I
Support
4
Annual
I
Maintenance
* Quality
Assurance
5.3.International A
C
C
C
11
Legal
Pilot Test
Testing
Team
Advisor
Manager
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