DQ1 - Project closure is an important, but often overlooked, step in the project management process. Identify and describe a process for project closure for your company. Analyze a scenario in which management desires to prematurely stop or terminate a project you are managing. How might this closeout process differ from a natural project closure? Evaluate the project closure process for a global or virtual team. How does this differ from the closure process for a collocated team?
DQ2 - Mature project management organizations utilize some form of knowledge-transfer process to impart lessons learned. Identify and describe a process for collecting lessons learned for a project at your company. Suppose you have a long project (multiyear) with a 10% change over of project team members. How would you recommend collecting lessons learned in that situation? Evaluate the lesson-learned process in an organization you are familiar with and recommend constructive changes to the process. Why have you recommended these changes? Explain your rationale for each recommendation.
DQ3 - Answer the following based on the assigned reading in Ch. 9 of the Project Management Workbook and PMP®/CAPM® Exam Study Guide: What are two major reasons projects fail? How might you prevent failure of the project?
3 Slides with presentation Notes min 200 words each.
Use the Project charter and project management plan developed in Week Three and Project Implementation Plan Parts 1 and 2 completed in Weeks Three and Four, and A Guide to the Project Management Body of Knowledge
Develop a presentation for final senior management review.
Include the following four main sections in your presentation:
• Section Three – Project Closure Process: Include the recommended project closure process as defined in section 4.6, titled Close Project or Phase, in A Guide to the Project Management Body of Knowledge. Remember to consider how you will do recognitions and rewards and how the team will identify its learning for future projects.
Ch. 9 of the Project Management Workbook and PMP®/CAPM® Exam Study Guide:
The Variables for Success
Project success for many managers and project teams refers to the elements of the Triple Constraint—Time (Schedule), Cost (Budget), and Scope (Quality and Performance Specifications). Success is actually more than completing the project within the triple constraint. Success depends on a systems approach to the project where all project elements, planning components, and deliverables of the project are inter-related and managed with an understanding that failure in one area will have an effect on many other areas of the project.
Establishing and communicating success criteria are two of the key responsibilities of the project manager. During the planning process, the project manager provides the team with the information needed to prepare the project plan and establish the controls to keep the project on track to achieve client satisfaction and project success. The variables for project success include:
• Setting expectations
• Planning—including the relationships with the triple constraint
• Predicting project success—through analysis and performance measurement
• Project management effectiveness
Project success in many ways depends on the actions of three key stakeholder groups: the project manager and team, the project sponsor or parent organization, and the customer or client organization—the group that will ultimately receive the final project deliverable. Assuring project success requires the following actions:
• Selecting the “right” people for the project team
• Developing commitment and a sense of “urgency” to complete the project successfully
• Obtaining the appropriate level of project manager authority and management support
• Establishing a good relationship with the client, sponsor, and team members (including functional managers)
• Creating a positive public image about the proj