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CLOSING-PROCESS-GROUP.pptx

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CLOSING-PROCESS-GROUP.pptx

  1. 1. Reporter SANTOS, ALGINALYN V. MPA 209 – Project Planning and Development CLOSING PROCESS GROUP Know what went wrong and Final Lesson learned Prof. Josefina Bitonio, DPA
  2. 2. REPORTER: SANTOS, ALGINALYN V. WHAT IS PROJECT CLOSING? “The Project Closing Process Group consists of those processes performed to conclude all activities across all Project Management Process Groups to formally complete the project, phase, or contractual obligations. This process group, when completed, verifies that the defined processes are completed within all of the Process Groups to close the project of phase, as appropriate, and formally establishes that the project or project phase is complete” (2013, p. 57)
  3. 3. REPORTER: SANTOS, ALGINALYN V. This process group confirms that the stated processes are performed within all Process Groups to close the project. It Checks that the prescribed processes are completed within all of the process groups to conclude the project The project if formally ended with the team and agreed with the project sponsor or client during the closing phase PROJECT CLOSING
  4. 4. REPORTER: SANTOS, ALGINALYN V. At first, the three points above may seem like “de-facto” or natural by- products of the last phase of a project Assurance that all the work has been completed, Assurance that all agreed-upon project management processes have been executed, and Formal recognition of the completion of a project— everyone agrees that it is completed. PROJECT CLOSING
  5. 5. REPORTER: SANTOS, ALGINALYN V. WHY IS PROJECT CLOSING IMPORTANT? INITIATION PLANNING EXECUTION MONITORING CONTROLLING PROJECT CLOSING Serves an important purpose for the organization and helps it avoid unfavorable and adverse scenarios.
  6. 6. REPORTER: SANTOS, ALGINALYN V. WHY IS PROJECT CLOSING IMPORTANT? Helps to provide dedicated support resources Confirmation of the Goals being Satisfied Avoid iterations in future projects Capturing the Knowledge Allot experts to own and maintain the solution Sense of accomplishment and closure Avoid incomplete tasks and deliverables Tightening Loose Ends
  7. 7. REPORTER: SANTOS, ALGINALYN V. HOW DO YOU KNOW WHEN THE PROJECT IS DONE? There is no ideal ‘correct’ solution because any of these might be followed, and something could have slipped through the cracks Depending on the project, the customer, and potentially any stipulations agreed to upon kickoff The scope will assist in defining the outcome, and tracked will aid in ensuring that they are met
  8. 8. REPORTER: SANTOS, ALGINALYN V. PROJECT CLOSURE PROCESS The process of completing all activities for a project, phase, or contract is known as closing the project or phase PROJECT CHARTER PROJECT MANAGEMENT PLAN 1 2 INPUT
  9. 9. REPORTER: SANTOS, ALGINALYN V. PROJECT CLOSURE PROCESS PROJECT DOCUMENTS ACCEPTED DELIVERABLES 3 4 1. Assumption Log 2. Based on Estimates 3. Change Log 4. Issue Log 5. Milestone List 6. Project Communication 7. Quality Control Measurements 8. Quality Reports 9. Risk Register BUSINESS DOCUMENTS 5 AGREEMENTS 6 PROCUREMENT DOCUMENTATION 7 ORGANIZATIONAL PROCESS ASSETS 8
  10. 10. REPORTER: SANTOS, ALGINALYN V. PROJECT CLOSURE PROCESS MEETINGS DATA ANALYSIS EXPERT JUDGEMENT TOOLS & TECHNIQUES
  11. 11. REPORTER: SANTOS, ALGINALYN V. PROJECT CLOSURE PROCESS PROJECT DOSUMENTS UPDATES FINAL PRODUCTS, SERVICE TRANSITION PROJECT DOCUMENTS UPDATES ORGANIZATIONAL PROCESS ASSETS UPDATES OUTPUT
  12. 12. REPORTER: SANTOS, ALGINALYN V. What damage can happen to the time, effort, and credibility of the project management team? If a project is not closed properly, the project management team and the project team's efforts, time, and credibility may be negatively perceived for matters that are not their fault or responsibility.
  13. 13. REPORTER: SANTOS, ALGINALYN V. EXAMPLE The Never Ending Project Many organizations have undertaken projects that, despite fulfilling all of their scope and quality obligations, have continued to be perceived by the rest of the organization as projects. The Orphan Product Another result of inadequate project closure is the lack of a proper hand over or transition of the project deliverables to business as usual (or operations)..
  14. 14. REPORTER: SANTOS, ALGINALYN V. How project closing can lead to exponential value through lessons learned Because projects are progressively elaborated, project management teams are not exposed to the whole project until it is completed. The uniqueness of the experience presents the project team with plenty of knowledge, that, if not recorded may be lost by both the team and the organization. Recording lessons learned—a key component of project closing—allows the organization to record, maintain, and reuse lessons learned for future projects.
  15. 15. REPORTER: SANTOS, ALGINALYN V. HOW PROJECT CLOSING CAN SUPPORT MY PROJECT MANAGEMENT CAREER ESTABLISH CONSENSUS THAT THEIR WORK IS EFFECTIVE AND COMPLETE LEARN FROM THEIR EXPERIENCES. AVOID UNFAVORABLE SITUATIONS FOR THE ORGANIZATION, AND All three can be achieved through comprehensive project closing. A project manager who fails to conduct thorough project closing can leave the organization liable for compliance, or liable to a third party for payment, or even portray an image of incompetence because the project seems never to end.
  16. 16. REPORTER: SANTOS, ALGINALYN V. PURPOSE OF THE CLOSING PROCESS GROUP Verify that the defined processes are completed; Obtain acceptance by the customer or sponsor to formally close the project or phase Conduct post- project or phase- end review and document lessons learned Update organizational process assets This phase represents the completion of a project. A project manager holds a meeting which is at times referred to as “post mortem” to analyze what went excellent in a project, recognize valuable team members, and figure out project failures.
  17. 17. REPORTER: SANTOS, ALGINALYN V. CHARACTERISTICS OF THE CLOSING PROCESS GROUP PROBABILITY OF COMPLETING THE PROJECT IS HIGHEST RISK OF THE PROJECT IS AT ITS LOWEST LEVEL STAKEHOLDERS HAVE THE LEAST AMOUNT OF INFLUENCE IN THE PROJECT COSTS ARE SIGNIFICANTLY LOWER DURING THIS PROCESS
  18. 18. REPORTER: SANTOS, ALGINALYN V. TASKS IN THE CLOSING PROCESS GROUP OBTAIN FINAL ACCEPTANCE OF THE PROJECT DELIVERABLES TRANSFER THE OWNERSHIP OF DELIVERABLES OBTAIN FINANCIAL, LEGAL, AND ADMINISTRATIVE CLOSURE CREATE AND DISTRIBUTE A FINAL PROJECT REPORT IDENTIFY, DOCUMENT, AND COMMUNICATE LESSONS LEARNED ARCHIVE AND RETAIN PROJECT RECORDS RELEASE PROJECT RESOURCES
  19. 19. REPORTER: SANTOS, ALGINALYN V. PROJECT CLOSURE BEST PRACTICE PROJECT DELIVERABLES TRANSFER CONTRACTS ARE COMPLETED ANALYSIS AND ARCHIVING OF PROJECTS RESOURCES BEING RE-PRIORITIZED REVIEW ALL CONTRACT DOCUMENTATION 1 2 3 4 5
  20. 20. REPORTER: SANTOS, ALGINALYN V. REFERENCE https://mudassiriqbal.net/closing-process-group/?fbclid=IwAR1aTfRm2- 0BsLO6pdOH0wxMfDdmOd2F6EkcjYvF0sQwQ17Rouqp_FnNnuE https://www.pmi.org/learning/library/importance-of-closing-process-group 9949?fbclid=IwAR3cajwjsEa7rtn87hormK5UGbxqJADqjl21f3G2XPK2IewjD9H9tW6h 2xk https://www.youtube.com/watch?v=HFAMfscmtYg
  21. 21. REPORTER: SANTOS, ALGINALYN V. “You may delay, but time will not.” ~ Benjamin Franklin THANK YOU

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