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PROJECT CLOSURE
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GENERAL PROCESS
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Evaluation of
performance and
management of the
project.
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NORMAL
The most common circumstance for project closure is simply a
completed project.
For many development projects, the end involves handing off the
final design to production and the creation of a new product or
service line.
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PREMATURE
For a few projects, the project may be completed early with some
parts of the project eliminated.
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PERPETUAL
Some projects never seem to end.
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FAILED PROJECT
Failed projects are usually easy to identify and easy for a review
group to close down.
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CHANGED PRIORITY
Organizations priorities often change and strategy shifts
directions.
For example, during the 200810 financial crisis organizations
shifted their focus from money-making projects to cost savings
projects. The oversight group continually revises project selection
priorities to reflect changes in organizational direction.
Projects in process may need to be altered or cancelled.
Thus, a project may start with a high priority but see its rank erode
or crash during its project life cycle as conditions change.
When priorities change, projects in process may need to be altered
or cancelled.
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POST-IMPLEMENTATION EVALUATION
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POST-IMPLEMENTATION EVALUATION
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POST-IMPLEMENTATION EVALUATION
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POST-IMPLEMENTATION EVALUATION
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RETROSPECTIVE
Although the past processes have been useful for closure and
lessons learned, sadly their real value has not been exploited.
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INTERNATIONAL PROJECTS
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A domestic project is one performed in its native country for a resident firm
(a construction firm building a bridge in its state).
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ENVIRONMETAL FACTORS
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CULTURAL SHOCK
Honeymoon Gradual adjustment
You start your overseas You begin to over-
assignment with a sense come your sense of
of excitement. isolation and figure
out how to get things
done in the new
Irritability and hostility culture. You acquire a
Your initial enthusiasm new perspective of
is exhausted, and you what is possible and
begin to notice that regain confidence in
differences are greater your ability to work in
than you first imagined. the culture.
You become frustrated,
begin to lose confidence
in your abilities to
communicate and work Adaptation
effectively in the You recover from your sense of psychological disorientation and begin
different culture. to function and communicate in the new culture
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PROJECT OVERSIGHT
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1. Project selection.
2. Portfolio management.
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AGILE PROJECT
That is, the final project design is not known in great detail and is
continuously developed through a series of incremental iterations
over time.
Iterations are short time frames (time boxes) that typically last
from one to four weeks.
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AGILE PROJECT
The goal of each iteration is to develop a workable product that satisfies one or more
desired product features to demonstrate to the customer and other key stakeholders.
At the end of each iteration, stakeholders and customers review progress and re-evaluate
priorities to ensure alignment with customer needs and company goals.
Each new iteration considers the work of the previous iterations and adds new
capabilities to the evolving product to produce a next, expanded version of the product.
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AGILE PRINCIPLES
1. Focus on customer valueEmploy business-driven prioritizations
of requirements and features.
2. Iterative and incremental deliveryCreate a flow of value to
customers by chunking project delivery into small, functioning
increments.
3. Experimentation and adaptationTest assumptions early and
build working prototypes to solicit customer feedback and refine
product requirements.
4. Self-organizationTeam members decide amongst themselves
who and what should be done.
5. Continuous improvementTeams reflect, learn, and adapt to
change; work informs the plan.
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SCRUM
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SCRUM
Daily Scrum
The heartbeat of an Agile project is the daily meetings which are commonly referred to
as the Scrum. Each work day at the same time and place, team members stand in a
circle and take turns answering the following key questions:
3. What is getting in the way (blocks) you from performing your work as effectively as
possible?
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References
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