Description
famous "Finally the English phrase, but not least," can not be best describes how important the project completion stage. Being the last part of the project life cycle are often ignored even by large organizations, especially when working in a multi-project environments. They tend to move from one project to another, and the rush to finish each project because urgent and expensive resource time. Then projects the continued failure of organizations and take any corrective action, simply because they do not have time to think about what went wrong and what should be fixed in the next time. Lessons learned that can be discussed in the review of the project as part of the termination phase. Also deals with the final details of the closure of the project, and provides a natural end to all actions, including the final product is delivered. This paper identifies the reasons that finished neglected, and analysis of best practices that can strengthen its position within the business environment and to propose additional steps fully completed through the continuous improvement of the project.
project managers often know when the completion of the projects, but they have forgotten how to do this. They are very keen to complete the project, which is hardly miss the indicators of achievement. "Ideally, the project ends when he scored the goal of the project and is ready to deliver customers" (Wellace et al., 04, p156). In times of great booms and bubbles, and that senior management can order the immediate termination of costly projects. A typical example of this is in Bangkok to invest in the construction of skyscrapers, where the mostly deserted left without finishing the last floors because of the high costs (Tvede, 01, P267). Projects attached dramatically at a time can be terminated before the natural end point if they missed a crucial deadline, such as an invitation to tender. Kerzner (01, p594) adds some behavioral reasons for early termination, such as "bad morale, and human relations or labor productivity." It is known that the violent nature of early termination as well as the 'Project kill' because it "involves a serious career and economic consequences" (Futrel, D & L Scheffer Scheffer 02.1078). The project could be killed to be a difficult decision since the emotional issues create pride within the organization and the fear of being viewed as quitters blurs administrative decisions (Heerkens, 02, P229).
recognition
The reason most direct that stage filter project neglected is the lack of resources, time and budget. Although most of the organizations on the list of projects and planning for the review process officially, "members of the project team found due to work pressure themselves assigned to new projects as soon as the completion of the current project" more than once (Newell, 04). Moreover, the senior management often is the cost of the project is finished unnecessary. Sowards (05) This means that the cost and added as an effort "in the planning, contract and document review projects effective else." He draws a parallel between the cash and investments because both require starting the expenses but it can also pay dividends in the future.
human nature avoids accountability for serious flaws. So, members of the project teams and special project, which bears full responsibility manager, and avoid Not surprisingly, such criticism of their work if they can. As Kerzner (01, P110) control, "documenting successes is easy. Documenting errors is even more disturbing because people do not want their names attached errors for fear of retaliation." Thomset (02, P260) compares the review of the project with a "witch hunt," saying it could be "one of the most political and ridicule of all regulatory practices where he directed the finger to the victims (the project manager and team) by senior management." At the time that defines senior management as the main responsible for the failure of Murray (01) indicate that the project manager "must accept ultimate responsibility, regardless of the factors involved." The fair position on these different points of view raises that the purpose of the review of the project is not to find a scapegoat but to learn from the mistakes. After all, "The only real failure of projects are those that are learned nothing" (Kerzner, 04, P303).
analysis
Upon completion of the project, must be implemented in phase completed as planned. "The general rule is that the closure of the project should be no more than 2% of the total effort needed for the project" (Crawford, 02, P163). Project management literature has many different sets of procedures for the last stage of the project life cycle. Maylor (05, p345) a set of activities necessary to make a six-step, which can vary depending on the size and scope of the project:
(1). Completion
First and foremost, the project manager must make sure that this project is 100% complete. Young (03, P256) noted that at the stage Call us login "it is very common to find a number of small tasks outstanding from the first basic stages that did not end yet. They are not critical, and did not impede progress, but it must be completed." Moreover, some of the projects need ongoing service and support even after they are completed, such as information technology projects. While it is useful when such a request is part of the original statement of requirements, it is often part of the completed contract. ROSENAU and Githens (05, P300) indicate that "the contractor should offer ongoing service and support as an opportunity and not just a duty" because they can both learn from each other through the exchange of ideas.
(2). Documents
Mooz and others. Et al (03, p0) defines documentation as "any text or graphical information that describes the project outcomes." He stressed the importance of the documents that Pinkerton (03, p329), which indicates that "it is necessary that all what he learned during the implementation of the project, through the concept of initial operations, they must be captured and become assets." A detailed documentation allows for changes in the future without an extraordinary effort where all aspects of the project written down. Documentation is the key to change the well-organized than the owner, any new investor to take on the project after the completion of that organization. Ancient Thomson (05, P26) distinguishes between documents required for internal and external customers since external party usually needs documentation for audit purposes only. Despite the nature uninteresting historical data documenting, and the person responsible for this task must deal effectively with the mission.
(3). Project closure systems
must all project systems shut down in the termination phase. This includes financial systems, which must be completed all payments to suppliers or external providers and all work orders must terminate (Department of Veterans Affairs, 04, P13). "At the end of the project files, the project manager should bring records up to date and make sure all the original documents in the project files in one place" (Arora, 1995). Maylor (05, 347) suggests that "formal notice of the closure should be issued to inform staff and support other systems that no additional activities to be implemented or the charges to be progress." As a result, charges of unnecessary and can be avoided by spending and unauthorized clients will understand that he can not get the additional services at no cost.
(4). Project Comments
review of the project comes usually comes after the closure of all project systems. It is the bridge between two of the projects that come one after another. Review of the draft transfer of knowledge not only tangible, such as digital data in terms of cost and time, but also tacit knowledge which is hard to document. "Know-how" and more important, "know-why 'passed on to future projects in order to eliminate the need for project managers to" reinvent the wheel "from scratch every time you start a new project. Re-use tools and expertise that exists can be expanded to teams of different project from the same organization for the promotion of the project results (Bucero, 05). review has a totalitarian character that the investigation into the impact of the project on the environment as a whole. auditing can also be helpful, but it is focused on the interior of the organization. This should be planning the reviews include the right time and place for the workshops and the most important people who will be invited. and choose the right people for the review of enhancing the value of the meeting, and help the learning process while there is objective criticism not only by the members of the team but also of neutral external auditor. It should be the outcome of this review the final report which will be submitted to the senior management of the project sponsor and the party. Leighton (03) also notes that "often just the display for a review of the project team is forced to think and solve many of the problems publicly exposing the state of their work."
(5). The project team solution
before re-staff the distribution of other resources, and provides a stage Contact Us login excellent opportunity to assess the efforts, commitment and results of each team member individually. And should be completed outside the ordinary performance in public and symbolic rewards can be awarded for innovation and creativity (Gannon, 1994). This process can be vital to the satisfaction of the team and can improve the commitment for future projects (Reed, 01). You can review the project in the form of a reflective process, as shown in the following figure, where the project "History and serious managers reflect on their work in order to improve their management skills and performance" (toilet, 02). It can also be applied in the project teams problematic to identify the roots of potential conflicts and bring them to an open discussion.
ignore the point of view created a solution to the project team as soon as possible to avoid unnecessary expenses, Meredith and Mandel (03, P660) means that it is better to wait as much as you can for two main reasons. First, it helps to reduce the frustration that may generate reassignment of one of the team members with a negative outlook. Second it keeps the attention and professionalism of the members of the team as high as is common ground during the final stages, it is likely that some slacking appear.
(6). Reza stakeholders
PMI PMBOK (04, P102) knows that the "actions and activities necessary to make sure that the project has met all sponsor, and customer requirements of other stakeholders." These measures would be the final presentation of the project review, which include all the important information that should be disseminated to stakeholders. And this information can include a timetable shows the progress of the project from beginning to end, and the milestones that were met or missed, and the problems faced by the financial and supply shortly. And display well prepared and focused on the strong aspects of the projects can cover some of the defects of the stakeholders and make failure look unexpected success.
The following steps
even when the customer accepts the final delivery of the product or service with a formal sign off (Dvir, 05), should not finish the stage to be seen as an attempt to get rid of the project. Instead, the key issue at this stage is "to develop the possibilities of business development follow-up of accomplished project" (Barkley and Saylor, 01, p214). Thus, the project could produce customer value partnerships that will expand business opportunities for the organization. Being the last phase, the completion of the project plays a crucial role in the satisfaction sponsor because it is common ground that the last impression is the one who remains end up in people's minds.
continuous improvement is the idea that we often hear should be involved recent workshops contract and review it. The idea behind this theory is that companies have to find new ways to maintain a competitive advantage in order to be among the leading companies in the market. To do this, you must have a systematic approach to well-organizational learning, which in the project-based companies achieved in the review of the project. Most Garratt (1987 in Kempster, 05) on the importance of organizational learning say that it "is not a luxury, it is how organizations discover their future." Organizational learning with Kerzner linking (01, p111) five factors for continuous improvement enable us to determine a systematic approach to understanding projects.
This approach can be implemented in Phase Contact Us login with systematic reviews of each of the factors mentioned above. So, you can close the project receive the attention it deserves and really be continuous within the organization to improve a powerful way. Finally, the project completion stage must be associated with PMI model for organizational maturity Project Management (OPM3) where the lessons learned from the valuable one project to other projects of the same program too in order to achieve the highest rise in project management maturity.
References
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