暨南大学项目管理chapter 14 project closure

管理学院

SchoolofManagement佟瑞EdwardTong，

MPM，MBA2026/5/51EdwardTong@CopyrightreservedJinanUniversityWhereWeAreNow14–3MajorTasksofProjectClosureEvaluateiftheprojectdeliveredtheexpectedbenefitstoallstakeholders.Wastheprojectmanagedwell?Wasthecustomersatisfied?Assesswhatwasdonewrongandwhatcontributedtosuccesses.Identifychangestoimprove

thedeliveryoffutureprojects.14–4ProjectMonitoringActivitiesAreviewofwhytheprojectwasselected.Areassessmentoftheproject’srole

intheorganization’spriorities.Acheckontheorganizationalculturetoensureitfacilitatesthetypeofprojectbeingimplemented.Anassessmentofhowwelltheprojectteamisfunctioningwellandifitsisappropriatelystaffed.Acheckonexternalfactorsthatmightchange

wheretheprojectisheadingoritsimportance.Areviewofallfactorsrelevanttotheproject

andtomanagingfutureprojects.14–5ProjectClosureandReviewDeliverablesFIGURE14.114–6ProjectClosureTypesofProjectClosureNormalPrematurePerpetualFailedProjectChangedPriorityClose-outPlan:QuestionstobeAskedWhattasksarerequiredtoclosetheproject?Whowillberesponsibleforthesetasks?Whenwillclosurebeginandend?Howwilltheprojectbedelivered?14–7Wrap-upClosureChecklistTABLE14.114–8ImplementingClosedownGettingdeliveryacceptance

fromthecustomer.Shuttingdownresources

andreleasingtonewuses.Reassigningprojectteammembers.Closingaccountsandpayingallbills.Evaluatingtheprojectteam,projectteammembers,andtheprojectmanager.14–9CreatingtheFinalReportExecutiveSummaryProjectgoalsmet/unmetStakeholdersatisfaction

withprojectUserreactionstoquality

ofdeliverablesAnalysisProjectmissionandobjectiveProceduresand

systemsusedOrganizationresources

usedRecommendationsTechnicalimprovementsCorrectiveactionsLessonsLearnedRemindersRetrospectivesAppendixBackupdataCriticalinformation14–10ProjectPerformanceEvaluationsReasonsforPoor-QualityProjectPerformanceEvaluations:Evaluationsofindividualsarelefttosupervisorsoftheteammember’s

homedepartment.Typicallymeasureteamperformanceonlyontime,cost,andspecifications.14–11Pre-ImplementationConditions:TeamArestandardsandgoalsformeasuringperformanceclear,challenging,andattainable?Leadtopositiveconsequences?Areresponsibilitiesandperformancestandardsknown

byallteammembers?Areteamrewardsadequate?Managementbelievesteamsareimportant?IsthereacareerpathforsuccessfulprojectmanagersDoestheteamhavediscretionaryauthoritytomanage

short-termdifficulties?Isthereahighleveloftrustwithintheorganizationculture?Aretherecriteriabeyondtime,cost,andspecifications?14–12SampleTeamEvaluationandFeedbackSurveyTABLE14.214–13ProjectPerformanceEvaluation:IndividualPerformanceAssessmentResponsibilities:Functionalorganizationorfunctionalmatrix:theindividual’sareamanager.Theareamanagermaysolicittheprojectmanager’sopinionoftheindividual’sperformanceonaspecificproject.Balancedmatrix:theprojectmanagerandtheareamanagerjointlyevaluateanindividual’sperformance.Projectmatrixandprojectorganizations:theprojectmanagerisresponsibleforappraisingindividualperformance.14–14ConductingPerformanceReviewsBeginbyaskingtheindividualtoevaluatehisor

herownperformance.Avoiddrawingcomparisonswithotherteammembers;rather,assesstheindividualintermsofestablishedstandardsandexpectations.Focuscriticismonspecificbehaviorsratherthan

ontheindividualpersonally.Beconsistentandfairintreatmentofallteammembers.Treatthereviewasonepointinanongoingprocess.14–15IndividualPerformanceAssessmentMultiraterappraisal(“360-degreefeedback)Involvessolicitingfeedbackconcerningteammembers’performancefromallofthepeople

thattheirworkaffects.Projectmanagers,areamanagers,peers,subordinates,andcustomers.14–16RetrospectivesLessonsLearnedAnanalysiscarriedoutduringandshortlyaftertheprojectlifecycletocapturepositiveandnegativeprojectlearning—“whatworkedandwhatdidn’t?”GoalsofRetrospectivesToreuselearnedsolutionsTostoprepetitivemistakes14–17Retrospectives(cont’d)BarrierstoOrganizationalLearningLackofpost-projecttimefordevelopinglessonsNopost-projectdirectionorsupportforteamsLessonsbecomeblamesessionsLessonsarenotappliedinotherlocationsOrganizationalculturedoesnotrecognize

valueoflearning14–18TheValueofRetrospectiveAnalysesMakingRetrospectivesEffective:Useanindependentfacilitatortoguidetheprojectteamthroughtheanalysisprojectactivities.Includeaminimumofthreein-processlearninggatesduringthelifeprojectcycle.Designateateammemberasownerforeachpointintheretrospective.Developaneasy-to-uselearningrepositorytoensurefutureutilizationofretrospectivelessons.Mandateuseofretrospectivesaspartofthenormalprocessforallprojects.14–19CharacteristicsofaFacilitatorNodirectinvolvementordirectinterestintheproject.PerceivedasimpartialandfairRespectofseniormanagementandotherprojectstakeholders.Willingnesstolisten.Independenceandauthoritytoreportresultswithoutfearofrecriminationsfromspecialinterests.Perceivedashavingthebestinterestsoftheorganizationinmakingdecisions.Broad-basedexperienceintheorganizationorindustry.14–20InitiatingtheRetrospectiveReviewHaveautomatictimesorpointswhenreviewswill

takeplace.Avoidsurprises.ConductreviewscarefullyandwithsensitivityReviewstaffmustindependentfromtheproject.Reviewreportsneedtobeusedandaccessible.ReviewssupportorganizationalcultureProjectclosuresshouldbeplannedandorderly.Certain“coreconditions”mustbeinplacetosupportteamandindividualevaluation.Conductindividualandteamevaluationsseparatefrompayormeritreviews.14–21TheRetrospectivesProcessFIGURE14.214–22ConductingaRetrospectiveAnalysisInitiationandStaffingDataCollectionandAnalysisReporting14–23ProjectProcessReviewQuestionnaireTABLE14.3Weretheprojectobjectivesandstrategicintentoftheprojectclearlyandexplicitlycommunicated?Weretheobjectivesandstrategyinalignment?Werethestakeholdersidentifiedandincludedintheplanning?Wereprojectresourcesadequateforthisproject?Werepeoplewiththerightskillsetsassignedtothisproject?Weretimeestimatesreasonableandachievable?Weretherisksfortheprojectappropriatelyidentifiedandassessedbeforetheprojectstarted?Weretheprocessesandpracticesappropriateforthistypeofproject?Shouldprojectsofsimilarsizeandtypeusethesesystems?Why/whynot?Didoutsidecontractorsperformasexpected?Explain.Werecommunicationmethodsappropriateandadequateamongallstakeholders?Explain.Isthecustomersatisfiedwiththeprojectproduct?Arethecustomersusingtheprojectdeliverablesasintended?Aretheysatisfied?Weretheprojectobjectivesmet?Arethestakeholderssatisfiedtheirstrategicintentshavebeenmet?Hasthecustomerorsponsoracceptedaformalstatementthatthetermsoftheprojectcharterandscopehavebeenmet?Wereschedule,budget,andscopestandardsmet?Isthereanyoneimportantareathatneedstobereviewedandimprovedupon?Canyouidentifythecause?14–24OrganizationalCultureReviewQuestionnaireTABLE14.4Wastheorganizationalculturesupportiveforthistypeofproject?Wasseniormanagementsupportadequate?Werepeoplewiththerightskillsassignedtothisproject?Didtheprojectofficehelporhindermanagementoftheproject?Explain.Didtheteamhaveaccesstoorganizationalresources(people,funds,equipment)?Wastrainingforthisprojectadequate?Explain.Werelessonslearnedfromearlierprojectsuseful?Why?Where?Didtheprojecthaveaclearlinktoorganizationalobjectives?Explain.Wasprojectstaffproperlyreassigned?WastheHumanResourcesOfficehelpfulinfindingnewassignments?Comment.14–25ArchivingRetrospectivesClassifyingofProjects:ProjecttypeSizeStaffingTechnologylevelStrategicorsupportIssuesandproblemsProjectmissionandobjectivesProceduresandsystemsusedOrganizationresourcesused14–26KeyTermsLessonslearnedOrganizationevaluationPerformancereviewProjectclosureProjectevaluationProjectfacilitatorRetrospectiveTeamevaluation360-degreereview14–27Appendix14.1ProjectCloseoutChecklistProjectCloseoutChecklist14–29Appendix14.2EuroConversion—ProjectClosureChecklistEuroConversion—ProjectClosureChecklist14–311.Themostcommoncircumstanceforprojectclosureissimplya________project.

A.

Completed

B.

Overdue

C.

Overbudget

D.

Underachiveing

E.

Alltheabovearecorrect2026/5/5EdwardTong@CopyrightreservedJinanUniversity322.Whatisnotawrap-upclosureactivity?

A.

Facilities

B.

Vendors

C.

Customer

D.

Profitreport

E.

Report2026/5/5EdwardTong@CopyrightreservedJinanUniversity333.

__________oflessonslearnedaredesignedtoimproveperformanceoncurrentandfutureprojects.

A.

Retrospectives

B.

Correctiveactionplans

C.

Introspective

D.

Culmination

E.

Evolution2026/5/5EdwardTong@CopyrightreservedJinanUniversity344.

Thecontentofthefinalreporttypicallyincludesthefollowingtopics:

A.

Lessonslearned

B.

Reviewandanalysis

C.

Recommendations

D.

Executivesummary

E.

Alltheabovearecorrect

2026/5/5EdwardTong@CopyrightreservedJinanUniversity355.Whentheprojectmaybecompletedearlywithsomepartsoftheprojecteliminatedthisisconsideredtobe___________closure.

A.

Normal

B.

Premature

C.

Perpetual

D.

ChangedPriority

E.

FailedProject2026/5/5EdwardTong@CopyrightreservedJinanUniversity366.

Thistypeofclosureoccurswhentheprojectmayneverseemtoend.Thisisconsideredtobe___________closure.

A.

Normal

B.

Premature

C.

Perpetual

D.

ChangedPriority

E.

FailedProject2026/5/5EdwardTong@CopyrightreservedJinanUniversity377.Manyprojectswillfailbecauseofcircumstancesbeyondthecontroloftheprojectteamiscalled:

A.

Normal

B.

Premature

C.

Perpetual

D.

FailedProject

E.

ChangedPriority2026/5/5EdwardTong@CopyrightreservedJinanUniversity388.Whenaprojectmaystartwithahighprioritybutseeitsrankerodeorcrashduringitsprojectlifecycleasconditionschangethisisanexampleof:

A.

Normal

B.

Premature

C.

Perpetual

D.

FailedProject

E.

ChangedPriority2026/5/5EdwardTong@CopyrightreservedJinanUniversity399.

Implementingclosedownincludesthefollowingmajoractivitiesexcept:

A.

Gettingdeliveryacceptancefromthecustomer.

B.

Shuttingdownresourcesandreleasingtonewuses.

C.

Closingaccountsandseeingallbillsarepaid.

D.

E-mailtheprojectteamthattheprojectiscomplete.

E.

Creatingafinalreport.2026/5/5EdwardTong@CopyrightreservedJinanUniversity4010.WhichisnotpartoftheteamportionoftheWrap-upclosurechecklist?

A.

Hasascheduleforreducingprojectstaffbeendevelopedandaccepted?

B.

Hasstaffbeenofferedoutplacementservicesandcareercounselingactivities?

C.

Haveperformancereviewsforteammembersbeenconducted?

D.

Hasstaffbeenreleasedornotifiedofnewassignments?

E.

Allareincluded.2026/5/5EdwardTong@CopyrightreservedJinanUniversity4111.

UnderwhichheadingoftheWrap-upclosurechecklistshouldthequestion"Hasanin-depthprojectreviewandevaluationinterviewwiththecustomerbeenconducted?"beanswered.

A.

Team

B.

Vendors/contractors

C.

Customer/Users

D.

Equipmentandfacilities

E.

Profitandlossstatement2026/5/5EdwardTong@CopyrightreservedJinanUniversity4212.

UnderwhichheadingoftheWrap-upclosurechecklistshouldthequestion"Haveprojectaccountsbeenfinalizedandallbillingclosed?"beanswered.

A.

Team

B.

Vendors/contractors

C.

Customer/Users

D.

Equipmentandfacilities

E.

Profitandlossstatement

2026/5/5EdwardTong@CopyrightreservedJinanUniversity4313.

Releasingtheprojectteamtypicallyoccurs_________duringtheclosurephase.

A.

Gradually

B.

Rarely

C.

Withoutbombast

D.

Rapidly

E.

Allatonce2026/5/5EdwardTong@CopyrightreservedJinanUniversity4414.IntheSnapshotfromPractice,NewBallsGoesFlatinNBA,isanexampleofaprojectgonewrongwhenthe_______is/arenotconsulted.

A.

Manufacture

B.

Equipmentandfacilitiesmanagers

C.

End-users

D.

Projectmanager

E.

TheFans2026/5/5EdwardTong@CopyrightreservedJinanUniversity4515.

Closingout_________isoftenmessyandfilledwithuntiedends.

A.

Projectreviewmeetings

B.

Reports

C.

Invoices

D.

Teams

E.

Contracts2026/5/5EdwardTong@CopyrightreservedJinanUniversity4616.Informationontheprojecttype,size,numberofstaff,andtechnologylevelwouldbeincludedinwhichsectionoftheauditreport?

A.

Analysis

B.

Recommendations

C.

Classificationofproject

D.

Lessonslearned

E.

Strategicobjectives2026/5/5EdwardTong@CopyrightreservedJinanUniversity4717.Projectmissionandobjectives,proceduresandsystemsused,andorganizationresourcesusedtypicallyappearinthe_____sectionofthefinalprojectreport.

A.

Analysis

B.

Recommendations

C.

Classificationofproject

D.

Lessonslearned

E.

Strategicobjectives2026/5/5EdwardTong@CopyrightreservedJinanUniversity4818.

Itemstechnicalinnatureandfocusonsolutionstoproblemsthatsurfacedwouldtypicallyappearinthe_____sectionofthefinalprojectreport.

A.

Analysis

B.

Recommendations

C.

Classificationofproject

D.

Lessonslearned

E.

Strategicobjectives2026/5/5EdwardTong@CopyrightreservedJinanUniversity4919.Thesectionofthefinalprojectreportthatnewprojectteamsarelikelytofindmostusefulisthe:

A.

Analysis

B.

Recommendations

C.

Classificationofproject

D.

Lessonslearned

E.

Strategicobjectives2026/5/5EdwardTong@CopyrightreservedJinanUniversity5020.Correctiveactionsthatshouldtakeplace(suchasshiftingtomoreresilientbuildingmaterial)wouldtypicallyappearinthe_____sectionofthefinalprojectreport.

A.

Analysis

B.

Recommendations

C.

Classificationofproject

D.

Lessonslearned

E.

Strategicobjectives2026/5/5EdwardTong@CopyrightreservedJinanUniversity5121.IntheSnapshotfromPractice,theresultsofanalyzingtheKatrinahurricaneresultedinanewevaluationplanfrom:

A.

Thestatelegislature

B.

ThegovernorofLouisiana

C.

ThecityofNewOrleans

D.

TheRedCross

E.

Thenationalguard

2026/5/5EdwardTong@CopyrightreservedJinanUniversity5222.

Themostcommoncircumstanceforprojectclosureis:

A.

Prematurecompletionwithsomefeatureseliminated

B.

Projectcompletionmeetingcosts,schedule,andquality

C.

Projectcompletionaftermodificationofcosts,schedule,orquality

D.

Projectterminationduetotechnicaldifficulties

E.

Perpetualprojectsthatseemtogoonandonbeforecompletion

2026/5/5EdwardTong@CopyrightreservedJinanUniversity5323.

Projectclosurescanfallintoallofthefollowingcategoriesexcept:

A.

Premature

B.

Perpetual

C.

Failed

D.

Changedpriority

E.

Allofthesearecategoriesforprojectclosure

2026/5/5EdwardTong@CopyrightreservedJinanUniversity5424.

IntheResearchHighlight,Chaos:SoftwareProjects,thecriterionwhichwasdeemedthemostimportantforprojectsuccesswas

A.

Realisticexpectations

B.

Hard-working,focusedstaff

C.

Userinvolvement

D.

Properplanning

E.

Clearvisionandobjectives2026/5/5EdwardTong@CopyrightreservedJinanUniversity5525.

____________beginswithareviewofthestrategicintentoftheproject,selectioncriteria,projectcharter,projectobjectives,projectscope,andacceptancecriteria.

A.

ProcessReview

B.

ProjectOverview

C.

Analysis

D.

Recommendations

E.

Dir