prof. roy levow session 8. steps in closing a project getting client acceptance installing...
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Prof. Roy Levow
Session 8
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Steps in Closing a Project Getting Client Acceptance Installing Project Deliverables Documenting the Project Post-Implementation Audit The Final Report Celebrating Success
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Understand the steps needed to effectively close a project
Develop a closing strategy Identify the components of project
documentation Conduct a post-implementation audit Explain the significance of each post-
implementation audit question
Copyright 2007 John Wiley & Sons, Inc. Chapter 11 3
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Getting client acceptance of deliverables Ensuring that all deliverables are
installed Ensuring that the documentation is in
place Getting client sign-off on the final report Conducting the post-implementation
audit Celebrating the success
Copyright 2007 John Wiley & Sons, Inc. Chapter 11 4
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Ceremonial Acceptance Informal in that there is no accompanying sign-
off Two situations
Client has to accept deliverable by a certain date whether the deliverable meets specifications or not
Deliverable requires little or no checking Formal Acceptance
Inspection of deliverable expected Checklist
Formal sign-off before customer accepts deliverable
Copyright 2007 John Wiley & Sons, Inc. Chapter 11 5
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The product is turned on when it is delivered to the client
Copyright 2007 John Wiley & Sons, Inc. Chapter 11 6
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Five Reasons for Documentation Reference for future changes in deliverables Historical record for estimating duration and
cost on future projects, activities, and tasks Training resource for new project managers Input for further training and development of
the project team Input for performance evaluation by the
functional managers of the project team members
Copyright 2007 John Wiley & Sons, Inc. Chapter 11 7
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Project Overview Statement Project Proposal and backup data Original and revised project schedules Minutes of all project team meetings Copies of all status reports Design documents Copies of all change notices Copies of all written communications Outstanding issues reports Final report Sample deliverables (if appropriate) Client acceptance documents Post-implementation audit report
Copyright 2007 John Wiley & Sons, Inc. Chapter 11 8
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Six Questions Was the project goal achieved?
Does it do what the project team said it would do? Does it do what the client said it would do?
Was the project work done on time, within budget, and according to specification?
Was the client satisfied with the project results? Was business value realized? (Check success
criteria) What lessons were learned about your project
management methodology? What worked? What didn’t?
Copyright 2007 John Wiley & Sons, Inc. Chapter 11 9
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Overall success of the project Organization of the project Techniques used to get results Project strengths and weaknesses Project team recommendations
Copyright 2007 John Wiley & Sons, Inc. Chapter 11 10
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What Is the Critical Chain? Variation in Duration: Common Cause
versus Special Cause Statistical Validation of the Critical Chain
Approach The Critical Chain Project Management
Approach Buffers Track Record of Critical Chain Project
Management
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Explain the difference between critical path and the critical chain
Identify resource constraints and know how to resolve them
Use the critical chain approach to project management for single projects
Copyright 2007 John Wiley & Sons, Inc. Chapter 12 12
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The longest path through the project that is both task-dependent and resource-constrained
Differs from the critical path, which is the path of the longest duration
Critical Chain Project Management is the planning, scheduling, and maintenance of the critical chain
Copyright 2007 John Wiley & Sons, Inc. Chapter 12 13
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Common cause variation: “fluctuation in task duration that results from the capacity of that system affecting the task” Natural variations of the system Nothing can be done about this type of variation
Special cause variation: fluctuation is caused by a special cause external to the system Variations can be mitigated, planned for, or
avoided
Copyright 2007 John Wiley & Sons, Inc. Chapter 12 14
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Calculate the 50% duration of a task Calculate the 90% duration of a task The difference between the two is the
contingency
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Step One – Create an Early Schedule Project Network Diagram
Copyright 2007 John Wiley & Sons, Inc. Chapter 12 16
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Step Two – Convert the Early Schedule to the Late Schedule and Add Resources
Copyright 2007 John Wiley & Sons, Inc. Chapter 12 17
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Step Three – Resolve Resource Conflicts
Copyright 2007 John Wiley & Sons, Inc. Chapter 12 18
One Solution Another Solution
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“Segments of time that are placed at the end of a sequence of tasks for the purpose of protecting the schedule of those tasks.”
Types of Buffers Project: Placed at the end of the critical chain to
protect the overall project schedule Feeding: Placed at the end of a sequence of
tasks that lead into the critical chain Resource: A flag that is placed to alert a resource
when it is needed. It has no time length.
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Copyright 2007 John Wiley & Sons, Inc. Chapter 12 20
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Copyright 2007 John Wiley & Sons, Inc. Chapter 12 21
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Successes Honeywell Defense Avionics Systems: Project
schedule reduced from 13 months to 6 months Lucent Technologies: Project completed within
one year despite estimates it would take longer Harris: Industry standard for factory built and
running at 90% capacity is 46 months. Harris factory built and running at 90% capacity in 13 months
Israeli aircraft industry: Reduced aircraft maintenance from three months to two weeks
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