Slide SIF322 Project Closure Evaluation

(1)

Information Technology Project

Management

By

Denny Ganjar Purnama, MTI

Universitas Pembangunan Jaya

(2)

Learning Objectives

• _{Describe the three tactical approaches to information implementation}

and installation:

(1) direct cutover (2) parallel (3) phased

. Compare the

advantages and disadvantages

of each approach.

• _{Describe the processes associated with project closure to ensure that}

the project is closed in an orderly manner.

(3)

(4)

Project Implementation

• _{Focuses on installing or delivering the project’s major deliverable – the information system}

that was built or purchased

• _{Three general tactical implementation plans:}

• _{Direct cutover} • _Parallel

(5)

Direct Cutover

(6)

Direct Cutover

• _{Old system is shut down and new turned on}

• _{May be appropriate when :}

• _{Quick delivery critical}

• _{Old system so poor it must be replaced ASAP}

• _{System not mission critical}

• _{Risks associated with direct cutover:}

• _{Not always painless – like walking a tightrope without a safety net.}

• _{May result in major delays, frustrated users, lost revenues, and missed}

deadlines

(7)

Parallel

(8)

Parallel

• _{Old and new systems run concurrently}

• _{May be appropriate when problems or the failure of the system can}

have a major impact on the organization

• _{Provides a safety net or backup in case of problems}

• _{Can increase confidence in the new system}

(9)

Phased

(10)

Phased

• _{System is introduced in modules or in different parts of the organization}

incrementally

• _{Allows for an organized and managed approach for implementing system modules}

or a system/upgrades in different departments or geographical locations

• _{Experience with early implementation can guide and make later implementations}

go more smoothly

• _{Takes longer and may cost more than the direct cutover approach}

• _{Problems encountered during early phases can impact the overall implementation}

(11)

Administrative Closure

• _{Normal – as planned}

• _{Premature – early even if not complete} • _{Perpetual – runaway, never ending}

• _{Failed – unsuccessful – cost of completion outweigh the benefits}

(12)

Realities of Project Closure

• _{Team members are concerned about future jobs} • _{Bugs still exist}

• _{Resources are running out}

• _{Documentation becomes important}

(13)

Administrative Closure

• _{The Final Project Report includes}

• _{Project Summary}

• _{Comparison of Planned versus Actual} • _{Outstanding Issues}

(14)

Administrative Closure

• _{The Final Meeting and Presentation}

• _{Communicates that the project is over}

• _{Formally transfers the system from the team to the organization} • _{Acknowledge contributions}

(15)

Administrative Closure

• _{Closing the Project – requirements include:}

1. Verifying that all deliverables and open items are complete.

2. Verifying the project sponsor or customer’s formal acceptance of the project. 3. Organizing and archiving all project deliverables and documentation.

4. Planning for the release of all project resources (i.e., project team members, technology, equipment, facilities, etc.).

5. Planning for the evaluations and reviews of the project team members and the project itself.

6. Closing of all project accounts.

(16)

(17)

Individual Performance Review

• _{Begin with the Individual evaluating his/her performance}

• _{Don’t review others, ask them on how they want to be evaluated}

• _{Avoid “Why can’t you be more like...”}

• _{We may misjudge a person} • _{Each individual is unique}

• _{Focus on specific behaviours, not the individual}

• _{Do not associate a behaviour with certain individual}

• _{Be consistent and fair}

• _{Having policies and procedure in place and stick with it can mitigate inconsitency and unfair evaluation}

• _{Reviews should provide a consensus on improving performance}

(18)

Postmortem Review

• _{Review the initial project’s MOV}

• _{Review the project scope, schedule, budget, and quality objectives} • _{Review each of the project deliverables}

(19)

Project Audit

• _{Conducted by outside reviewer, so it can result objective evaluation} • _{The evaluated items can be the same as Postmortem Review}

• _{It can also assess project manager and his team whether their action in professional and}

ethical manner

• _{Some qualification for auditor:}

• _{Have no direct involvement or interest in the project} • _{Be respected and viewed as impartial and fair}

• _{Be willing to listen}

• _{Present no fear of recrimination from special interest} • _{Act in the organization’s best interest}

(20)

Evaluating Project Success

• _{Conducted by project sponsor and project team}

• _{Make sure the system delivered is not altered, so it can’t give unintended adverse effect} • _{Items to be evaluated:}

• _{Did the project achieve its MOV ?} • _{Was the sponsor/customer satisfied ?} • _{Was the project managed well ?}

• _{Did the project manager and team act in a professional and ethical manner ?} • _{What was done right ?}