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Handout 5-1

Project Closeout
Solution

Project closeout activities


1. Ensure all terms of the agreement have been met.
2. Release the technical environment.
3. Release staff.
3.1. Debrief staff before releasing them.
3.2. Collect documentation.
3.3. Reallocate assets.
4. Close out subcontracts.
5. Compile lessons learned.
6. Submit intellectual capital.
7. Solicit feedback from team members, suppliers, sponsors, customers, managers.
8. Provide feedback summary to the resource managers.
8.1. Areas of performance improvement.
8.2. Areas of significant contributions.
8.3. Recommend team members who should receive awards.
9. Identify documents to be added to the project control book
10. Personally thank each person on the project prior to releasing them.

Intellectual capital
y Lessons learned
y Web templates
y Test plan and scripts

Lessons learned
y The project manager was not brought on to the project until just before the client was to sign the
contract. Earlier involvement could have avoided many of the planning issues that occurred later in
the project.
y The IBM multimedia team missed a revenue opportunity by only having a limited number of web
templates. They should use the intellectual capital from this project to expand their templates.
y Brief the project team members on how they should conduct themselves when in the C&S
headquarters building.
y Recommendations for the regular status report:
y Include the WBS ID when reporting progress against tasks
y Check for inconsistencies between the status report, time sheets and the project schedule before
sending it out.
y Decompose tasks into 40-80 hour tasks. This will help monitor and manage these critical tasks to
completion.
y Add a resources column to the schedule.
y Add a section for project risks to ensure they are reviewed and managed on a continuous basis.
y Don’t let the schedule get so far behind before taking action and adjusting the plan.
y Project charter recommendations:
y Decision making should be done by consensus agreement when possible, but it should be clarified
that the PM makes the ultimate decisions about the project.
y The intent for the project manager to keep copies of all project correspondence and distribute as
appropriate will create a communications bottle neck and slow project progress. It is
recommended that the statement focus on correspondence regarding project status, changes in
triple constraints, etc.
y The standard workweek is 40 hours, but it should be clarified what the normal work day hours are
too. For example, the C&S project manager wants to see busy IBMer during his business day. If
flex time is OK, this should be stated and the C&S project manager needs to be aware of it.
y Add a question in the customer interview guide to ask if training should be computer based or
traditional classroom.

© Copyright IBM Corporation 2007 REPM Mod 5 Case Study Solution Page 1 of 2
All rights reserved.
Handout 5-1
Project Closeout
Solution

Follow-on opportunities
y Post launch support outsourcing
y Post launch support maintenance labor saving enhancements
y Stay in touch with the C&S IT manager and C&S project manager, and monitor the online catalog
traffic and throughput. There may be significant opportunities to upgrade the system to provide
greater capacity.

© Copyright IBM Corporation 2007 REPM Mod 5 Case Study Solution Page 2 of 2
All rights reserved.

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