Project Management- MANAGEMENT: Closing LOOKINGProjects

PROJECTmanagement: Understanding pre-mature and planned Project Closures. What are the common project turbulences which trigger project closure? How do we close projects? When and who closes projects?

WHAT Our our discussion government is an underlap this and week and overlap private focusses sector of on responsibility partnerships project strate- in embark gy and on specifically fulfilling huge between project management? When capital waterfall infrastructural agile. and

does and an and underlap or When over-

Well every project must have a start date and transformational should we decide projects. the project end lap date happen and if a project in a doesn’t project? have one How then it is It probably is quite business common as usual nowadays but camouflaged

do strategy you avoid and what underlaps factors to or

somehow as a project. to consider? find failed, We challenged will by defin- or

All projects must have a start date and end date overlaps orphaned projects. of responsibility However, in but ing we are what again we reminded mean that by a project water- is a living your thing and subject to changes so we should

what is projects? important to note is expect fall turbulences and agile. to happen on the way to

that, Our project discussion success this may week be fo-

successful project completion. cusses viewed A waterfall in on twofold, project model the success project

Project turbulences can be managed governance by having risk strategy management involves strategies and procedures discrete in

which of the project I think methodology in my opinion is

place as well as change control procedures. For

project of to development stag- example one used if funds deliver the dry least up, the it will covered project be better to call and for

emphasized and es; also specification, the success aspect of in the project a pre-mature project closure rather than putting with follow-on action recommendations. to corporate, programme management or the the project on hold. Those tasked to drafting What causes pre-mature project closure? customer. contracts usually allow a clause to cater for Remember when a project is chartered, a In Agile projects, if a project is going to fail it is project pre-mature closure so that penalties are business case is an integral input into the project best that failure arrives as quickly as possible for avoided. charter and the business case provides the obvious reasons.

They are only two known types of project necessary justification for project undertaking. Many agile techniques and ways of working can closures namely project pre-mature closure or The project charter is created during the contribute to this, by providing an oversight or project cepts planned and closure. frameworks. I don’t know of Agile any other initiating phase of output a project life can cycle. be Only predicted once earl warning with indicators. certain- project outputs type working of project closure can be apart used from the in mentioned both the charter is approved ty and by project therefore stakeholders the project Final thoughts: risk is For low. waterfall and ed agile so projects, that they two. but rather poor project gover- will and the the project project move into stakeholders the planning phase of It an ideal ensures way to close appropriate a project would project be with

and The purpose business of the closing and a project usual process (BAU). the life cycle, where Therefore more detailed the planning recommended will a workshop involving strategy all of the key ers’ project requirements. is nance. to provide a Failure fixed point of at which project acceptance gov- take Ownership place. and responsi- governance stakeholders. by enabling and

Agile is used in projects, it is here would be waterfall, however if the The complex of ernance the project’s in deliverables a project is confirmed, is a recipe and to bility The business in projects: case quantifies It project is a benefits, vital defining This can perhaps distinct be independently responsibil- facilitated recognize ly weaved that objectives and set blended out in the project at the measures aggregated project project team costs and feel risks. and and like use Agile, information they from project-level “unknown information unknowns”. plan for have an been overall achieved project and there being failure. nothing The principle business case in is project also used for manage- impact ities radiators for that have directing, been used throughout managing, the

delivery level to carefully map could also as well deliver the simple that we don’t

more to deliver, project manager will seek analysis when issues and requests for change project. It may even take place in the room or

Definitely this can form an ment best practice that every delivering the project and authority governance to close the project. with the delivery arise. project using agile. area where the project took place can and the only project be

attractive Whether we are dealing research with planned project or pre- part If you of do not the have project a business should case in your be clearly management defining team worked. accountabili- It is nice to have mature Agile project project closure management we still need to plan and is NOT project then any form The of justification simple/obvious like contract the whole domain project team present (e.g. there the project are no

post ty at each level. Adopting and undertake for software project graduate development students projects in owned, so that responsibility, knowns”.

closure activities namely to award may play the resents role of a business the “known case. steering committee, project consultants, volved project in this hand project over deliverables; management. Review and evaluate delegated It is also possible authority that the project and sponsor ac- may embedding assurance) along with good other stakeholders project gov- such the rather project can performance; be used and finally on all recommend projects wish to to trigger a premature This closure means of the that project there as those are who rules will make in the final deliverables for obvious

Project governance is a crit- countability can be assigned ernance early enough in the

to the project sponsor or steering committee for under some circumstances for example if the operational (or the final release of the product

liver value incrementally in production. place and the overall environment is recommended project ical closure. element of any project, business to the case owner. has been It hit is by external important shocks project operational), inception those who will maintain is good and support and

In a Here normal planned are some project closure, of reasons before project and is no longer deemed stable. viable, Complicated desirable or projects it, and those are from those the strategic level agement who will be in closure since of the project accountabilities can be recommended, and the achievable.. to establish who is responsi- advantageous interested in that it conse-

strategy has become so important? involving large number of contracted reason being

project manager must ensure that the expected Project sponsor and senior executives are

responsibilities associated ble for what in order to avoid quently pays off by minimiz- results Projects have all have been achieved become and delivered. larger; Techno- always privy to project work external which information is also and subcontracted This article was written over by Dr Laban with Mwansa, lean start- with Further every project manager project must also are ensure differ- that environment overlaps and provide an underlaps oversight strategical of ing MSP®, unnecessary PMP®, PRINCE2® Practitioner, project team Agile®,

logically more challenging and sophis- and over. deliver incrementally

they has been a smooth user acceptance of the project direction. Laban is a consultant and trainer in project

ent and depends on environ- responsibilities. An underlap meetings discussing roles and project’s ticated deliverables (complex); by user departments Organised and with In the a event that the The project complicated is being brought to domain management consists and specifically of trainer/coach quickly in order ensure ment that and the beneficiaries context. are Organiza- able to support a means premature that closure, no project one closure is feels activities to will responsibilities. PMP®, PRINCE2® Practitioner, Project and PRINCE2 re- the higher deliverables number or products of when contractors/sub-con- the project is still need to be done, the but “known may have to unknowns”. be tailored Agile® The in Zambia, relation- South Africa changing and Europe environments.

tion’s business as usual ac- disbanded. tractors, partners, politically and to be glob- responsible ship for work items sponsibility and accountabili-

the actual project situation. between cause and for effect many years. requires He was in the executive Final thoughts: tivities Project manager are laid must review down the performance in their which If the project leads sponsor to directs the the confusion project ty committee is established of ICTAZ as technical by delegating chair. He of ally the project influenced; against its baselines Large and assess complex manager cap- to close analysis the project prematurely. or expertise; In such there is also the are managing a range partner of egy Betaways so important any organizational benefits that have already governance been realized and circumstances, and chaos the and project normally manager must deci- ensure authority Innovation Systems

ital projects often incur significant bud- of right answers but the risk is from and one can be ment? manage- reached at: It aids update arrangements; the benefits management rarely and realization does that sions work are in progress not is made not simply until abandoned, they ment Laban.Mwansa@betaways-innovations.com, level to the next by set- plans.to get Manage and include schedule any the post-project project overruns; benefit budget reviews. by Research but that the project medium salvages anything to high of value as they +260975280392 may be lots or WhatsApp of +27817029669. ning, coordination It an is important equivalent also to ensure that governance provision has created become to date critical. and checks that Conversely any gaps left ting He is also tolerances a professional against project management six as-

shows monitoring that one and of controlling the reasons the for proj- uncertainties. The recommended strat- ments, If not

been made to address all open issues and risks, by the cancellation of the project are raised member of PMSA and PMI-USA.

framework exist to govern the an overlap means two or more pects performance for the

ect project failure costs, is the use increasing available complexity tools egy here is hybrid that is a combination hinders the development of its capital in-

and techniques to ccomplish this. managers could feel they are respective level of the plan: