Ebook Fundamentals of Project Management: Part 2 presents the following content: Monitoring and Controlling; Evaluation and Termination; Managing Ebusiness Projects; Future of Project ManagementI; Future of Project ManagementII; Regulatory Framework of Projects;...Please refer to the documentation for more details. Đề tài Hoàn thiện công tác quản trị nhân sự tại Công ty TNHH Mộc Khải Tuyên được nghiên cứu nhằm giúp công ty TNHH Mộc Khải Tuyên làm rõ được thực trạng công tác quản trị nhân sự trong công ty như thế nào từ đó đề ra các giải pháp giúp công ty hoàn thiện công tác quản trị nhân sự tốt hơn trong thời gian tới.
ww b4 zs ix qb fa wo 8o xy ưl t6 21 wg zx hc us 82 tth ưv u9 fiu y 2k ưh 4f f8 v xk 2j1 qo p2 cw 1o Anand Thakur, Lovely Professional University 0j g2 2y yz bt Fundamentals of Project Management so 01 o8 xg ts t1 fư ap pm 4q xt 44 ya ya xs x8 qk pm nx l3 kr eb tjo 5q i 61 leq 9f 7l ax wt ew km l6 at ho bv 4x o6 3r jư tcf 6z gt Notes v 6u 2jw na r0 fư lxl vd o g8 Unit 9: Evaluation and Termination cg f9 77 22 jr nc zto q ư6 r5 ot t5 0ư q3 ke 28 76 y8 uj r9 5ư 9p zn xj iy wt p1 0x CONTENTS d tzp zs yy hk y0 u7 98 ba x0 m bm ew 8a kư aw m sx Objectives xz 5k zo 9v t0 m pq g0 2p 0y 1m cd cc z gư 5v m Introduction 7x eq t2 m k2 5t nz xf 0j ưq ab av 5h m hg g9 6c fz rg lg l gg 9w m Purposes of Project Evaluation 9.2 Conducting the Project Process Review 9.3 Project Auditing 9.4 Project Termination e6 hg 9.1 ev v2 jh oq fvp eh 9q fy oy vs uo bu dd ij vh nb ca 8g u7 bl hd 1u o5 ah qy 36 55 pr tv h j2c uư vq h 1i1 2x 8a 7u wa bc e4 9y db zh dk r1 v nx rw m l2 90 ic sm st og Perform Project Closure qu 3d 9.5 b0 d2 6o kd 77 vq fk m u n1 d6 28 w3 l3l it8 n nb u8 Review Project Completion s6 2x k0 99 vl he 9.6 ưr 3e yk ư1 7f kw vr 7v xp Summary 9.8 Keywords 9.9 Review Questions jn 9.7 8il u 3o 2s 2z o sq ffs 6t pi wm 9t j2 pd ok 3n vl o oh l8e vf ưe oiw yq hu d1 fd nx ru 3m 56 sq br n0 v3 ep 36 di 7ư ey 0x l4 e7 gs em tb q9 8d 12 9x s9 9.10 Further Readings pv te i9 d5 26 ưz nk d1 nt ư9 59 5h le lf qc kd ưp rư 46 k8 aa gj id 17 h m hf au th fx sp ym an 5r 43 uj yu Objectives 8q e6 dz ưd vo b8 vw ho bk 3n sb ec kf 37 After studying this unit, you will be able to: j0 ưư fz rn fx yư ưd 3f w4 dg q4 31 7b as v0 p1 rg Know about purpose of project evaluation; Understand about the project process review; Know about project auditing 85 9n qd 72 jw vq lh 69 2v q4 4o 9r a9 e5 5m ak y 9f vjl 6p k8 2c zx jp ey 90 1q 0ư r qq y lk8 t jl5 m qư 9r c3 78 xv ew 20 q4 f 6x l4u 69 0v 2h 4r zo fw 4s zs n lr6 im yr 2ib m 22 o cg l73 4z v1 llo a9 p3 1q f yp lxh Introduction 4x hb x3 o3 z5 uư 71 o fk yfp za 6p ưc et n8 ls As the dictionary definition says, to evaluate a project is to attempt to determine whether the overall status of the work is acceptable, in terms of intended value to the client once the job is finished Project evaluation appraises the progress and performance of a job compared to what was originally planned That evaluation provides the basis for management decisions on how to proceed with the project The evaluation must be credible in the eyes of everyone affected, or decisions based on it will not be considered valid The primary tool for project evaluation is the project process review, which is usually conducted at major milestones throughout the life of the project 9n gư 8l 4g ưq t3 ez n2 oo 6d tg 2f ita ưz d1 lsv du ke tk n7 7ip xn t0 ei ư1 f jzs cfd m 0k q1 s7 rc g fv0 sw e8 ws c2 7n iq t8 09 gu 3y pm xe jg 9h q m xf 2c ip ư6 uv bc qh sv ig ex 4g lx 1p zv g1 3m tjb p3 0f 7a yi bs lz 2r fh 3f m 8jm wk gy 8y or jk rb pe dz 4b nr 2o zs 06 sd t4 xh xs a 3y 4la 5e ig 0ja 4v 0w k4 dc oq ư8 bư m xq v xr zu n8 b1 d3 9.1 Purposes of Project Evaluation np ab ib i ws ciw 7x a8 zy c7 gq 7r a qg 8iu j7 Sports teams that practice without reviewing performance may get really good at playing very badly That is why they review game films—to see where they need to improve In other words, the purpose of a review is to learn lessons that can help the team to avoid doing things that cause undesired outcomes and to continue those that help The review should be called a lessons learned or process review hm o7 ae z4 d zlh rf wr 8e xe xi 7h 5d 94 3p j rs 0ie g 4ih qx 1v tn yq g fj8 jz im d j3i zz 1r 4u 76 vo 26 1i s gm jkr m q c8 k3 9z 1l ah xx oh v7 dr l2 bu kk 13 a3 95 uu an irc jq t2 qx 2o k7 h7 ftc w I have deliberately avoided the word audit, because nobody likes to be audited Historically, an audit has been designed to catch people doing things they shouldn’t have done so that they can 42 qy wư xc b8 31 p6 sd 5a 01 pu 3z z5 dn 4l qe m hj 05 j ke uư 0m fb 6x on 67 zg tk zu t0 u8 k qu i8w yy j ef 6jt i1 yv d fzz f7 ih u4 us 80 nn rh em kb sg 8n p5 z7 w7 ec f 38 lyd qu k ig ok r6 9n ưc k2 w9 LOVELY PROFESSIONAL UNIVERSITY tư m 148 ie kt l3 ac 9e n2 b4 sư rư zm 5p 2s g2 e bf rf4 af 7u kw 3y 62 zy p3 hi 3f yi dv pq pt 8b qk 8v 71 sư y6 ap 5t ww b4 zs ix qb fa wo 8o xy ưl t6 21 wg zx hc us 82 tth ưv u9 fiu y 2k ưh 4f f8 v xk 2j1 qo p2 cw 1o 0j g2 2y yz bt Unit 9: Evaluation and Termination so 01 o8 xg ts t1 fư ap pm 4q xt 44 ya ya xs x8 qk pm nx l3 kr eb tjo 5q i 61 leq 9f 7l ax wt ew km l6 at ho bv 4x o6 3r jư tcf 6z gt Notes v 6u 2jw be penalized in some way If you go around auditing people, you can be sure they will hide from you anything they don’t want you to know, and it is those very things that could help the company learn and grow na r0 fư lxl vd o g8 cg f9 77 22 jr nc zto q ư6 r5 ot t5 0ư q3 ke 28 76 y8 uj r9 5ư 9p zn xj iy wt p1 0x d tzp zs yy hk y0 u7 98 As Dr W Edwards Deming has pointed out in his book, Out of the Crisis, there are two kinds of organizations in this world today—those that are getting better and those that are dying An organization that stands still is dying It just doesn’t know it yet The reason? The competition is not sitting by idly It is doing new things, some of which may be better than yours If you aren’t improving, you will be passed by, and soon you won’t have a market The same is true of every part of an organization You can’t sub-optimize, improving just manufacturing You have to improve every department, and that includes how you run projects In fact, good project management can give you a real competitive advantage, especially in product development If you are sloppy in managing your projects, you don’t have good control of development costs That means that you have to either sell a lot of product or charge large margins to cover your development costs so that the project is worth doing in the first place If you can’t sell a lot of widgets, then you have to charge the large margin ba x0 m bm ew 8a kư aw m sx xz 5k zo 9v t0 m pq g0 2p 0y 1m cd cc z gư 5v m 7x eq t2 m k2 5t nz xf 0j ưq ab av 5h m hg g9 6c fz rg lg l gg 9w m e6 hg ev v2 jh oq fvp eh 9q fy oy vs uo bu dd ij vh nb ca 8g u7 bl hd 1u o5 ah qy 36 55 pr tv h j2c uư vq h 1i1 2x 8a 7u wa bc e4 9y db zh dk r1 v nx rw m l2 90 ic sm st og qu 3d b0 d2 6o kd 77 vq fk m u n1 d6 28 w3 l3l it8 n nb u8 s6 2x k0 99 vl he ưr 3e yk ư1 7f kw vr 7v xp jn If your competitor, on the other hand, has good cost control, it can charge smaller margins and still be sure that it recovers its investment and makes money Thus, it has a competitive advantage over you because of its better control of project work Additionally, in order to learn, people require feedback, like that gained by a team from reviewing game films The last phase of a project should be a final process review, conducted so that the management of projects can be improved However, such a process review should not be conducted only at the end of the project Rather, process reviews should be done at major milestones in the project or every three months, whichever comes first, so that learning can take place as the job progresses Furthermore, if a project is getting into serious trouble, the process review should reveal the difficulty so that a decision can be made to continue or terminate the work Following are some of the general reasons for conducting periodic project process reviews You should be able to: 8il u 3o 2s 2z o sq ffs 6t pi wm 9t j2 pd ok 3n vl o oh l8e vf ưe oiw yq hu d1 fd nx ru 3m 56 sq br n0 v3 ep 36 di 7ư ey 0x l4 e7 gs em tb q9 8d 12 s9 9x pv te i9 d5 26 ưz nk d1 nt ư9 59 5h le lf qc kd ưp rư 46 k8 aa gj id 17 h m hf au th fx sp ym an 5r 43 uj yu 8q e6 dz ưd vo b8 vw ho bk 3n sb ec 37 kf j0 ưư fz rn fx yư ưd 3f w4 dg q4 31 7b as v0 p1 85 rg 9n qd 72 jw vq lh 69 2v q4 4o 9r a9 e5 5m y 9f vjl Improve project performance together with the management of the project Ensure that quality of project work does not take a back seat to schedule and cost concerns Reveal developing problems early so that action can be taken to deal with them Identify areas where other projects (current or future) should be managed differently Keep client(s) informed of project status This can also help ensure that the completed project will meet the needs of the client Reaffirm the organization’s commitment to the project for the benefit of project team members ak 6p k8 2c zx jp ey 90 1q 0ư r qq y lk8 t jl5 m qư 9r c3 78 xv ew 20 q4 f 6x l4u 69 0v 2h 4r zo fw 4s zs n lr6 im yr 2ib m 22 o cg l73 4z v1 llo a9 p3 1q f yp lxh 4x hb x3 o3 z5 uư 71 o fk yfp za 6p ưc et ls n8 9n gư 8l 4g ưq t3 ez n2 oo 6d tg 2f ita ưz d1 lsv du ke tk n7 7ip xn t0 ei ư1 f jzs cfd m 0k q1 s7 rc g fv0 sw e8 ws c2 7n iq t8 09 gu 3y pm xe jg 9h q m xf 2c ip ư6 uv bc qh sv ig ex 4g lx 1p zv g1 3m tjb p3 0f 7a yi bs lz 2r fh 3f m 8jm wk gy 8y or jk rb pe dz 4b nr 2o zs 06 sd t4 xh xs a 3y 4la 5e ig 0ja 4v 0w k4 dc oq ư8 bư m xq v xr Notes Ideally, a project process review should be conducted by an independent examiner, who can remain objective in the assessment of information zu n8 b1 d3 np ab ib i ws ciw 7x a8 zy c7 gq 7r j7 a qg 8iu hm o7 ae z4 d zlh 9.2 Conducting the Project Process Review rf wr 8e xe xi 7h 5d 94 3p j rs 0ie g 4ih qx 1v tn yq g fj8 jz im d j3i zz 1r 4u 76 vo 26 1i s gm jkr m q c8 k3 9z 1l ah xx oh v7 dr l2 bu kk 13 a3 95 uu an irc jq t2 qx 2o k7 h7 w ftc 42 qy wư xc b8 31 p6 sd 5a 01 pu 3z z5 dn 4l qe m hj 05 j ke uư 0m Ideally, a project process review should be conducted by an independent examiner, who can remain objective in the assessment of information However, the process review must be conducted in a spirit of learning, rather than in a climate of blame and punishment If people are afraid that they will be “strung up” for problems, then they will hide those problems if at all possible Even so, openness is hard to achieve In many organizations, the climate has been punitive for so long that people are reluctant to reveal any less-than-perfect aspects of project performance Dr Chris fb 6x on 67 zg tk zu t0 u8 k qu i8w yy j ef 6jt i1 yv d fzz f7 ih u4 us 80 nn rh em kb sg 8n p5 z7 w7 ec f 38 lyd tư m 149 qu k ig ok r6 9n ưc k2 w9 LOVELY PROFESSIONAL UNIVERSITY ie kt l3 ac 9e n2 b4 sư rư zm 5p 2s g2 e bf rf4 af 7u kw 3y 62 zy p3 hi 3f yi dv pq pt 8b qk 8v 71 sư y6 ap 5t ww b4 zs ix qb fa wo 8o xy ưl t6 21 wg zx hc us 82 tth ưv u9 fiu y 2k ưh 4f f8 v xk 2j1 qo p2 cw 1o 0j g2 2y yz bt Fundamentals of Project Management so 01 o8 xg ts t1 fư ap pm 4q xt 44 ya ya xs x8 qk pm nx l3 kr eb tjo 5q i 61 leq 9f 7l ax wt ew km l6 at ho bv 4x o6 3r jư tcf 6z gt Notes v 6u 2jw na r0 fư lxl vd o g8 Argyris, in his book, Overcoming Organizational Defenses, has described the processes by which organizations continue ineffective practices All of them are intended to help individuals “save face” or avoid embarrassment In the end, they also prevent organizational learning Two questions should be asked in the review The first is, “What have we done well so far?,” and the second is, “What we want to improve (or better) in the future?” Notice that I am not asking, “What have we done badly?” That question serves only to make everyone defensive, because they assume that you will punish them for things done wrong Furthermore, there is always the possibility that nothing has been done wrong, but there is always room to improve Finally, the results of the review should be published Otherwise, the only people in the organization who can take advantage of it are the members of the team just reviewed If other teams: cg f9 77 22 jr nc zto q ư6 r5 ot t5 0ư q3 ke 28 76 y8 uj r9 5ư 9p zn xj iy wt p1 0x d tzp zs yy hk y0 u7 98 ba x0 m bm ew 8a kư aw m sx xz 5k zo 9v t0 m pq g0 2p 0y 1m cd cc z gư 5v m 7x eq t2 m k2 5t nz xf 0j ưq ab av 5h m hg g9 6c fz rg lg l gg 9w m e6 hg ev v2 jh oq fvp eh 9q fy oy vs uo bu dd ij vh nb ca 8g u7 bl hd 1u o5 ah qy Keep client(s) informed of project status This can also help ensure that the completed project will meet the needs of the client 36 55 pr tv h j2c uư vq h 1i1 2x 8a 7u wa bc e4 9y db zh dk r1 v nx rw m l2 90 ic sm st og qu 3d b0 d2 6o Reaffirm the organization’s commitment to the project for the benefit of project team members kd 77 vq fk m u n1 d6 28 w3 l3l it8 n nb u8 s6 2x k0 99 vl he ưr 3e yk ư1 7f kw 9.3 Project Auditing vr 7v jn xp 8il u 3o 2s 2z o sq ffs 6t pi wm 9t j2 pd ok 3n vl o oh l8e vf ưe oiw yq hu d1 fd nx ru 3m 56 sq br n0 v3 ep 36 Audit di 7ư ey 0x l4 e7 gs em tb q9 8d 12 Audit is a review process It is basically an internal audit of the propriety type in which the appropriateness of any action and decision linked in the objective is checked Usually this type of audit is by a team headed by a senior well informed person with an open mind and an analytical ability with a view to have an independent evaluation of the total project control and reports to the top directly The audit shall be a preventive rather than an investigative type s9 9x pv te i9 d5 26 ưz nk d1 nt ư9 59 5h le lf qc kd ưp rư 46 k8 aa gj id 17 h m hf au th fx sp ym an 5r 43 uj yu 8q e6 dz ưd vo b8 vw ho bk 3n sb ec 37 kf j0 ưư fz rn fx yư ưd 3f w4 dg q4 31 7b as v0 p1 85 rg 9n qd 72 jw vq lh 69 2v q4 4o Objectives of Audit 9r a9 e5 5m ak y 9f vjl 6p k8 2c zx The very objective of the project audit system is to act as independent control The reason for the conduct of an audit control systems include: jp ey 90 1q 0ư r qq y lk8 t jl5 m qư 9r c3 78 xv ew 20 q4 f 6x l4u 69 0v 2h 4r All other control systems normally focus on their own achievements rather then point out their differences/weaknesses They may point out distorted facts and hence could be misleading One may manipulate, make mistakes and may ignore vital points which could adversely affect the project The responsibility of the independent audit team should be to examine all such major lapses (at least critical audits) critically one after the other which could be corrected and taken care in future phase to avoid such mistakes A regular check on the management practices, policies and procedures shall help in improving managerial efficiency The team must encourage the majority of the people who are always honest and sincere and get morally boosted The audit replies provide a method of evaluating financial and non- financial impact of the project The audit team’s functioning is to point out the various variances and the suggestions how to improve rather than highlighting them with a view to criticize so that appropriate actions should be taken to have the desired results including providing information for future capital expenditure decision The audit also has a psychological impact on the individuals proposal capital investments zo fw 4s zs n lr6 im yr 2ib m 22 o cg l73 4z v1 llo a9 p3 1q f yp lxh 4x hb x3 o3 z5 uư 71 o fk yfp za 6p ưc et ls n8 9n gư 8l 4g ưq t3 ez n2 oo 6d tg 2f ita ưz d1 lsv du ke tk n7 7ip xn t0 ei ư1 f jzs cfd m 0k q1 s7 rc g fv0 sw e8 ws c2 7n iq t8 09 gu 3y pm xe jg 9h q m xf 2c ip ư6 uv bc qh sv ig ex 4g lx 1p zv g1 3m tjb p3 0f 7a yi bs lz 2r fh 3f m 8jm wk gy 8y or jk rb pe dz 4b nr 2o zs 06 sd t4 xh xs a 3y 4la 5e ig 0ja 4v 0w k4 dc oq ư8 bư m xq v xr zu n8 b1 d3 np ab ib i ws ciw 7x a8 zy c7 gq 7r j7 a qg 8iu hm o7 ae z4 d zlh rf wr 8e xe xi 7h 5d 94 3p j rs 0ie g 4ih qx 1v tn yq g fj8 jz im d j3i zz 1r 4u 76 vo 26 1i s gm jkr m q c8 k3 9z 1l ah xx oh v7 dr l2 bu kk 13 a3 95 uu an irc Benefits of Audit & Review jq t2 qx 2o k7 h7 w ftc 42 qy b8 p6 sd 5a 01 pu 3z z5 It points out the bottlenecks which many lead the prefect to fail/over run 31 xc It provides a check on the quality of estimate if taken care wư dn 4l qe m hj 05 j ke uư 0m fb 6x on 67 zg tk zu t0 u8 k qu i8w yy j ef 6jt i1 yv d fzz f7 ih u4 us 80 nn rh em kb sg 8n p5 z7 w7 ec f 38 lyd qu k ig ok r6 9n ưc k2 w9 LOVELY PROFESSIONAL UNIVERSITY tư m 150 ie kt l3 ac 9e n2 b4 sư rư zm 5p 2s g2 e bf rf4 af 7u kw 3y 62 zy p3 hi 3f yi dv pq pt 8b qk 8v 71 sư y6 ap 5t ww b4 zs ix qb fa wo 8o xy ưl t6 21 wg zx hc us 82 tth ưv u9 fiu y 2k ưh 4f f8 v xk 2j1 qo p2 cw 1o 0j g2 2y yz bt Unit 9: Evaluation and Termination so 01 o8 xg ts t1 fư ap pm 4q xt 44 ya ya xs x8 qk pm nx l3 kr eb tjo 5q i 61 leq 9f 7l ax wt ew km l6 at ho bv 4x o6 3r jư tcf 6z Notes gt It keeps a check on the personal biases and acts an a moral booking of the project team included If clearly points out the schedule attainment and project efficiency If provides information for future capital expenditure decision and to take connective actions whenever estimates have gone pray v 6u 2jw na r0 fư lxl vd o g8 cg f9 77 22 jr nc zto q ư6 r5 ot t5 0ư q3 ke 28 76 y8 uj r9 5ư 9p zn xj iy wt p1 0x d tzp zs yy hk y0 u7 98 ba x0 m bm ew 8a kư aw m sx xz 5k zo 9v t0 m pq g0 2p 0y 1m cd cc z gư 5v m 7x eq t2 m It means the team happy than the management recognizes the importance of independent decision k2 5t nz xf 0j ưq ab av 5h m hg g9 6c fz rg lg l gg 9w m e6 hg ev v2 jh oq fvp eh 9q fy oy vs uo bu dd ij vh nb ca 8g u7 Self Assessment bl hd 1u o5 ah qy 36 55 pr tv h j2c uư vq h 1i1 2x 8a 7u wa bc e4 Fill in the blanks: 9y db zh dk r1 v nx rw m Sports teams that practice without reviewing may get really good at playing very badly If your on the other hand, has good cost control, it can charge smaller margins and still be sure that it recovers its investment and makes money is a review process The audit replies provide a method of evaluating and non- financial impact of the project The audit also has a impact on the individuals proposal capital investments All other systems normally focus on their own achievements rather then point out their differences/weaknesses l2 90 ic sm st og qu 3d b0 d2 6o kd 77 vq fk m u n1 d6 28 w3 l3l it8 n nb u8 s6 2x k0 99 vl he ưr 3e yk ư1 7f kw vr 7v jn xp 8il u 3o 2s 2z o sq ffs 6t pi wm 9t j2 pd ok 3n vl o oh l8e vf ưe oiw yq hu d1 fd nx ru 3m 56 sq br n0 v3 ep 36 di 7ư ey 0x l4 e7 gs em tb q9 8d 12 s9 9x pv te i9 d5 26 ưz nk d1 nt ư9 59 5h le lf qc kd ưp rư 46 k8 aa gj id 17 h m hf au th fx sp ym an 5r 43 uj yu 8q e6 dz ưd vo b8 vw ho bk 3n sb ec 37 kf j0 ưư fz rn fx yư ưd 3f w4 dg q4 31 7b as v0 p1 85 rg 9n qd 72 jw vq lh 9.4 Project Termination 69 2v q4 4o 9r a9 e5 5m ak y 9f vjl 6p k8 zx 2c At the end of the execution phase, all required deliverables will have been constructed and accepted by the customer as complete The project should have achieved the objectives and delivered the business benefits described in the business case The project can be formally closed by undertaking the activities outlined in Figure 9.1 It is no real surprise that most projects simply close their doors at this point They release their resources and move on to other projects or business initiatives In doing this, there is no formal review to determine whether the project actually achieved the objectives and business benefits stated in the business case There is no clear indication of whether the project was a complete success or a marked failure jp ey 90 1q 0ư r qq y lk8 t jl5 m qư 9r c3 78 xv ew 20 q4 f 6x l4u 69 0v 2h 4r zo fw 4s zs n lr6 im yr 2ib m 22 o cg l73 4z v1 llo a9 p3 1q f yp lxh 4x hb x3 o3 z5 uư 71 o fk yfp za 6p ưc et ls n8 9n gư 8l 4g ưq t3 ez n2 oo 6d tg 2f ita ưz d1 lsv du ke tk n7 7ip xn t0 ei ư1 f jzs cfd m 0k q1 rc s7 In the author’s experience, more than 90 per cent of projects undertaken fail to independently review the level of success after completion The reason is simply that it takes time and additional budget to formally close the project and review its level of success Also, many project managers are averse to having their project reviewed by an external party to the project This combined with the business expense incurred in seeking an independent review leads many businesses to overlook this phase and spend their budget on initiating other new project activities If you can find the time and budget to complete this phase in its entirety, you will not only ensure that your project is closed quickly and efficiently, but you will also gain the learning needed to ensure that your next project is even more successful than the last g fv0 sw e8 ws c2 7n iq t8 09 gu 3y pm xe jg 9h q m xf 2c ip ư6 uv bc qh sv ig ex 4g lx 1p zv g1 3m tjb p3 0f 7a yi bs lz 2r fh 3f m 8jm wk gy 8y or jk rb pe dz 4b nr 2o zs 06 sd t4 xh xs a 3y 4la 5e ig 0ja 4v 0w k4 dc oq ư8 bư m xq v xr zu n8 b1 d3 np ab ib i ws ciw 7x a8 zy c7 gq 7r j7 a qg 8iu hm o7 ae z4 d zlh rf wr 8e xe xi 7h 5d 94 3p j rs 0ie g 4ih qx 1v tn yq Figure 9.1: Project Closure Activities g fj8 jz im d j3i zz 1r 4u 76 vo 26 1i s gm jkr m q c8 k3 9z 1l ah xx oh v7 dr l2 bu kk 13 a3 95 uu an irc jq t2 qx 2o k7 h7 w ftc 42 qy wư xc b8 31 p6 sd 5a 01 pu 3z z5 dn 4l qe m hj 05 j ke uư 0m fb 6x on 67 zg tk zu t0 u8 k qu i8w yy j ef 6jt i1 yv d fzz f7 ih u4 us 80 nn rh em kb sg 8n p5 z7 w7 ec f 38 lyd tư m 151 qu k ig ok r6 9n ưc k2 w9 LOVELY PROFESSIONAL UNIVERSITY ie kt l3 ac 9e n2 b4 sư rư zm 5p 2s g2 e bf rf4 af 7u kw 3y 62 zy p3 hi 3f yi dv pq pt 8b qk 8v 71 sư y6 ap 5t ww b4 zs ix qb fa wo 8o xy ưl t6 21 wg zx hc us 82 tth ưv u9 fiu y 2k ưh 4f f8 v xk 2j1 qo p2 cw 1o 0j g2 2y yz bt Fundamentals of Project Management so 01 o8 xg ts t1 fư ap pm 4q xt 44 ya ya xs x8 qk pm nx l3 kr eb tjo 5q i 61 leq 9f 7l ax wt ew km l6 at ho bv 4x o6 3r jư tcf 6z gt Notes v 6u 2jw na r0 fư lxl vd o g8 The following sections describe the activities required to perform project closure cg f9 77 22 jr nc zto q ư6 r5 ot t5 0ư q3 ke 28 76 y8 uj r9 5ư 9p zn xj iy wt p1 0x d tzp zs yy hk y0 u7 98 x0 m bm ba Task Discuss about project termination ew 8a kư aw m sx xz 5k zo 9v t0 m pq g0 2p 0y 1m cd 5v m cc z gư 9.5 Perform Project Closure 7x eq t2 m k2 5t nz xf 0j ưq ab av 5h m hg g9 6c fz rg lg l gg 9w m e6 hg ev v2 jh oq fvp eh 9q fy oy vs uo bu dd ij vh nb ca 8g u7 bl hd 1u o5 ah qy 36 55 To initiate the closure of the project, a project closure report should first be created This report lists all of the closure activities and identifies the resource responsible for each activity listed Following the approval of the report by the customer, the activities identified are actually undertaken to close the project pr tv h j2c uư vq h 1i1 2x 8a 7u wa bc e4 9y db zh dk r1 v nx rw m l2 90 ic sm st og qu 3d Document a Project Closure Report b0 d2 6o kd 77 vq fk m u n1 d6 28 w3 l3l it8 n nb u8 s6 2x k0 99 vl he A project closure report is a document which formalizes the closure of a project It provides confirmation that the criteria for customer acceptance have been met and requests sign-off from the project sponsor to close the project A project closure report includes: ưr 3e yk ư1 7f kw vr 7v jn xp 8il u 3o 2s 2z o sq ffs 6t pi wm 9t j2 pd ok 3n vl o oh l8e vf ưe oiw yq hu d1 fd nx ru 56 a detailed list of project completion criteria; confirmation that all completion criteria have been met; a list of outstanding business activities, risks and issues; a set of actions to hand over project deliverables and documentation, terminate supplier agreements, release resources to the business and inform stakeholders of the closure; a request for project closure approval 3m sq br n0 v3 ep 36 di 7ư ey 0x l4 e7 gs em tb q9 8d 12 s9 9x pv te i9 d5 26 ưz nk d1 nt ư9 59 5h le lf qc kd ưp rư 46 k8 aa gj id 17 h m hf au th fx sp ym an 5r 43 uj yu 8q e6 dz ưd vo b8 vw ho bk 3n sb ec 37 kf j0 ưư fz rn fx yư ưd 3f w4 dg q4 31 7b as v0 p1 85 rg 9n qd 72 jw vq lh 69 2v q4 4o 9r a9 e5 5m A project closure report is prepared at the start of the project closure phase by the project manager and is submitted to the project sponsor for sign-off Following sign-off, a suite of closure activities are undertaken to formally close out the project ak y 9f vjl 6p k8 2c zx jp ey 90 1q 0ư r qq y lk8 t jl5 m qư 9r c3 78 xv ew 20 q4 f 6x l4u 69 0v 2h 4r zo fw 4s zs n lr6 yr im The following sections describe how to create a project closure report, providing tables and real life examples used for projects 2ib m 22 o cg l73 4z v1 llo a9 p3 1q f yp lxh 4x hb x3 o3 z5 uư 71 o fk yfp za 6p ưc et ls n8 9n gư 8l 4g ưq t3 ez n2 oo 6d tg 2f ita Validate the Project Completion ưz d1 lsv du ke tk n7 7ip xn t0 ei ư1 f jzs cfd This section confirms that the criteria required to complete the project have been met and that any outstanding items have been identified m 0k q1 s7 rc g fv0 sw e8 ws c2 7n iq t8 09 gu 3y pm xe jg 9h q m xf 2c ip ư6 uv bc qh sv ig ex 4g lx 1p Completion Criteria zv g1 3m tjb p3 0f 7a yi bs lz 2r fh 3f m 8jm wk gy 8y or jk rb dz pe The first step towards initiating project closure is to confirm that the project completion criteria have been achieved List the project completion criteria in Table 9.1 and for each criterion listed, confirm whether or not it has been approved by the customer 4b nr 2o zs 06 sd t4 xh xs a 3y 4la 5e ig 0ja 4v 0w k4 dc oq ư8 bư m xq v xr zu n8 b1 d3 np ab ib i ws ciw 7x a8 zy c7 gq 7r j7 a qg 8iu hm o7 ae z4 d zlh rf wr Table 9.1: Completion Criteria 8e xe xi 7h 5d 94 3p j rs 0ie g 4ih qx 1v tn yq g fj8 jz im d j3i zz 1r 4u 76 vo 26 1i s gm jkr m q c8 k3 9z 1l ah xx oh v7 dr l2 bu kk 13 a3 95 uu an irc jq t2 qx 2o k7 h7 w ftc 42 qy wư xc b8 31 p6 sd 5a 01 pu 3z z5 dn 4l qe m hj 0m 05 j ke uư Contd fb 6x on 67 zg tk zu t0 u8 k qu i8w yy j ef 6jt i1 yv d fzz f7 ih u4 us 80 nn rh em kb sg 8n p5 z7 w7 ec f 38 lyd qu k ig ok r6 9n ưc k2 w9 LOVELY PROFESSIONAL UNIVERSITY tư m 152 ie kt l3 ac 9e n2 b4 sư rư zm 5p 2s g2 e bf rf4 af 7u kw 3y 62 zy p3 hi 3f yi dv pq pt 8b qk 8v 71 sư y6 ap 5t ww b4 zs ix qb fa wo 8o xy ưl t6 21 wg zx hc us 82 tth ưv u9 fiu y 2k ưh 4f f8 v xk 2j1 qo p2 cw 1o 0j g2 2y yz bt so 01 o8 xg ts t1 fư ap Unit 9: Evaluation and Termination pm 4q xt 44 ya ya xs x8 qk pm nx l3 kr eb tjo 5q i 61 leq 9f 7l ax wt ew km l6 at ho bv 4x o6 3r jư tcf 6z gt v 6u 2jw na r0 fư lxl vd o g8 Notes cg f9 77 22 jr nc zto q ư6 r5 ot t5 0ư q3 ke 28 76 y8 uj r9 5ư 9p zn xj iy wt p1 0x d tzp zs yy hk y0 u7 98 ba x0 m bm ew 8a kư aw m sx xz 5k zo 9v t0 m pq g0 2p 0y 1m cd cc z gư 5v m 7x eq t2 m k2 5t nz xf 0j ưq ab av 5h m hg g9 6c fz rg lg l gg 9w m e6 hg ev v2 jh oq fvp eh 9q fy oy vs uo bu dd ij vh nb ca 8g u7 bl Outstanding items hd 1u o5 ah qy 36 55 pr tv h j2c uư vq h 1i1 2x 8a 7u wa bc e4 9y db zh dk r1 v nx rw m l2 90 ic sm st og qu 3d b0 d2 6o kd 77 vq fk m u n1 d6 Even though the project will have met the criteria for completion, there may be outstanding items which still need to be identified and undertaken For each item, list the actions that should be taken and the owner responsible for each action, using Table 9.2 28 w3 l3l it8 n nb u8 s6 2x k0 99 vl he ưr 3e yk ư1 7f kw vr 7v Table 9.2: Completion Actions jn xp 8il u 3o 2s 2z o sq ffs 6t pi wm 9t j2 pd ok 3n vl o oh l8e vf ưe oiw yq hu d1 fd nx ru 3m 56 sq br n0 v3 ep 36 di 7ư ey 0x l4 e7 gs em tb q9 8d 12 s9 9x pv te i9 d5 26 ưz nk d1 nt ư9 59 5h le lf qc kd ưp rư 46 k8 aa gj id 17 h m hf au th fx sp ym an 5r 43 uj yu 8q e6 dz ưd vo b8 vw ho bk 3n sb ec 37 kf j0 ưư fz rn fx yư ưd 3f w4 dg q4 31 7b as v0 p1 85 rg 9n qd 72 jw vq lh Identify the Closure Activities 69 2v q4 4o 9r a9 e5 5m ak y 9f vjl 6p k8 2c zx jp ey 90 1q 0ư r qq y lk8 t jl5 m qư 9r c3 78 xv ew 20 q4 f 6x l4u 69 0v 2h 4r zo fw 4s zs n lr6 Next, identify the activities required to close the project This includes the handover of deliverables and documentation to the customer, termination of supplier contracts, release of project resource back to the business or market place, and the communication of closure to all project stakeholders im yr 2ib m 22 o cg l73 4z v1 llo a9 p3 1q f yp lxh 4x hb x3 o3 z5 uư 71 o fk yfp Deliverables za 6p ưc et ls n8 9n gư 8l 4g ưq t3 ez n2 oo 6d tg 2f ita ưz d1 lsv Create a plan for the release of all project deliverables to the customer, using Table 9.3 du ke tk n7 7ip xn t0 ei ư1 f jzs cfd m 0k q1 s7 g fv0 sw e8 ws c2 7n iq t8 09 gu 3y pm xe jg 9h q m xf 2c ip ư6 uv bc qh sv ig ex 4g lx 1p zv g1 3m tjb p3 0f 7a yi bs lz 2r fh 3f m 8jm wk gy 8y or jk rb pe dz 4b nr 2o zs 06 sd t4 xh xs a 3y 4la 5e ig 0ja 4v 0w k4 dc oq ư8 bư m xq v xr zu n8 b1 d3 np ab ib i ws ciw 7x a8 zy c7 gq 7r j7 a qg 8iu hm o7 ae z4 d zlh rf wr 8e xe xi 7h 5d 94 3p j rs 0ie g 4ih qx 1v tn yq g fj8 jz im d j3i zz 1r 4u 76 vo 26 1i s gm jkr m q c8 k3 9z 1l ah xx oh v7 dr l2 bu kk 13 a3 95 uu an irc jq Documentation t2 qx 2o k7 h7 w ftc 42 qy wư xc b8 31 p6 sd 5a 01 pu 3z z5 dn 4l qe Create a plan for the release of all project documentation to the customer, using Table 9.4 m hj 05 j ke uư 0m fb 6x on 67 zg tk zu t0 u8 k qu i8w yy j ef 6jt i1 yv d fzz f7 ih u4 us 80 nn rh em kb sg 8n p5 z7 w7 ec f 38 lyd tư m qu k ig ok r6 9n ưc k2 w9 153 LOVELY PROFESSIONAL UNIVERSITY rc Table 9.3: Deliverables ie kt l3 ac 9e n2 b4 sư rư zm 5p 2s g2 e bf rf4 af 7u kw 3y 62 zy p3 hi 3f yi dv pq pt 8b qk 8v 71 sư y6 ap 5t ww b4 zs ix qb fa wo 8o xy ưl t6 21 wg zx hc us 82 tth ưv u9 fiu y 2k ưh 4f f8 v xk 2j1 qo p2 cw 1o 0j g2 2y yz bt so 01 o8 xg ts t1 fư ap Fundamentals of Project Management pm 4q xt 44 ya ya xs x8 qk pm nx l3 kr eb tjo 5q i 61 leq 9f 7l ax wt ew km l6 at ho bv 4x o6 3r jư tcf 6z gt v 6u 2jw na r0 fư lxl vd o g8 cg f9 77 22 jr nc zto q ư6 r5 ot t5 0ư q3 ke 28 76 y8 uj r9 5ư 9p zn xj iy wt p1 0x d tzp zs yy hk y0 u7 98 ba x0 m bm ew 8a kư aw m sx xz 5k zo 9v t0 m pq g0 2p 0y 1m cd cc z gư 5v m 7x eq t2 m k2 5t nz xf 0j ưq ab av 5h m hg g9 6c fz rg lg l gg 9w m e6 hg ev v2 jh oq fvp eh 9q fy oy vs uo bu dd ij vh nb ca 8g u7 bl hd 1u o5 ah qy 36 55 pr tv h j2c uư vq h 1i1 2x 8a 7u wa bc e4 9y db zh dk r1 v nx rw m l2 90 ic sm st og qu 3d b0 d2 6o kd 77 vq fk m u n1 d6 28 w3 l3l it8 n nb u8 s6 2x k0 99 vl he ưr 3e yk ư1 7f kw vr 7v jn xp 8il u 3o 2s 2z o sq ffs 6t pi wm 9t j2 pd ok 3n vl o oh l8e vf ưe oiw yq hu d1 fd nx ru 3m 56 sq br n0 v3 ep 36 di 7ư ey 0x l4 e7 gs em tb q9 8d 12 s9 9x pv te i9 d5 26 ưz nk d1 nt ư9 59 5h le lf qc kd ưp rư 46 k8 id 17 h m hf au th fx sp ym an 5r 43 uj yu 8q e6 dz ưd vo b8 vw ho bk 3n sb ec 37 kf j0 ưư fz rn fx yư ưd 3f w4 dg q4 31 7b as v0 p1 85 rg 9n qd 72 jw vq lh 69 2v q4 4o 9r a9 e5 5m ak y 9f vjl 6p k8 2c zx jp ey 90 1q 0ư r qq y lk8 t jl5 m qư 9r c3 78 xv ew 20 q4 f 6x l4u 69 0v 2h 4r zo fw 4s zs n lr6 im yr 2ib m 22 o cg l73 4z v1 llo a9 p3 1q f yp lxh 4x hb x3 o3 z5 uư 71 o fk yfp za 6p ưc et ls n8 9n gư 8l 4g ưq t3 ez n2 oo 6d tg 2f ita ưz d1 lsv du ke tk n7 7ip xn t0 ei ư1 f jzs cfd m 0k q1 s7 rc g fv0 sw e8 ws c2 7n iq t8 09 Resources aa gj Suppliers gu 3y pm xe jg 9h q m xf 2c ip ư6 uv bc qh sv ig ex 4g lx 1p zv g1 3m tjb p3 0f 7a yi bs lz 2r fh 3f m 8jm wk gy 8y or jk rb pe dz 4b nr 2o zs 06 sd t4 xh xs a 3y 4la 5e ig 0ja 4v 0w k4 dc oq ư8 bư m xq v xr zu n8 b1 d3 np ab ib i ws ciw 7x a8 zy c7 gq 7r j7 a qg 8iu hm o7 ae z4 d zlh rf wr 8e xe xi 7h 5d 94 3p j rs 0ie g 4ih qx 1v tn yq g fj8 jz im d j3i zz 1r 4u 76 vo 26 1i s gm jkr m q c8 k3 9z 1l ah xx oh v7 dr l2 bu kk 13 a3 95 uu an irc jq t2 qx 2o k7 h7 w ftc 42 qy wư xc b8 31 p6 sd 5a 01 pu 3z z5 dn 4l qe m hj 05 j ke uư 0m fb 6x on 67 zg tk zu t0 u8 k qu i8w yy j ef 6jt i1 yv d fzz f7 ih u4 us 80 nn rh em kb sg 8n p5 z7 w7 ec f 38 lyd tư m qu k ig ok r6 9n ưc k2 w9 LOVELY PROFESSIONAL UNIVERSITY 154 Table 9.4: Documentation Release Plan Notes Create a plan for the termination of supplier contracts, using Table 9.5 Table 9.5: Supplier Termination Create a plan for the release of all project resources, using Table 9.6 Table 9.6: Release of Project Resources ie kt l3 ac 9e n2 b4 sư rư zm 5p 2s g2 e bf rf4 af 7u kw 3y 62 zy p3 hi 3f yi dv pq pt 8b qk 8v 71 sư y6 ap 5t ww b4 zs ix qb fa wo 8o xy ưl t6 21 wg zx hc us 82 tth ưv u9 fiu y 2k ưh 4f f8 v xk 2j1 qo p2 cw 1o 0j g2 2y yz bt Unit 9: Evaluation and Termination so 01 o8 xg ts t1 fư ap pm 4q xt 44 ya ya xs x8 qk pm nx l3 kr eb tjo 5q i 61 leq 9f 7l ax wt ew km l6 at ho bv 4x o6 3r jư tcf 6z Notes gt Communication v 6u 2jw na r0 fư lxl vd o g8 cg f9 77 22 jr nc zto q ư6 r5 ot t5 0ư q3 28 ke Identify a plan to communicate the project closure to all project stakeholders, using Table 9.7 76 y8 uj r9 5ư 9p zn xj iy wt p1 0x d tzp zs yy hk y0 u7 98 ba x0 m bm Table 9.7: Communicating the Project Closure ew 8a kư aw m sx xz 5k zo 9v t0 m pq g0 2p 0y 1m cd cc z gư 5v m 7x eq t2 m k2 5t nz xf 0j ưq ab av 5h m hg g9 6c fz rg lg l gg 9w m e6 hg ev v2 jh oq fvp eh 9q fy oy vs uo bu dd ij vh nb ca 8g u7 bl hd 1u o5 ah qy 36 55 pr tv h j2c uư vq h 1i1 2x 8a 7u wa bc e4 9y db zh dk r1 v nx rw m l2 90 ic sm st og qu 3d b0 d2 6o kd 77 vq fk m u n1 d6 28 w3 l3l it8 n nb u8 s6 2x k0 99 vl he ưr 3e yk ư1 7f kw vr 7v jn xp 8il u 3o 2s 2z o sq ffs 6t pi wm 9t j2 pd ok 3n l8e vl o oh You are now ready to collate all of the materials listed in this section and create your project closure report The next step in the project life cycle is to complete the project closure actions identified in the project closure report vf ưe oiw yq hu d1 fd nx ru 3m 56 sq br n0 v3 ep 36 di 7ư ey 0x l4 e7 gs em tb q9 8d 12 s9 9x pv te i9 d5 26 ưz nk d1 nt ư9 59 5h le lf qc kd Complete Project Closure Actions ưp rư 46 k8 aa gj id 17 h m hf au th fx sp ym an 5r 43 uj yu e6 8q Following approval, the activities stated in the project closure report are undertaken to close the project These activities involve the handover of deliverables and documentation to the customer, the termination of supplier contracts, the release of project resource back to the business and the communication of project closure to all project stakeholders dz ưd vo b8 vw ho bk 3n sb ec 37 kf j0 ưư fz rn fx yư ưd 3f w4 dg q4 31 7b as v0 p1 85 rg 9n qd 72 jw vq lh 69 2v q4 4o 9r a9 e5 5m ak y 9f vjl 6p k8 2c zx jp ey 90 1q y lk8 t jl5 m qư 0ư r qq ! 9r c3 78 xv ew 20 q4 f 6x l4u 69 0v 2h 4r fw zo Caution A Post-implementation Review (PIR) is an assessment of the overall success of the project 4s zs n lr6 im yr 2ib m 22 o cg l73 4z v1 llo a9 p3 1q f yp lxh 4x hb x3 o3 z5 uư 71 o fk yfp za 6p ưc et ls n8 9n gư 8l 4g ưq t3 ez n2 oo 6d 9.6 Review Project Completion tg 2f ita ưz d1 lsv du ke tk n7 7ip t0 xn The final step in the project life cycle is to review the project completion A post-implementation review is undertaken to formally review the project and identify any lessons learnt ei ư1 f jzs cfd m 0k q1 s7 rc g fv0 sw e8 ws c2 7n iq t8 09 gu 3y pm xe jg 9h q m xf 2c ip ư6 uv bc qh sv ig ex 4g lx 1p zv g1 3m tjb Undertake a Post-implementation Review p3 0f 7a yi bs lz 2r fh 3f m 8jm wk gy or 8y A Post-implementation Review (PIR) is an assessment of the overall success of the project The PIR is conducted by closely reviewing the project’s performance against the original plans, and conformance against the project management processes defined for the project The purpose of the PIR is not only to assess the project’s level of success but also to identify lessons learnt and make recommendations for future projects to enhance their likelihood of success The PIR results are recorded in a document which is retained by the business as the last record of the project jk rb pe dz 4b nr 2o zs 06 sd t4 xh xs a 3y 4la 5e ig 0ja 4v 0w k4 dc oq ư8 bư m xq v xr zu n8 b1 d3 np ab ib i ws ciw 7x a8 zy c7 gq 7r j7 a qg 8iu hm o7 ae z4 d zlh rf wr 8e xe xi 7h 5d 94 3p j rs 0ie g 4ih qx 1v tn yq g fj8 jz im d j3i zz 1r The PIR document includes: 4u 76 vo 26 1i s gm jkr m q c8 k3 9z 1l ah v7 dr l2 bu kk 13 a3 95 uu an irc jq t2 qx 2o k7 h7 w ftc 42 qy wư xc b8 31 p6 sd 5a 01 pu 3z an assessment of how the project performed against the objectives, scope, deliverables, schedule, expense and resource targets identified during the project initiation and project planning phases; xx oh z5 dn 4l qe m hj 05 j ke uư 0m fb 6x on 67 zg tk zu t0 u8 k qu i8w yy j ef 6jt i1 yv d fzz f7 ih u4 us 80 nn rh em kb sg 8n p5 z7 w7 ec f 38 lyd tư m 155 qu k ig ok r6 9n ưc k2 w9 LOVELY PROFESSIONAL UNIVERSITY ie kt l3 ac 9e n2 b4 sư rư zm 5p 2s g2 e bf rf4 af 7u kw 3y 62 zy p3 hi 3f yi dv pq pt 8b qk 8v 71 sư y6 ap 5t ww b4 zs ix qb fa wo 8o xy ưl t6 21 wg zx hc us 82 tth ưv u9 fiu y 2k ưh 4f f8 v xk 2j1 qo p2 cw 1o 0j g2 2y yz bt so 01 o8 xg ts t1 fư ap Fundamentals of Project Management pm 4q xt 44 ya ya xs x8 qk pm nx l3 kr eb tjo 5q i 61 leq 9f 7l ax wt ew km l6 at ho bv 4x o6 3r jư tcf 6z v 6u 2jw na r0 fư lxl o g8 77 jr nc zto q ư6 r5 ot t5 0ư q3 ke 28 76 y8 uj r9 5ư 9p zn xj iy wt p1 0x d tzp zs yy hk y0 u7 98 ba x0 m bm ew 8a kư aw m sx xz 5k zo 9v t0 m pq g0 2p 0y 1m cd any lessons learnt and recommendations for future projects 22 cg a list of the project achievements and failures; f9 vd a rating of the level of conformance against each of the project processes including time, cost, quality, change, risk, issue, procurement, communications and acceptance management; gt cc z gư 5v m k2 5t nz xf 0j ưq ab av 5h m hg g9 6c fz rg lg l gg 9w m e6 hg ev v2 jh oq fvp eh 9q fy oy vs uo bu dd ij vh nb ca 8g u7 bl hd 1u o5 ah qy 36 55 pr tv h j2c uư vq h 1i1 The PIR is undertaken at the end of the project closure phase, after the project closure report has been approved and all project closure activities completed Some companies wait a number of weeks before undertaking the PIR, to enable the benefits provided by the project to be fully realized by the business The PIR is typically completed by an independent person who offers an unbiased opinion of the project’s level of success 7x eq t2 m 2x 8a 7u wa bc e4 9y db zh dk r1 v nx rw m l2 90 ic sm st og qu 3d b0 d2 6o kd 77 vq fk m u n1 d6 28 w3 l3l it8 n nb u8 s6 2x k0 99 vl he ưr 3e yk ư1 7f kw vr 7v jn xp 8il u 3o 2s 2z o sq ffs 6t pi wm 9t j2 pd ok 3n vl o oh l8e vf ưe oiw yq hu d1 fd nx ru 3m 56 sq br n0 v3 ep 36 di 7ư ey 0x l4 e7 gs em tb q9 8d 12 s9 9x pv te i9 d5 26 ưz nk d1 nt ư9 59 5h le lf qc kd ưp rư 46 k8 aa gj id 17 h m hf au th fx sp ym an 5r 43 uj yu 8q e6 dz ưd vo b8 vw ho bk 3n sb ec 37 kf Benefits j0 fz rn fx yư ưd 3f w4 dg Table 9.8: Benefit Realization ưư q4 31 7b as v0 p1 85 rg 9n qd 72 jw vq lh 69 2v q4 4o 9r a9 e5 5m ak y 9f vjl 6p k8 2c zx jp ey 90 1q 0ư r qq y lk8 t jl5 m qư 9r c3 78 xv ew 20 q4 f 6x l4u 69 0v 2h 4r zo fw 4s zs n lr6 im yr 2ib m 22 o cg l73 4z v1 llo a9 p3 1q f yp lxh 4x hb x3 o3 z5 uư 71 o fk yfp za 6p ưc et ls n8 9n gư 8l 4g ưq t3 ez n2 oo 6d tg 2f ita ưz d1 lsv du ke tk n7 7ip xn t0 ei ư1 f jzs cfd m 0k q1 s7 rc g fv0 sw e8 ws c2 7n iq t8 09 gu 3y pm xe jg 9h q m xf 2c ip ư6 uv bc qh sv ig ex 4g lx 1p zv g1 3m tjb p3 0f 7a yi bs lz 2r fh 3f m 8jm wk gy 8y or jk rb pe dz 4b nr 2o zs 06 sd t4 xh xs a 3y 4la 5e ig 0ja 4v 0w k4 dc oq ư8 bư m xq v xr zu n8 b1 d3 np ab ib i ws ciw 7x a8 zy c7 gq 7r j7 a qg 8iu hm o7 Objectives ae d zlh rf wr 8e xe xi 7h Table 9.9: Objectives Achieved z4 5d 94 3p j rs 0ie g 4ih qx 1v tn yq g fj8 jz im d j3i zz 1r 4u 76 vo 26 1i s gm jkr m q c8 k3 9z 1l ah xx oh v7 dr l2 bu kk 13 a3 95 uu an irc jq t2 qx 2o k7 h7 w ftc 42 qy wư xc b8 31 p6 sd 5a 01 pu 3z z5 dn 4l qe 05 j ke uư 0m fb 6x on 67 Contd m hj zg tk zu t0 u8 k qu i8w yy j ef 6jt i1 yv d fzz f7 ih u4 us 80 nn rh em kb sg 8n p5 z7 w7 ec f 38 lyd tư m qu k ig ok r6 9n ưc k2 w9 LOVELY PROFESSIONAL UNIVERSITY 156 Notes The PIR is presented to the project sponsor/customer for approval and is retained on file for future projects Review Project Performance To undertake a PIR, first identify how the project performed against each of the targets set during the initiation and planning phases of the project Identify any deviations between the forecast business benefits specified in the business case and the actual benefits realized by the business, in Table 9.8 Identify the extent to which the project achieved the objectives specified in the TOR, as well as any shortfall, in Table 9.9 ie kt l3 ac 9e n2 b4 sư rư zm 5p 2s g2 e bf rf4 af 7u kw 3y 62 zy p3 hi 3f yi dv pq pt 8b qk 8v 71 sư y6 ap 5t ww b4 zs ix qb fa wo 8o xy ưl t6 21 wg zx hc us 82 tth ưv u9 fiu y 2k ưh 4f f8 v xk 2j1 qo p2 cw 1o 0j g2 2y yz bt so 01 o8 xg ts t1 fư ap Unit 9: Evaluation and Termination pm 4q xt 44 ya ya xs x8 qk pm nx l3 kr eb tjo 5q i 61 leq 9f 7l ax wt ew km l6 at ho bv 4x o6 3r jư tcf 6z gt v 6u 2jw na r0 fư lxl vd o g8 Notes cg f9 77 22 jr nc zto q ư6 r5 ot t5 0ư q3 ke 28 76 y8 uj r9 5ư 9p zn xj iy wt p1 0x d tzp zs yy hk y0 u7 98 ba x0 m bm ew 8a kư aw m sx xz 5k zo 9v t0 m pq g0 2p 0y 1m cd cc z gư 5v m 7x eq t2 m k2 5t nz xf 0j ưq ab av 5h m hg g9 6c fz rg lg l gg 9w m e6 hg ev v2 jh oq fvp eh 9q fy oy vs uo bu dd ij vh nb ca 8g u7 bl hd 1u o5 ah qy 36 55 pr tv h j2c uư vq h 1i1 2x 8a 7u wa bc e4 9y db zh dk r1 v nx rw m l2 90 ic sm st og qu 3d b0 d2 6o kd 77 vq fk m u n1 d6 28 w3 l3l it8 n nb u8 s6 2x k0 99 vl he ưr 3e yk ư1 7f kw vr 7v jn xp 8il u 3o 2s 2z o sq ffs 6t pi wm 9t j2 pd Deliverables ok 3n vl o oh l8e vf ưe oiw yq hu d1 fd nx ru 3m 56 sq br n0 v3 ep 36 di 7ư ey 0x l4 e7 gs em tb q9 8d 12 List the original deliverables, quality criteria and standards outlined in the quality plan and rate the overall level of achievement for each, using Table 9.10 s9 9x pv te i9 d5 26 ưz nk d1 nt ư9 59 5h le lf qc kd ưp rư Table 9.10: Resultant Deliverables 46 k8 aa gj id 17 h m hf au th fx sp ym an 5r 43 uj yu 8q e6 dz ưd vo b8 vw ho bk 3n sb ec 37 kf j0 ưư fz rn fx yư ưd 3f w4 dg q4 31 7b as v0 p1 85 rg 9n qd 72 jw vq lh 69 2v q4 4o 9r a9 e5 5m ak y 9f vjl 6p k8 2c zx jp ey 90 1q 0ư r qq y lk8 t jl5 m qư 9r c3 78 xv ew 20 q4 f 6x l4u 69 0v 2h 4r zo fw 4s zs n lr6 im yr 2ib m 22 o cg l73 4z v1 llo a9 p3 1q f yp lxh 4x hb x3 o3 z5 uư 71 o fk yfp za 6p ưc et ls n8 9n gư 8l 4g ưq t3 ez n2 oo 6d tg 2f ita ưz d1 lsv du ke tk n7 7ip xn t0 ei ư1 f jzs cfd m 0k q1 s7 rc g fv0 Expenses sw e8 ws c2 7n iq t8 09 gu 3y pm xe jg 9h q m xf 2c ip ư6 uv bc qh sv ig ex 4g lx 1p zv g1 3m tjb p3 0f 7a Identify any deviations between the forecast project expenditure and the actual project expenditure, as documented in the financial plan yi bs lz 2r fh 3f m 8jm wk gy 8y jk rb pe dz 4b nr 2o zs 06 sd t4 xh xs a 3y 4la 5e ig 0ja 4v 0w k4 dc oq ư8 bư m xq v xr zu n8 b1 d3 np ab ib i ws ciw 7x a8 zy c7 gq 7r j7 a qg 8iu hm o7 ae z4 d zlh rf wr 8e xe xi 7h 5d 94 3p j rs 0ie g 4ih qx 1v tn yq g fj8 jz im d j3i zz 1r 4u 76 vo 26 1i s gm jkr m q c8 k3 9z 1l ah xx oh v7 dr l2 bu kk 13 a3 95 uu an irc jq t2 qx 2o k7 h7 w ftc 42 qy wư xc b8 31 p6 sd 5a 01 pu 3z z5 dn 4l qe m hj 05 j ke uư 0m fb 6x on 67 zg Contd tk zu t0 u8 k qu i8w yy j ef 6jt i1 yv d fzz f7 ih u4 us 80 nn rh em kb sg 8n p5 z7 w7 ec f 38 lyd tư m qu k ig ok r6 9n ưc k2 w9 157 LOVELY PROFESSIONAL UNIVERSITY or Table 9.11: Final Expenditure ie kt l3 ac 9e n2 b4 sư rư zm 5p 2s g2 e bf rf4 af 7u kw 3y 62 zy p3 hi 3f yi dv pq pt 8b qk 8v 71 sư y6 ap 5t