Project Execution Monitoring and Information Systems Project Control

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Project Execution Monitoring and Information Systems Project Control Project Auditing CE 447 - PROJECT

Project Execution Monitoring and Information Systems Project Control Project Auditing CE 447 - PROJECT MANAGEMENT Project Management 1 L-11

Executing Process Executing consists of the processes used to complete the work defined in

Executing Process Executing consists of the processes used to complete the work defined in the project plan to accomplish the project's requirements. This process involves coordinating people and resources, as well as integrating and performing the activities of the project in accordance with the project management plan. The deliverables are produced as outputs from the processes performed as defined in the project management plan and other frameworks that might be applicable to the type of project at hand. 2

Executing Process Activities in this group are: • • Direct and Manage Project Execution

Executing Process Activities in this group are: • • Direct and Manage Project Execution Perform Quality Assurance Acquire Project team Develop Project Team Information Distribution Request Seller Responses Select Sellers 3

PM Responsibility in Executing Process ØThe Project Manager needs to provide managerial guidance to

PM Responsibility in Executing Process ØThe Project Manager needs to provide managerial guidance to human resources, subordinates, and others ( including subcontractors) that will result in their effective, timely work 4

What is Project Monitor & Control Process? • These consists of those processes(managing time,

What is Project Monitor & Control Process? • These consists of those processes(managing time, cost, quality, change, risks, issues, suppliers, customers and communication) performed to observe project execution so that potential problems can be identified in a timely manner and corrective action can be taken, when necessary, to control the execution of the project. 5

Monitoring and controlling tasks • Measuring the ongoing project activities ('where we are). *Monitoring

Monitoring and controlling tasks • Measuring the ongoing project activities ('where we are). *Monitoring the project variables (cost, effort, scope, etc. ) against the project management plan and the project performance baseline (where we should be). • Identify corrective actions to address issues and risks properly (How can we get on track again). • Influencing the factors that could circumvent integrated change control so only approved changes are implemented 6

Definition: Corrective Action Steps taken to align future project direction with the stakeholders’ success

Definition: Corrective Action Steps taken to align future project direction with the stakeholders’ success measures. 7

PM Responsibility in Project Monitoring/Controlling Process ØThe Project Manager needs to measure performance to

PM Responsibility in Project Monitoring/Controlling Process ØThe Project Manager needs to measure performance to find out how progress differs from plan in time to initiate corrective action. The controlling activity often cause a redefinition of project objectives 8

Monitoring and Controlling CE 447 - PROJECT MANAGEMENT Project Management 9 L-11

Monitoring and Controlling CE 447 - PROJECT MANAGEMENT Project Management 9 L-11

 • Monitoring – collecting, recording, and reporting information concerning project performance that project

• Monitoring – collecting, recording, and reporting information concerning project performance that project manager and others wish to know • Controlling – uses data from monitor activity to bring actual performance to planned performance Chapter 10 Project Monitoring & Control Project Monitoring and Control 10

 • • Why do we monitor? What do we monitor? When do we

• • Why do we monitor? What do we monitor? When do we monitor? How do we monitor? Chapter 10 Project Monitoring & Control Project Monitoring and Control 11

Why do we monitor? Chapter 10 Project Monitoring & Control • Simply because we

Why do we monitor? Chapter 10 Project Monitoring & Control • Simply because we know that things don’t always go according to plan (no matter how much we prepare) • To detect and react appropriately to deviations and changes to plans 12

 • Men (human resources) • Machines • Materials • Money • Space •

• Men (human resources) • Machines • Materials • Money • Space • Time • Tasks • Quality/Technical Performance Chapter 10 Project Monitoring & Control What do we monitor? 13

What do we monitor? Progress Costs Job starts Job completion Engineering / Design changes

What do we monitor? Progress Costs Job starts Job completion Engineering / Design changes Variation order (VO) Chapter 10 Project Monitoring & Control Inputs • Time • Money • Resources • Material Usage • Tasks • Quality/Technical Performance Outputs 14

 Till the end of the project Continuously Regularly Logically While there is still

Till the end of the project Continuously Regularly Logically While there is still time to react As soon as possible At task completion At pre-planned decision points (milestones) Chapter 10 Project Monitoring & Control When do we monitor? 15

 • • At head office? At the site office? On the spot? Depends

• • At head office? At the site office? On the spot? Depends on situation and the ‘whats’ Chapter 10 Project Monitoring & Control Where do we monitor? 16

How do we monitor • Through meetings with clients, parties involved in project (Contractor,

How do we monitor • Through meetings with clients, parties involved in project (Contractor, supplier, etc. ) • For schedule – Update CPA, PERT Charts, Update Gantt Charts • Using Earned Value Analysis • Calculate Critical Ratios • Milestones • Reports • Tests and inspections • Delivery or staggered delivery 17 • PMIS (Project Management Info Sys) Updating

Meetings – Some monitoring issues • What problems do you have and what is

Meetings – Some monitoring issues • What problems do you have and what is being done to correct them? • What problems do you anticipate in the future? • Do you need any resources you do not yet have? • Do you need information you do not have yet? • Do you know anything that will give you schedule difficulties? • Any possibility your task will finish early/late? • Will your task be completed under/over/on budget? 18

Project Control Cycle ACTION Correct deviations from plan RE-PLAN as necessary PLAN Specifications Project

Project Control Cycle ACTION Correct deviations from plan RE-PLAN as necessary PLAN Specifications Project Schedule Project budget Resource plan Vendor contracts COMPARE Actual status against plan -Schedule -Cost MONITOR Record status Report progress Report cost 19

Project Control • Control – process and activities needed to correct deviations from plan

Project Control • Control – process and activities needed to correct deviations from plan • Control the triple constraints • time (schedule) • cost (budget, expenses, etc) • performance (specifications, testing results, etc. ) 20

Basic Concepts • Baselining • (values at t 1, all values at t 2,

Basic Concepts • Baselining • (values at t 1, all values at t 2, …) • Planned versus real Values • (Planned Start, Planned Effort, Planned End, …) • (Actual Start, Actual Effort, Actual End, …)

Baseline and Tracking Gantt Charts 13– 22

Baseline and Tracking Gantt Charts 13– 22

Planned Value • The cumulative cost of the approved costs • PV(t) = planned

Planned Value • The cumulative cost of the approved costs • PV(t) = planned value at time t • BAC = Budget at completion BAC PV(t) t Planned End

Actual Cost • The actual cumulative cost of the work done so far +

Actual Cost • The actual cumulative cost of the work done so far + estimation to end AC(t) t Actual End

Earned Value • Measures real achieved results (in terms on earnings) • The sum

Earned Value • Measures real achieved results (in terms on earnings) • The sum of the approved cost estimates for activities completed up to a specified date • At the end of the project, EV = PV t

Computing Earned Value • Rule 1. Earned value should be determined by physically examining

Computing Earned Value • Rule 1. Earned value should be determined by physically examining products • Rule 2. • Finished activities: • Planned Value • Unstarted activities • 0 • For unfinished activities earned value is usually just a guess • 50/50 Rule (50 at start and 100 at end) • 20/80 Rule (20 at start and 100 at end) • 0/100 Rule (0 at start and 100 at end)

Example

Example

Analysis at date, some values BAC C PV c AC • Some simple values

Analysis at date, some values BAC C PV c AC • Some simple values a b EV Tb Ta • Expresses project progress (in terms on monetary values) • Used to compute performances T • CV = EV - AC • SV = EV - PV • a = T - Ta • b = T - Tb • c

Cost Performance Index (CPI) • Compares budgeted cost of work performed to actual cost

Cost Performance Index (CPI) • Compares budgeted cost of work performed to actual cost • Indicated the efficiency of the project • CPI = EV/AC How much we are actually getting for each euro we thought we would spend.

Schedule Performance Index (SPI) • Compares work performed to work planned • SPI =

Schedule Performance Index (SPI) • Compares work performed to work planned • SPI = EV/PV • How fast does the project progress w. r. t. how fast we expected it to be?

Interpreting EV-indicators • Typically indicators are stable after 20% of the project • •

Interpreting EV-indicators • Typically indicators are stable after 20% of the project • • CPI > 1 project is on budget CPI < 1 project is over budget SPI > 1 project is ahead of time SPI < 1 project is behind schedule

To Complete Performance Index • The efficiency that must be achieved to complete the

To Complete Performance Index • The efficiency that must be achieved to complete the remaining work with the remaining money • TCPI = (BAC - EV) / (BAC - AC)

Techniques for monitoring and control • Earned Value Analysis • Critical Ratio 33

Techniques for monitoring and control • Earned Value Analysis • Critical Ratio 33

Earned Value Analysis • A way of measuring overall performance (not individual task) is

Earned Value Analysis • A way of measuring overall performance (not individual task) is using an aggregate performance measure Earned Value • Earned value of work performed (value completed) for those tasks in progress found by multiplying the estimated percent physical completion of work for each task by the planned cost for those tasks. The result is amount that should be spent on the task so far. This can be compared with actual amount spent. 34

Earned Value Analysis • Methods for estimating percent completion • The 50 -50 estimate.

Earned Value Analysis • Methods for estimating percent completion • The 50 -50 estimate. 50% is assumed when task is begun, and remaining 50% when work completed. • 0 -100% rule. This rule allows no credit for work until task is complete, highly conservative rule, project always seem late until the very end of project when everything appears to suddenly catch up • Critical input rule. This rule assigns progress according to amount of critical input that has been used. Labor or skilled dependent, machine critical input – buy machine complete task – may be misinformation • Proportional rule. This rule divides planned (or actual) time-to-date by total scheduled time(or budgeted (or actual ) cost-to-date by total budgeted cast] to calculate percent complete. This is commonly used rule. 35

Earned Value Analysis • Refer to earned value chart – basis for evaluating cost

Earned Value Analysis • Refer to earned value chart – basis for evaluating cost and performance to date • If total value of the work accomplished is in balance with the planned (baseline) cost, and actual cost then top mgmt has no particular need for a detailed analysis of individual tasks • Earned value concept – combines cost reporting & aggregate performance reporting into one comprehensive chart 36

Earned Value Analysis • • • Baseline cost to completion – referred to as

Earned Value Analysis • • • Baseline cost to completion – referred to as budget at completion (BAC) Actual cost to date – referred to as estimated cost at completion (EAC) Identify several variances according to two guidelines 1. 2. A negative variance is ‘bad’ Cost and schedule variances are calculated as earned value minus some other measure 37

Earned Value Chart – basis for evaluating cost & performance to date 38

Earned Value Chart – basis for evaluating cost & performance to date 38

Earned Value Analysis - Variances • 4 types of variances; • Cost (spending) variance

Earned Value Analysis - Variances • 4 types of variances; • Cost (spending) variance (CV) – difference between budgeted cost of work performed (earned value) (BCWP) and actual cost of that work (ACWP) • Schedule variance (SV) – difference between earned value (BCWP) and cost of work we scheduled to perform to date (BCWS) • Time variance (TV) –difference between time scheduled for work performed (STWP) and actual time to perform it (ATWP) 39

Earned Value Variance - Formula CV = BCWP – ACWP (negative value - cost

Earned Value Variance - Formula CV = BCWP – ACWP (negative value - cost overrun) SV = BCWP – BCWS (negative value - behind schedule) TV = STWP – ATWP (negative value - delay) Index (Ratios) Cost Performance Index (CPI) = BCWP/ACWP Schedule Performance Index (SPI) = BCWP/BCWS Time Performance Index (TPI) = STWP/ATWP 40

EXAMPLE Assume that operations on a Work Package cost RM 1, 500 to complete.

EXAMPLE Assume that operations on a Work Package cost RM 1, 500 to complete. They were originally scheduled to finish today. At this point, we actually spent RM 1, 350. And we estimate that we have completed two thirds (2/3) of the work. What are the cost and schedule variances? CV = BCWP – ACWP = 1500 (2/3) – 1350 = - 350 SV = BCWP – BCWS = 1500 (2/3) – 1500 = - 500 CPI = BCWP/ACWP = 1500(2/3)/1350 = 0. 74 SPI = BCWP/BCWS = 1500(2/3)/1500 = 0. 67 Spending higher than budget, and given what we have spent, we are not as far along as we should be (have not completed as much work as we should have) 41

 • Possible to have one of indicators to be favorable while the other

• Possible to have one of indicators to be favorable while the other unfavorable • Might be ahead of schedule and behind costs • Six possibilities (see figure next slide) 42

6 Possibilities Earned Value Analysis 43

6 Possibilities Earned Value Analysis 43

EXERCISE ( A project to develop a country park has an actual cost in

EXERCISE ( A project to develop a country park has an actual cost in month 17 of $350, 000, a planned cost of $475, 000, and a value completed of $300, 000. Find the cost and schedule variances and the three indexes. $ Planned (Baseline) – 475, 000 BCWS Actual cost – 350, 000 ACWP Value completed – 300, 000 BCWP 44 Time t Month 17

Solution BCWS = 475, 000 BCWP = 300, 000 ACWP = 350, 000 CV

Solution BCWS = 475, 000 BCWP = 300, 000 ACWP = 350, 000 CV = BCWP – ACWP SV = BCWP – BCWS CV = 300, 000 – 350, 000 = -50, 000 (negative value - cost overrun) SV = 300, 000 – 475, 000 = -175, 000 (negative value - behind schedule) Cost Performance Index (CPI) = BCWP/ACWP = 300/350 = 0. 86 Schedule Performance Index (SPI) = BCWP/BCWS = 300/475 = 0. 63 Time Performance Index (TPI) = STWP/ATWP Scheduled Time Work Performed (STWP) can be estimated Time t = Schedule Variance/Slope of Planned costs = -175, 000/ (475, 000/17) = - 6. 26 months Time Difference= 17 - 6. 26 = 10. 74 TV = 10. 74/17 = 0. 63 45

Critical ratio • Sometimes, especially large projects, it may be worthwhile calculating a set

Critical ratio • Sometimes, especially large projects, it may be worthwhile calculating a set of critical ratios for all project activities • The critical ratio is actual progress x scheduled progress budgeted cost actual cost • If ratio is 1 everything is probably on target • The further away form 1 the ratio is, the more we may need to investigate 46

Critical ratio example Calculate the critical ratios for the following activities and indicate which

Critical ratio example Calculate the critical ratios for the following activities and indicate which are probably on target and need to be investigated. Activity Actual progress Scheduled Progress Budgeted Cost Actual cost A 4 days 60 40 B 3 days 2 days 50 50 C 2 days 30 20 D 1 day 20 30 E 2 days 4 days 25 25 Critical ratio (CR) 47

Critical ratio example • Can be on schedule and below budget (Act A) Why

Critical ratio example • Can be on schedule and below budget (Act A) Why so good? Cutting corners? • Can be behind schedule but below budget (Act C) • Can be on budget but physical progress lagging (Act E) • Can be on schedule but cost running higher than budget (Act D) • On budget ahead of schedule (Act B) 48

Summary • Need proper project monitoring and control mechanisms • Tools available to help

Summary • Need proper project monitoring and control mechanisms • Tools available to help in monitoring and controlling activities • There are human control and management aspects not covered here 49

Glossary of Terms EV Earned value for a task is simply the percent complete

Glossary of Terms EV Earned value for a task is simply the percent complete times its original budget. Stated differently, EV is the percent of the original budget that has been earned by actual work completed. PV The planned time-phased baseline of the value of the work scheduled. An approved cost estimate of the resources scheduled in a time-phased cumulative baseline [BCWS—budgeted cost of the work scheduled]. AC Actual cost of the work completed. The sum of the costs incurred in accomplishing work. [ACWP —actual cost of the work performed]. CV Cost variance is the difference between the earned value and the actual costs for the work completed to date where CV = EV – AC. SV Schedule variance is the difference between the earned value and the baseline to date where SV = EV – PV. BAC Budgeted cost at completion. Total budgeted cost of the baseline or project cost accounts. EAC Estimated cost at completion. ETC Estimated cost to complete remaining work. VAC Cost variance at completion. VAC indicates expected actual over- or under-run cost at completion. 13– 50 TABLE 13. 1

Project Auditing CE 447 - PROJECT MANAGEMENT Project Management 51 L-11

Project Auditing CE 447 - PROJECT MANAGEMENT Project Management 51 L-11

Project auditing � Project auditing: a formal inquiry into any aspect of the project

Project auditing � Project auditing: a formal inquiry into any aspect of the project chosen by management. � The audit process is a thorough examination of the management of the project and includes a formal report � Studying the project also fulfills the spirit of TQM in that it produces a set of recommendations that can be applied to future projects.

Purposes of evaluation – goals of the system • One major element typically evaluated

Purposes of evaluation – goals of the system • One major element typically evaluated in an audit is the project’s success. • Success often has four dimensions with regards to a project: • Efficiency – a measure of the project’s success at meeting cost and schedule goals. • Customer impact/satisfaction – a measure of how well the project met the customer’s needs. • Business/direct success – a measure of the commercial success of the project. For projects that create a product, this might be a measure of its market share. For internal projects, this could be measures of process improvements or quality. • Future potential – a measure of how well the project developed new technology or opened a new market.

Auditing ancillary project goals • In addition to the obvious goals identified in the

Auditing ancillary project goals • In addition to the obvious goals identified in the project Statement of Work, typically there are many ancillary goals. Eg: training future project managers • Discovering, let alone evaluating, the project’s ancillary goals can be difficult for several reasons: • It is difficult (impossible? ) to measure performance against an unknown goal. • The ancillary goals may be unique and personal to the project’s cast of players. They may be reluctant to reveal them because they may not directly relate to the objectives of the organization. • The project team may not trust the auditor/evaluator enough to reveal the ancillary goals. • The priorities team members place on the ancillary goals may be very different and keeping them hidden allows the team to avoid conflict.

Project Closure CE 447 - PROJECT MANAGEMENT Project Management 55 L-11

Project Closure CE 447 - PROJECT MANAGEMENT Project Management 55 L-11

PROJECT TERMINATION • Since, by definition, projects always have an end, termination is an

PROJECT TERMINATION • Since, by definition, projects always have an end, termination is an important part of the project management process.

The Varieties of Project Termination � A project terminates when activity slows to the

The Varieties of Project Termination � A project terminates when activity slows to the point where no meaningful work is taking place. This may be because resources have been redeployed, the project is indefinitely delayed, or the work is done. � There are four different ways a project can terminate: Extinction Addition Integration Starvation

4 ways of terminating a project 1. Extinction – The project stops or is

4 ways of terminating a project 1. Extinction – The project stops or is stopped. The halt may be because the project successfully completes its tasks or because senior management loses interest and stops further work. While work on the substance of the project can be halted suddenly, there still will be tasks to complete to put the project to its final rest. (A subset of this is Termination by Murder. This is termination suddenly and without warning, usually for a cause not related to the project’s purpose. )

4 ways of terminating a project 2. Addition – The project stops, but its

4 ways of terminating a project 2. Addition – The project stops, but its work and often its people are transformed into a new part of the organization. This new organization then becomes part of the day-to-day operation of the organization, with all its attendant policies, procedures and rules. 3. Integration – The project stops, but its work is integrated into ongoing processes or products within the organization. This is most common for an internal process improvement project, where the results contribute to the improvement of day-to-day operations. 4. Starvation – The project winds down to nothing because resources are taken away. Often the resources are cut incrementally because a project has lost favor, but for political reasons, the project is not overtly “murdered. ”

When to terminate a project • The decision to terminate a project early, by

When to terminate a project • The decision to terminate a project early, by whatever method, is difficult • Questions that could be used to determine if a project should be terminated: • Is the project still consistent with organizational goals? • Has the project lost its key person or champion? • Can the results be purchased more efficiently from outside the company?

The termination process • The process has two elements: • The decision to terminate

The termination process • The process has two elements: • The decision to terminate • The implementation of the termination �The Decision Process – There are two types of decision models that can be used to aid the decision process: � � those that measure against standard success factors those that measure against the project’s specific goals. � In either case, the bottom line decision, at any point in the project’s life cycle, comes down to whether the organization is willing to invest the time and resources necessary to complete the project.

The implementation of the termination process � The termination process, whether large or small,

The implementation of the termination process � The termination process, whether large or small, can be summarized in the following nine tasks: 1. 2. 3. 4. 5. 6. 7. Ensure completion of the project’s work. Notify the client of project completion. Ensure that documentation is complete. Ensure that the final invoice is sent to the client. Redistribute project resources. Clear the project with legal counsel. Determine what records to keep and arrange for appropriate storage. 8. Determine any long-term product support requirements. 9. Oversee the closing of the project’s books.

Particular HR issues for the PM • The PM needs to assist in the

Particular HR issues for the PM • The PM needs to assist in the placement of project personnel in their next job. • This must be coupled with prevention of team members from prematurely abandoning the project or stretching out the remaining work.

The Final Report – A Project History • Future projects will benefit from a

The Final Report – A Project History • Future projects will benefit from a well-written history of completed ones. • The goal of the report is to discuss process improvements that will benefit future projects.

Elements of the final report • The final report should include descriptions and analysis

Elements of the final report • The final report should include descriptions and analysis of the following: • • • Project Performance Administrative Performance Organizational Structure Project and Administrative Teams Techniques of Project Management

Elements of the final report CLOSE-OUT

Elements of the final report CLOSE-OUT

 • Not quite. You need to perform certain steps to formally close out

• Not quite. You need to perform certain steps to formally close out your project. 1. 2. 3. 4. 5. 6. 7. Do a Lessons Learned session. Reconcile the budget. Formally hand-over the product/service. Release resources. Close contracts. Prepare the project completion report. And. . . 67

1. Lessons Learned What does it do? Who’s involved? What’s the benefit? • identifies

1. Lessons Learned What does it do? Who’s involved? What’s the benefit? • identifies what worked and what didn’t • recommends ways to improve performance on future projects • project team • key stakeholders • future projects benefit from documented lessons learned What do I do? What tools do they use? Who can help me? • request the Project Office to conduct a lessons learned session • provide contact information for project team members and key stakeholders • Lessons Learned Survey • Project Look-back Agenda • Lessons Learned Report • Lessons Learned – Management Report • Project Office 68

2. Budget Reconciliation What does it do? Who’s involved? What’s the benefit? • ensures

2. Budget Reconciliation What does it do? Who’s involved? What’s the benefit? • ensures budget tracking is complete • provides the final reconciliation of estimated costs to actual costs • project manager • Business Office • expended funds fully accounted for • all project costs known • provides information for estimating future projects of a similar nature What do I do? What tools do I use? Who can help? • gather budget information from all budget sources: o PM 2 for soft costs o invoices for contractor and hard-costs • identify budget variances by comparing actual costs to estimated costs in the project charter and approved CRs • analyze/document reason for variance(s) • Project Expense Tracking Template • PM 2 • Budget Reports • Project Completion Report • Project Office • Business Office (budget information) 69

3. Formal Hand-over of Product or Service What does it do? Who’s involved? What’s

3. Formal Hand-over of Product or Service What does it do? Who’s involved? What’s the benefit? • operationalizes product or service • project team • operational support team(s) • product or service is supported after the project is completed What do I do? What tools do I use? Who can help? • ensure the appropriate documents are completed and approved • Release Checklist • OPC Checklist • Project Office • 3 rd Party Support (GIS) • OPC Team • Change Management Team • ITSM Program 70

4. Release Resources What does it do? Who’s involved? What’s the benefit? • lets

4. Release Resources What does it do? Who’s involved? What’s the benefit? • lets project staff know ‘their job is done’ • lets managers know staff resources are available for other projects • identifies release of any remaining funds held for the project • recognizes positive job performance and identifies areas for improvement • project manager • project team • managers of project team resources • Business Office • resources formally available for other projects • project team effort is acknowledged What do I do? What tools do I use? Who can help me? • formally notify project team, managers, sponsors, Business Office of project completion • close off contracts • provide project team performance feedback • contract sign off documents • email • Project Office • Business Office • Supply Chain Management 71

5. Contract Closure What does it do? Who’s involved? What’s the benefit? • addresses

5. Contract Closure What does it do? Who’s involved? What’s the benefit? • addresses terms of contract completion • project manager • project sponsor • client / key stakeholders • Business Office • all contacts associated with the completed project are closed What do I do? What tools do I use? Who can help? • reconcile contracted work to actual work completed • identify any work not completed, identify reasons for non-completion and complete actions specified in the contract • approved contracts with vendors/service providers • Project Office • Business Office • Supply Chain Management 72

Who’s involved? What’s the benefit? • identifies which objectives of the project were met

Who’s involved? What’s the benefit? • identifies which objectives of the project were met and not met; documents reason(s) why an objective was not met • identifies actual completion dates for key milestones • identifies outstanding issues • identifies budget and scope variances • project manager • project team • key stakeholders • clear understanding of what was and was not accomplished by the project • outstanding issues, actions are identified and assigned or closed What do I do? What tools do I use? Who can help me? • gather information from PM 2, budget reports (or project tracking sheet), contractors invoices, vendor invoices • refer to project charter and project plan for completion dates and objectives, include information from approved change orders • PM 2 • Expense Tracking Sheet • Contracts/Invoices • Project Plan • Sign-off Forms and Guidelines • Change Requests • Issue Logs • Project Completion Report Template • Project Office • Business Office (budget information) 18 -June-09 What does it do? Project Closure 6. Project Completion Report 73

Project deliverables. Close out the project in: • advise Project Office your – is*closed

Project deliverables. Close out the project in: • advise Project Office your – is*closed C project • site permissions will be set to view only • file all signed originals or submit to the Project Office for filing • submit copies of key project deliverables to the Project Office for inclusion in the PDL • PM 2 • ITPM What’s the benefit? What tools do I use? Who can help me? • historical record • accurate reporting • documentation of work completed for the project • reference for future projects • PM 2 • ITPM • Project Binder • Project Office 18 -June-09 Close off your project Share. Point site. Project Closure 7. And don’t forget to. . . Put on your dancin’ shoes. . . * Do not convert original, signed paper documents to electronic format. Many need to be kept in paper for legal reasons. 74

18 -June-09 Project Closure . . . cause NOW it’s party time! 75

18 -June-09 Project Closure . . . cause NOW it’s party time! 75