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PMP Certification: A Beginner s Guide
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What are the three takeaway points needed for success on any project or phase At this point, you should be able to recite these from memory If you can t, learn them now:
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Stay focused on the end goals and objectives You should be able to answer the following question confidently: Did you do what you said you would do on the project For example, did you meet all project deliverables, effectively manage constraints, meet the approved budget and schedule, perform in a quality manner, and meet customer expectations Use the tools available Did you effectively manage the resources and did you effectively use tools such as standard processes, templates, checklists, this book, your organization s assets, and the PMBOK Work as a team Did you manage the team effectively Did you help grow the team and the individual team members through mentoring, partnering with the team, and other team building activities
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Closing Processes
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There are only two processes in the Closing process group of the PMBOK:
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Close project or phase The process of finalizing all activities across all the project management groups to formally complete the project or phase ( 46) Close procurements The process of completing each of the procurements on the project ( 124)
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Reverse Engineering
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Reverse engineering (sometimes called right-to-left planning ) is a great way to close a project You normally have a set (or fixed) target date for closure So start by backing into the target date and allow enough time to properly shut down the project The amount of time needed to close a project depends entirely on the size, type, and complexity of the project In general, allow at least 60 to 90 days due to the written notices you need to send
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13: Closing the Project: Are We There Yet
to suppliers to cancel services, to write lease (or license) termination letters for hardware and software, and to give people sufficient notice to plan for their next assignment It doesn t matter if you are closing a long-term project that you have been working on for some time or if you are brought in on a fairly new short-term project that someone else has been managing, the approach should be the same Manage the closing phase as a project (charter to close)
The Past Is a Crystal Ball Into the Future
Wouldn t it be great if you knew how to reach success on your project before you even began You can, and you don t even need a crystal ball to see into the future The past has provided a lot of great historical information about why projects fail We should be able to simply learn from past mistakes and move on to greater project success You may remember that in 2 we talked about why projects fail, and these reasons apply even when closing a project To refresh your memory, here s a short summary:
Lack of project management discipline (risk management, communications, change, time, cost and scope management, and so on) When closing a project, we tend to get in a hurry and think we just need to get to the end of the game and the project will be complete However, you still need to exercise good PM practices for successful closure Lack of user (key stakeholder) involvement (Don t leave out the customer or users) Lack of project sponsor commitment (Sponsors tend to lose interest at the end of the project; remind them of what needs to be done and the need for their support) Projects ending for the wrong reasons (assuming the problems are solved, or due to lack of sponsorship) Lack of properly trained or skilled people to work the project Lack of cultural skills and ability to manage in multicultural environment
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