Chapter 13 describes the different forms of project termination, such as outright shutdown, integration into the regular organization, or extension into a new project. Each form presents unique problems for the project manager to solve.
Trang 1Project
Termination
Trang 2– The objectives have been completed
– It no longer makes sense to finish
anywhere in between
Trang 3The Varieties of Project Termination
Trang 4the project goes away
– Successful
– Unsuccessful
– Changes in environment
– Take too long
– Murder
organizational work continues
Trang 5institutionalized
personnel and assets are transferred to
the new business
Trang 6project
– It is absorbed into the existing structure
project
Trang 7Aspects of the Transition from Project to Integrated Operation
Manufacturing
Accounting/finance
Engineering
Information systems
Purchasing,
distribution, legal, etc
Risk ID and
management
Trang 8reducing the budget of a project
cancel a project
project
Trang 9is finished
project prior to its completion
Trang 10support
schedule/plan
feedback
Trang 11Projects Fail
management
manager
Trang 12NonTechnical Reasons for Termination
Trang 13project, the decision must be carried out
Trang 14decision about terminating a project
or termination is whether or not the
organization is willing to invest the
estimated time and cost required to
complete the project
Trang 15job”
down yields better results
Trang 16 Ensure tasks are completed
Notify the client
Finish the paperwork
Send out final invoices to the client
Redistribute resources
Clear with legal counsel
Determine what records to keep
Assign support
Close the project books
Trang 17The Final Report—A Project History
Trang 18knowledge areas were focused on in real life projects
– Practices associated with time, scope, and cost were widely used
– Practices associated with integration, HR, and
procurement were used somewhat less used
– Practices related to communication, quality, and risk