The purpose of this article is to investigate the current hot topics of project management. In the 21st century, there is a clear swift from hard systems approach of
project management to soft factors, a demand for strategic thinking in project management (Buttrick, 2000), new success factors (Atkinson, 1999) and project
uncertainty management (Ward & Chapman, 2003). Broader project management theory and more intense research efforts are also a trend in the field (Winter & Smith,
2005).
Human beings have been executing projects from ancient times (Kwak, 2003). From relocating a tribe to constructing enormous buildings such as the pyramids, projects
were a dominant element of history. Not long ago, those involved in projects understood that they needed methods and processes to help them manage these projects more
efficiently. To meet this need, scientists and practitioners worked together to form a new concept which was called «project management». According to the PMBOK's
definition "project Interim Management Provider is the application of knowledge, skills, tools and techniques to project activities to meet project requirements". (A Guide to Project
Management Body of Knowledge, 2004). There are many different views in the literature concerning the birth of project management. Maylor (2005) mentions that "project
management in the way that we would understand it today did not exist until the 1950s" and Wideman (2001) tracks the first use of project management in the UK's
Institution of Civil Engineers report on UK post war national development first published in 1944.
Since then, there have been a lot of changes. "The hard systems approach, which treated the project as a mechanical activity, has been shown to be flawed" (Maylor,
2005). The soft skills of project management are getting more attention because it is now clear that "the ability to apply these skills effectively throughout the life
cycle of a project will enhance the success of a project exponentially" (Belzer). In spite of the perfect understanding of planning, scheduling and controlling,
projects have still a high rate of failure. Belzer points out that "more often they fail because of a project manager's inability to communicate effectively, work
within the organization's culture, motivate the project team, manage stakeholder expectations, understand the business objectives, solve problems effectively, and make
clear and knowledgeable decisions". To address these problems in the 21st century, a project team needs to develop a series of soft skills such as "communication, team
building, flexibility and creativity, leadership and the ability to manage stress and conflict". (Sukhoo et. al, 2005).
Thursday, 24 November 2011
Interim Management Provider Types
This approach can be implemented in the closeout phase, with systematic reviews for each of the above factors. Doing so, project closure could receive the attention it
deserves and be a truly powerful method for continuous improvement within an organization. Finally, project closeout phase should be linked with PMI's Organizational
Project Management Maturity (OPM3) model Interim Management Provider where the lessons learned from one project are extremely valuable to other projects of the same program in order to achieve
the highest project management maturity height.
References
1. A Guide to Project Management Body of Knowledge, 2004, 3rd Edition, Project Management Institute, USA, p102
2. Arora M, 1995, Project management: One step beyond, Civil Engineering, 65, 10, [Electronic], pp 66-68
3. Barkley & Saylor, 2001, Customer-Driven Project Management, McGraw-Hill Professional, USA, p214
4. Bucero A, 2005, Project Know-How, PM Network, May 2005 issue, [Electronic], pp 20-22
5. Crawford K, 2002, The Strategic Project Office, Marcel Dekker, USA, p163
6. Department of Veteran Affairs, 2004, Project Management Guide, Office of Information and Technology - USA Government, p13
7. Dvir D, 2005, Transferring projects to their final users: The effect of planning and preparations for commissioning on project success, International Journal
of Project Management vol. 23, [Electronic], pp 257-265
8. Futrel R, Shafer D & Shafer L, 2002, Quality Software Project Management, Prentice Hall PTR, USA, p1078
9. Gannon, 1994, Project Management: an approach to accomplishing things, Records Management Quarterly, Vol. 28, Issue 3, [Electronic], pp 3-12
10. Heerkens G, 2002, Project Management, McGraw-Hill, USA, p229
11. Kempster S, 2005, The Need for Change, MSc in Project Management: Change Management module, Lancaster University, [Electronic], slide 16
12. Kerzner H, 2004, Advanced Project Management: Best Practices on Implementation, 2nd Edition, Wiley and Sons, p303
13. Kerzner H, 2001, Project Management - A Systems Approach to Planning, Scheduling and Controlling, 7th Edition, John Wiley & Sons, New York, p594
14. Kerzner H, 2001, Strategic Planning For Project Management Using A Project Management Maturity Model, Wiley and Sons, pp 110-111
15. Lecky-Thompson G, 2005, Corporate Software Project Management, Charles River Media, USA, p26
16. Loo R, 2002, Journaling: A learning tool for project management training and team-building, Project Management Journal; Dec 2002 issue, vol. 33, no. 4,
[Electronic], pp 61-66
17. Maylor H, 2005, Project Management, Third Edition with CD Microsoft Project, Prentice Hall, UK, p345
18. Mooz H, Forsberg K & Cotterman H, 2003, Communicating Project Management: The Integrated Vocabulary of Project Management and Systems Engineering, John Wiley
and Sons, USA, p160
19. Murray J, 2001, Recognizing the responsibility of a failed information technology project as a shared failure, Information Systems Management, Vol. 18, Issue
2, [Electronic], pp 25-29
20. Newell S, 2004, Enhancing Cross-Project Learning, Engineering Management Journal, Vol. 16, No.1, [Electronic], pp 12-20
21. Organizational Project Management Maturity (OPM3): Knowledge Foundation, 2003, 3rd Edition, Project Management Institute, USA
22. Pinkerton J, 2003, Project Management, McGraw-Hill, p329
23. Reed B, 2001, Making things happen (better) with project management, May/Jun 2001 issue, 21, 3, [Electronic], pp 42-46
24. Rosenau & Githens, 2005, Successful Project Management, 4th Edition, Wiley and Sons, USA, p300
25. Sowards D, 2005, The value of post project reviews, Contractor, 52, 8, [Electronic], p35
26. Thomset R, 2002, Radical Project Management, Prentice Hall PTR, USA, p260
27. Whitten N, 2003, From Good to Great, PM Network, October 2003 issue, [Electronic]
deserves and be a truly powerful method for continuous improvement within an organization. Finally, project closeout phase should be linked with PMI's Organizational
Project Management Maturity (OPM3) model Interim Management Provider where the lessons learned from one project are extremely valuable to other projects of the same program in order to achieve
the highest project management maturity height.
References
1. A Guide to Project Management Body of Knowledge, 2004, 3rd Edition, Project Management Institute, USA, p102
2. Arora M, 1995, Project management: One step beyond, Civil Engineering, 65, 10, [Electronic], pp 66-68
3. Barkley & Saylor, 2001, Customer-Driven Project Management, McGraw-Hill Professional, USA, p214
4. Bucero A, 2005, Project Know-How, PM Network, May 2005 issue, [Electronic], pp 20-22
5. Crawford K, 2002, The Strategic Project Office, Marcel Dekker, USA, p163
6. Department of Veteran Affairs, 2004, Project Management Guide, Office of Information and Technology - USA Government, p13
7. Dvir D, 2005, Transferring projects to their final users: The effect of planning and preparations for commissioning on project success, International Journal
of Project Management vol. 23, [Electronic], pp 257-265
8. Futrel R, Shafer D & Shafer L, 2002, Quality Software Project Management, Prentice Hall PTR, USA, p1078
9. Gannon, 1994, Project Management: an approach to accomplishing things, Records Management Quarterly, Vol. 28, Issue 3, [Electronic], pp 3-12
10. Heerkens G, 2002, Project Management, McGraw-Hill, USA, p229
11. Kempster S, 2005, The Need for Change, MSc in Project Management: Change Management module, Lancaster University, [Electronic], slide 16
12. Kerzner H, 2004, Advanced Project Management: Best Practices on Implementation, 2nd Edition, Wiley and Sons, p303
13. Kerzner H, 2001, Project Management - A Systems Approach to Planning, Scheduling and Controlling, 7th Edition, John Wiley & Sons, New York, p594
14. Kerzner H, 2001, Strategic Planning For Project Management Using A Project Management Maturity Model, Wiley and Sons, pp 110-111
15. Lecky-Thompson G, 2005, Corporate Software Project Management, Charles River Media, USA, p26
16. Loo R, 2002, Journaling: A learning tool for project management training and team-building, Project Management Journal; Dec 2002 issue, vol. 33, no. 4,
[Electronic], pp 61-66
17. Maylor H, 2005, Project Management, Third Edition with CD Microsoft Project, Prentice Hall, UK, p345
18. Mooz H, Forsberg K & Cotterman H, 2003, Communicating Project Management: The Integrated Vocabulary of Project Management and Systems Engineering, John Wiley
and Sons, USA, p160
19. Murray J, 2001, Recognizing the responsibility of a failed information technology project as a shared failure, Information Systems Management, Vol. 18, Issue
2, [Electronic], pp 25-29
20. Newell S, 2004, Enhancing Cross-Project Learning, Engineering Management Journal, Vol. 16, No.1, [Electronic], pp 12-20
21. Organizational Project Management Maturity (OPM3): Knowledge Foundation, 2003, 3rd Edition, Project Management Institute, USA
22. Pinkerton J, 2003, Project Management, McGraw-Hill, p329
23. Reed B, 2001, Making things happen (better) with project management, May/Jun 2001 issue, 21, 3, [Electronic], pp 42-46
24. Rosenau & Githens, 2005, Successful Project Management, 4th Edition, Wiley and Sons, USA, p300
25. Sowards D, 2005, The value of post project reviews, Contractor, 52, 8, [Electronic], p35
26. Thomset R, 2002, Radical Project Management, Prentice Hall PTR, USA, p260
27. Whitten N, 2003, From Good to Great, PM Network, October 2003 issue, [Electronic]
Interim Management Provider defines that actions and activities
Interim Management Provider defines that "actions and activities are necessary to confirm that the project has met all the sponsor, customer and other stakeholders'
requirements". Such actions can be a final presentation of the project review which includes all the important information that should be published to the
stakeholders. This information can include a timeline showing the progress of the project from the beginning until the end, the milestones that were met or missed, the
problems encountered and a brief financial presentation. A well prepared presentation which is focused on the strong aspects of the projects can cover some flaws from
the stakeholders and make a failure look like an unexpected success.
Next Steps
Even when the client accepts the delivery of the final product or service with a formal sign-off (Dvir, 2005), the closeout phase should not be seen as an effort to
get rid of a project. Instead, the key issue in this phase is "finding follow-up business development potential from the project deliverable" (Barkley & Saylor, 2001,
p214). Thus, the project can produce valuable customer partnerships that will expand the business opportunities of the organization. Being the last phase, the project
closeout plays a crucial role in sponsor satisfaction since it is a common ground that the last impression is the one that eventually stays in people's mind.
Continuous improvement is a notion Interim Management Provider that we often hear the last decade and review workshops should be involved in it. The idea behind this theory is that companies have
to find new ways to sustain their competitive advantage in order to be amongst the market leaders. To do so, they must have a well-structured approach to
organizational learning which in project-based corporations is materialized in the project review. Garratt (1987 in Kempster, 2005) highlighted the significance of
organizational learning saying that "it is not a luxury, it is how organizations discover their future". Linking organizational learning with Kerzner's (2001, p111)
five factors for continuous improvement we can a define a structured approach for understanding projects.
requirements". Such actions can be a final presentation of the project review which includes all the important information that should be published to the
stakeholders. This information can include a timeline showing the progress of the project from the beginning until the end, the milestones that were met or missed, the
problems encountered and a brief financial presentation. A well prepared presentation which is focused on the strong aspects of the projects can cover some flaws from
the stakeholders and make a failure look like an unexpected success.
Next Steps
Even when the client accepts the delivery of the final product or service with a formal sign-off (Dvir, 2005), the closeout phase should not be seen as an effort to
get rid of a project. Instead, the key issue in this phase is "finding follow-up business development potential from the project deliverable" (Barkley & Saylor, 2001,
p214). Thus, the project can produce valuable customer partnerships that will expand the business opportunities of the organization. Being the last phase, the project
closeout plays a crucial role in sponsor satisfaction since it is a common ground that the last impression is the one that eventually stays in people's mind.
Continuous improvement is a notion Interim Management Provider that we often hear the last decade and review workshops should be involved in it. The idea behind this theory is that companies have
to find new ways to sustain their competitive advantage in order to be amongst the market leaders. To do so, they must have a well-structured approach to
organizational learning which in project-based corporations is materialized in the project review. Garratt (1987 in Kempster, 2005) highlighted the significance of
organizational learning saying that "it is not a luxury, it is how organizations discover their future". Linking organizational learning with Kerzner's (2001, p111)
five factors for continuous improvement we can a define a structured approach for understanding projects.
Before reallocating the staff amongst other resources
Before reallocating the staff amongst other resources, closeout phase provides an excellent opportunity to assess the effort, the commitment and the results of each
team member individually. Extra-ordinary performance should be complemented in public and symbolic rewards could be granted for innovation and creativity (Gannon,
1994). This process can be vital for team satisfaction and can improve commitment for future projects (Reed, 2001). Reviewing a project can be in the form of a
reflective process, as illustrated in the next figure, where project managers "record and critically reflect upon their own work with the aim of improving their
management skills and performance" (Loo, 2002). It can also be applied in problematic project teams in order to identify the roots of possible conflicts and bring them
into an open discussion.
Ignoring the established point of view of disbanding the project team as soon as possible to avoid unnecessary overheads, Meredith Interim Management Provider and Mandel (2003, p660) imply that
it's best to wait as much as you can for two main reasons. First it helps to minimize the frustration that might generate a team member's reassignment with
unfavourable prospects. Second it keeps the interest and the professionalism of the team members high as it is common ground that during the closing stages, some
slacking is likely to appear.
team member individually. Extra-ordinary performance should be complemented in public and symbolic rewards could be granted for innovation and creativity (Gannon,
1994). This process can be vital for team satisfaction and can improve commitment for future projects (Reed, 2001). Reviewing a project can be in the form of a
reflective process, as illustrated in the next figure, where project managers "record and critically reflect upon their own work with the aim of improving their
management skills and performance" (Loo, 2002). It can also be applied in problematic project teams in order to identify the roots of possible conflicts and bring them
into an open discussion.
Ignoring the established point of view of disbanding the project team as soon as possible to avoid unnecessary overheads, Meredith Interim Management Provider and Mandel (2003, p660) imply that
it's best to wait as much as you can for two main reasons. First it helps to minimize the frustration that might generate a team member's reassignment with
unfavourable prospects. Second it keeps the interest and the professionalism of the team members high as it is common ground that during the closing stages, some
slacking is likely to appear.
All project systems must close down at the closeout phase
All project systems must close down at the closeout phase. This includes the financial systems, i.e. all payments must be completed to external suppliers or providers
and all work orders must terminate (Department of Veterans Affairs, 2004, p13). "In closing project files, the project manager should bring records up to date and make
sure all original documents are in the project files and at one location" (Arora, 1995). Maylor (2005, 347) suggest that "a formal notice of closure should be issued
to inform other staff and support systems Interim Management Provider that there are no further activities to be carried out or charges to be made". As a result, unnecessary charges can be
avoided by unauthorized expenditure and clients will understand that they can not receive additional services at no cost.
The project review comes usually comes after all the project systems are closed. It is a bridge that connects two projects that come one after another. Project reviews
transfer not only tangible knowledge such as numerical data of cost and time but also the tacit knowledge which is hard to document. 'Know-how' and more important
'know-why' are passed on to future projects in order to eliminate the need for project managers to 'invent the wheel' from scratch every time they start a new project.
The reuse of existing tools and experience can be expanded to different project teams of the same organization in order to enhance project results (Bucero, 2005).
Reviews have a holistic nature which investigate the impact of the project on the environment as a whole. Audits can also be helpful but they are focused on the
internal of the organization. Planning the reviews should include the appropriate time and place for the workshops and most important the people that will be invited.
Choosing the right people for the review will enhance the value of the meeting and help the learning process while having an objective critique not only by the team
members but also from a neutral external auditor. The outcome of this review should be a final report which will be presented to the senior management and the project
sponsor. Whitten (2003) also notices that "often just preparing a review presentation forces a project team to think through and solve many of the problems publicly
exposing the state of their work".
and all work orders must terminate (Department of Veterans Affairs, 2004, p13). "In closing project files, the project manager should bring records up to date and make
sure all original documents are in the project files and at one location" (Arora, 1995). Maylor (2005, 347) suggest that "a formal notice of closure should be issued
to inform other staff and support systems Interim Management Provider that there are no further activities to be carried out or charges to be made". As a result, unnecessary charges can be
avoided by unauthorized expenditure and clients will understand that they can not receive additional services at no cost.
The project review comes usually comes after all the project systems are closed. It is a bridge that connects two projects that come one after another. Project reviews
transfer not only tangible knowledge such as numerical data of cost and time but also the tacit knowledge which is hard to document. 'Know-how' and more important
'know-why' are passed on to future projects in order to eliminate the need for project managers to 'invent the wheel' from scratch every time they start a new project.
The reuse of existing tools and experience can be expanded to different project teams of the same organization in order to enhance project results (Bucero, 2005).
Reviews have a holistic nature which investigate the impact of the project on the environment as a whole. Audits can also be helpful but they are focused on the
internal of the organization. Planning the reviews should include the appropriate time and place for the workshops and most important the people that will be invited.
Choosing the right people for the review will enhance the value of the meeting and help the learning process while having an objective critique not only by the team
members but also from a neutral external auditor. The outcome of this review should be a final report which will be presented to the senior management and the project
sponsor. Whitten (2003) also notices that "often just preparing a review presentation forces a project team to think through and solve many of the problems publicly
exposing the state of their work".
When the project is finished, the closeout phase must be implemented
When the project is finished, the closeout phase must be implemented as planned. "A general rule is that project closing should take no more than 2% of the total
effort required for the project" (Crawford, 2002, p163). The project management literature has many different sets of actions for the last phase of the project life
cycle. Maylor (2005, p345) groups the necessary activities into a six step procedure, which can differ depending on the size and the scope of the project:
First of all, the project manager must ensure the project is 100% complete. Young (2003, p256) noticed that in the closeout phase "it is quite common to find a number
of outstanding minor tasks from early key stages still unfinished. They are not critical and have not impeded progress, yet they must be completed". Furthermore, some
projects need continuing service and support even after they are finished, such as IT projects. While it is helpful when this demand is part of the original statement
of requirements, it is often part of the contract closeout. Rosenau and Githens (2005, p300) suggest that "the contractor should view continuing service and support as
an opportunity and not merely as an obligation" since they can both learn from each other by exchanging ideas.
2. Documentation
Mooz et. al (2003, p160) defines documentation as "any text or pictorial information that describe project deliverables". The Interim Management Provider importance of documentation is emphasized
by Pinkerton (2003, p329) who notes that "it is imperative that everything learned during the project, from conception through initial operations, should be captured
and become an asset". A detailed documentation will allow future changes to be made without extraordinary effort since all the aspects of the project are written down.
Documentation is the key for well-organized change of the project owner, i.e. for a new investor that takes over the project after it is finished. Lecky-Thompson
(2005, p26) makes a distinction between the documentation requirements of the internal and the external clients since the external party usually needs the documents
for audit purposes only. Despite the uninteresting nature of documenting historical data, the person responsible for this task must engage actively with his
assignment.
effort required for the project" (Crawford, 2002, p163). The project management literature has many different sets of actions for the last phase of the project life
cycle. Maylor (2005, p345) groups the necessary activities into a six step procedure, which can differ depending on the size and the scope of the project:
First of all, the project manager must ensure the project is 100% complete. Young (2003, p256) noticed that in the closeout phase "it is quite common to find a number
of outstanding minor tasks from early key stages still unfinished. They are not critical and have not impeded progress, yet they must be completed". Furthermore, some
projects need continuing service and support even after they are finished, such as IT projects. While it is helpful when this demand is part of the original statement
of requirements, it is often part of the contract closeout. Rosenau and Githens (2005, p300) suggest that "the contractor should view continuing service and support as
an opportunity and not merely as an obligation" since they can both learn from each other by exchanging ideas.
2. Documentation
Mooz et. al (2003, p160) defines documentation as "any text or pictorial information that describe project deliverables". The Interim Management Provider importance of documentation is emphasized
by Pinkerton (2003, p329) who notes that "it is imperative that everything learned during the project, from conception through initial operations, should be captured
and become an asset". A detailed documentation will allow future changes to be made without extraordinary effort since all the aspects of the project are written down.
Documentation is the key for well-organized change of the project owner, i.e. for a new investor that takes over the project after it is finished. Lecky-Thompson
(2005, p26) makes a distinction between the documentation requirements of the internal and the external clients since the external party usually needs the documents
for audit purposes only. Despite the uninteresting nature of documenting historical data, the person responsible for this task must engage actively with his
assignment.
The most direct reason that Project Interim Management Provider
The most direct reason that Project Closeout phase is neglected is lack of resources, time and budget. Even though most of project-based organizations have a review
process formally planned, most of the times "given the pressure of work, project team member found themselves being assigned to new projects as soon as a current
project is completed" (Newell, 2004). Moreover, the senior management often considers the cost of project closeout unnecessary. Sowards (2005) implies this added cost
as an effort "in planning, holding and Interim Management Provider documenting effective post project reviews". He draws a parallel between reviews and investments because both require a start-up
expenditure but they can also pay dividends in the future.
Human nature avoids accountability for serious defects. Therefore, members of project teams and especially the project manager who has the overall responsibility, will
unsurprisingly avoid such a critique of their work if they can. As Kerzner (2001, p110) observe, "documenting successes is easy. Documenting mistakes is more
troublesome because people do not want their names attached to mistakes for fear of retribution". Thomset (2002, p260) compares project reviews with the 'witch hunts'
saying that they can be "one of the most political and cynical of all organizational practices where the victims (the project manager and the team) are blamed by
senior management". While he identifies top management as the main responsible party for a failure, Murray (2001) suggest that the project manager "must accept
ultimate responsibility, regardless of the factors involved". A fair-minded stance on these different viewpoints would evoke that the purpose of the project review is
not to find a scapegoat but to learn from the mistakes. After all, "the only true project failures are those from which nothing is learned" (Kerzner, 2004, p303).
process formally planned, most of the times "given the pressure of work, project team member found themselves being assigned to new projects as soon as a current
project is completed" (Newell, 2004). Moreover, the senior management often considers the cost of project closeout unnecessary. Sowards (2005) implies this added cost
as an effort "in planning, holding and Interim Management Provider documenting effective post project reviews". He draws a parallel between reviews and investments because both require a start-up
expenditure but they can also pay dividends in the future.
Human nature avoids accountability for serious defects. Therefore, members of project teams and especially the project manager who has the overall responsibility, will
unsurprisingly avoid such a critique of their work if they can. As Kerzner (2001, p110) observe, "documenting successes is easy. Documenting mistakes is more
troublesome because people do not want their names attached to mistakes for fear of retribution". Thomset (2002, p260) compares project reviews with the 'witch hunts'
saying that they can be "one of the most political and cynical of all organizational practices where the victims (the project manager and the team) are blamed by
senior management". While he identifies top management as the main responsible party for a failure, Murray (2001) suggest that the project manager "must accept
ultimate responsibility, regardless of the factors involved". A fair-minded stance on these different viewpoints would evoke that the purpose of the project review is
not to find a scapegoat but to learn from the mistakes. After all, "the only true project failures are those from which nothing is learned" (Kerzner, 2004, p303).
The well known English phrase "last but not least
The well known English phrase "last but not least" could not better describe how important the project closeout phase is. Being the very last part of the project
life-cycle it is often ignored even by large organizations, especially when they operate in multi-project environments. They tend to jump from one project to another
and rush into finishing each project because time is pressing and resources are costly. Then projects keep failing and organizations Interim Management Provider take no corrective actions, simply
because they do not have the time to think about what went wrong and what should be fixed next time. Lessons learned can be discussed at project reviews as part of the
closeout phase. Closure also deals with the final details of the project and provides a normal ending for all procedures, including the delivery of the final product.
This paper identifies the reasons that closeout is neglected, analyzes the best practices that could enhance its position within the business environment and suggest
additional steps for a complete project closeout through continuous improvement.
Project managers often know when to finish a projects but they forget how to do it. They are so eager to complete a project that they hardly miss the completion
indicators. "Ideally, the project ends when the project goal has been achieved and is ready to hand over to customer" (Wellace et. al, 2004, p156). In times of big
booms and bubbles, senior management could order the immediate termination of costly projects. A characteristic example of that is Bangkok's over investment in
construction of sky-scrapers, where most of them left abandoned without finishing the last floors due to enormous costs (Tvede, 2001, p267). Projects heavily attached
to time can be terminated before normal finishing point if they miss a critical deadline, such as an invitation to tender. Kerzner (2001, p594) adds some behavioural
reasons for early termination such as "poor morale, human relations or labour productivity". The violent nature of early termination is also known as 'killing a
project' because it "involves serious career and economic consequences" (Futrel, Shafer D & Shafer L, 2002, 1078). Killing a project can be a difficult decision since
emotional issues create pride within an organization and a fear of being viewed as quitters blurs managerial decisions (Heerkens, 2002, p229).
life-cycle it is often ignored even by large organizations, especially when they operate in multi-project environments. They tend to jump from one project to another
and rush into finishing each project because time is pressing and resources are costly. Then projects keep failing and organizations Interim Management Provider take no corrective actions, simply
because they do not have the time to think about what went wrong and what should be fixed next time. Lessons learned can be discussed at project reviews as part of the
closeout phase. Closure also deals with the final details of the project and provides a normal ending for all procedures, including the delivery of the final product.
This paper identifies the reasons that closeout is neglected, analyzes the best practices that could enhance its position within the business environment and suggest
additional steps for a complete project closeout through continuous improvement.
Project managers often know when to finish a projects but they forget how to do it. They are so eager to complete a project that they hardly miss the completion
indicators. "Ideally, the project ends when the project goal has been achieved and is ready to hand over to customer" (Wellace et. al, 2004, p156). In times of big
booms and bubbles, senior management could order the immediate termination of costly projects. A characteristic example of that is Bangkok's over investment in
construction of sky-scrapers, where most of them left abandoned without finishing the last floors due to enormous costs (Tvede, 2001, p267). Projects heavily attached
to time can be terminated before normal finishing point if they miss a critical deadline, such as an invitation to tender. Kerzner (2001, p594) adds some behavioural
reasons for early termination such as "poor morale, human relations or labour productivity". The violent nature of early termination is also known as 'killing a
project' because it "involves serious career and economic consequences" (Futrel, Shafer D & Shafer L, 2002, 1078). Killing a project can be a difficult decision since
emotional issues create pride within an organization and a fear of being viewed as quitters blurs managerial decisions (Heerkens, 2002, p229).
Interim Management Provider
One of the most disappointing comments I heard from a seasoned area manager when asked why he was not supporting his managers was "I am not allowed to get involved as
I am the next step of the appeal process".
A good measure of an area manager's competence is to look at the performance and behaviour of the area manager's branch manager team. It is pretty certain that if they
cannot coach and encourage Interim Management Provider branch mangers in the tackling of performance and behaviour issues then you can be sure they themselves are not tackling branch manager
performance or behaviour issues.
Possible Solutions
If a retail organisation needs to tackle performance or behaviour issues at branch levels, I believe they need to develop the skills and competence of performance
management at area management level first as area managers alone have the authority and are the biggest influence on branch manager effectiveness.
Unconscious competent area managers need to become consciously competent so they can not only develop others but also develop themselves further. Conscious incompetent
area managers need to admit that they are not effective in performance or behaviour management and be prepared to learn and develop the necessary skills. If they are
not prepared to do so then they themselves need to be performance managed by the company. After all, Executives cannot demand that branch managers tackle performance
and behaviour issues one moment and then not do so themselves when they need to. That isn't leading by example.
I am the next step of the appeal process".
A good measure of an area manager's competence is to look at the performance and behaviour of the area manager's branch manager team. It is pretty certain that if they
cannot coach and encourage Interim Management Provider branch mangers in the tackling of performance and behaviour issues then you can be sure they themselves are not tackling branch manager
performance or behaviour issues.
Possible Solutions
If a retail organisation needs to tackle performance or behaviour issues at branch levels, I believe they need to develop the skills and competence of performance
management at area management level first as area managers alone have the authority and are the biggest influence on branch manager effectiveness.
Unconscious competent area managers need to become consciously competent so they can not only develop others but also develop themselves further. Conscious incompetent
area managers need to admit that they are not effective in performance or behaviour management and be prepared to learn and develop the necessary skills. If they are
not prepared to do so then they themselves need to be performance managed by the company. After all, Executives cannot demand that branch managers tackle performance
and behaviour issues one moment and then not do so themselves when they need to. That isn't leading by example.
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