PPMP20010 Executing And Closing Project Assignment

Answer:

Auditable Category

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WBS ID and Item Description

Applicable metrics

1.

Performance / Progress

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1.1

Check the progress of the project as per the scope statement

Milestones achieved till date

Proper sequence of execution of work packages

1.2

Check whether the project schedule is maintained

Start date and finish date of each work package

Early start/finish, late start/finish

1.3

Check whether there is any budget deficit or overspend

Budget spent till date

Budget left for rest of the project

 

 

1.4

Check whether the performances of the project team members and stakeholders are as per certain standard

Working hours of the human resources, percentage of work completed in each work package, performance as per the expected standards

2.

Compliance

2.1

Check whether the project complies with the project management standards

Project management standards as per PRINCE

PMBOK Guide

2.2

Check whether the project complies with the basic standards of the industry

Industry regulations and standards

Industry project guidelines

2.3

Check whether the project resources comply with the quality standards set at the start of the project

Quality standards in project

Quality standards of materials

 

 

2.4

Check whether the project comply with all the various standards and requirements including industries and the project itself

Compliance with various standards can be checked by verifying against various governance documents like PMBOK, Prince2, Healthcare Industry Project Standards and others.

3.

Quality

3.1

Quality of recruitment

Skill set of the human resources

Work output of human resources

3.2

Quality of resources

Quality of the materials

Price of the materials compared to quality

3.3

Quality of project

Achieved deliverables

Milestones reached

 

 

 

 

 

4.

Change / Exit

4.1

Review Milestones Reached

Each milestone specified in work breakdown structure

Time of reaching the milestones

4.2

 

Review Quality of Outcomes

Compliance requirements

Project requirements

4.3

Expenses and Schedule

Cost

Duration

5.

Risk

5.1

Risk review

Possible risks

Risks faced

5.2

Risk identification

Positive risks

Negative risks

5.3

Address risks

Risk register

Risk mitigation framework

 

 

 

 

 

6.

Best Practices / Lessons to be Learned

6.1

Reflection on project

Reaching milestones in time

Followed instructions

6.2

Reflection on team work

Teamwork done

Team members helped

6.3

Reflection on personal achievements

Targets achieved

Overachievements

 

 

 

 

 

 Audit Plan

Audit Category

Item

When will it be conducted?

Who will conduct?

Purpose (discovery or decision-making)?

Performance / Progress

1.1

Weekly

Project Manager

Decision Making

1.2

Weekly

Project Manager

Decision Making

1.3

Monthly

Finance Manager

Discovery

 

1.4

After project

Project Manager

Discovery

Compliance

2.1

Monthly

Project Supervisor

Decision Making

2.2

Monthly

Project Supervisor

Decision Making

2.3

Monthly

Project Supervisor

Decision Making

 

2.4

After project

Project Supervisor

Decision Making

Quality

3.1

Monthly

Project Manager

Decision Making

3.2

Monthly

Project Manager

Discovery

3.3

Weekly

Project Manager

Decision Making

 

 

 

 

 

Change / Exit

4.1

Weekly

Project Manager

Decision Making

4.2

Weekly

Project Manager

Decision Making

4.3

Weekly

Project Manager

Decision Making

 

 

 

 

 

Risk

5.1

Weekly

Project Manager

Discovery

5.2

Weekly

Project Manager

Discovery

5.3

Weekly

Project Manager

Decision Making

 

 

 

 

 

Best Practices / Lessons to be Learned

6.1

After project

All stakeholders

Discovery

6.2

After project

All stakeholders

Discovery

6.3

After project

All stakeholders

Discovery

 

 

 

 

 

Project Termination / Closure 

 3 Termination / Closure Plan The project closure process is the final phase of the project, and is viewed as imperative for determining whether the project has been successful or not in terms of the resources spent, milestones reached and goals achieved. All projects have specific starts that begin with planning and discussions and an end that begin with post project review, closing and termination. There are just 2 Processes in Closing Process Group – Close Procurement, and Close Project.To compute add up to use a closing costs adding machine is accessible to precisely decide the purchaser’s closing expenses.

 
A project conclusion process demonstrates the formal closing of a project, and records the key exercises required to be embraced at this phase of a project. The project conclusion phase can utilize a lessons learned layout, and a project conclusion report frame to encourage the project closing.The significance of this closing and termination process ought to be acknowledged by the project manager or any other higher authority with a specific end goal to review the entire process and determine the project has met all the requirements. Ordinarily, the project group may unwind after the execution phase, and in this way the project may not be completely arranged for this vital procedure.
 
Spending invades and project defers influences the organization unfavourably, and a smooth project conclusion process will be practical for the business. All endeavors by the project administration group amid the project life cycle are coordinated towards the proficient and smooth project conclusion process, when the expectations are closed down by the client. Project deferrals can be avoided by the association of the client all through the project life cycle. Utilization of a reflective lessons learned session might be useful for the stakeholders to perceive the potential troubles amid the project conclusion process, and improvement of appropriate techniques for a smooth closing.
 
In this manner it is critical that the project directors completely understand the significance of project conclusion process, list down every one of the exercises and ventures in the underlying phases of the project, audit it routinely and after that execute it at the correct time.  1.  Overall Project Responsibility  The responsibility for this project lies with the project manager who has been appointed to preside over and manage all the aspects of the project. The project manager is responsible for managing, controlling and supervising the project and performing various activities like approve project plan and other requests, introduce change management, review the project and others (Bentley 2012). However, in order to reduce his workload, the project manager can allocate various duties to the stakeholders so that they can assist the project manager in efficient handling of the project. Fulfilling overall project responsibility is one of the primary requirements that the project manager needs to complete within the overall time frame of the project.
 2.  Roles, Responsibilities and Performance Criteria The roles, responsibilities and performance criteria for this project consist of the following.    
 
3.  Governance Arrangements The governance arrangements for this project consist of a monitoring set up and change management process. For governing the activities in the project, monitoring is required so that the project supervisor or the manager can monitor the progress of the project (Guide 2001). The project supervisor can do the monitoring process and report back to the project manager so that he can govern the project and make suitable changes accordingly. However, project governance is not only about monitoring and introducing changes in the project. Project governance also requires continuous association with the project, identifying the issues and problems in the project, addressing the problems and also monitoring the effects of the changes in the project.   
 
4.  Relationship to the Portfolio The Relationship to the Portfolio for this project is established by preparing a suitable project charter that follows the details mentioned in the portfolio. Again, the project charter is developed according to the business strategy adopted by the organization and hence, there is a very important relationship between the portfolio and the business strategy. The details entered in the portfolio must align with the organizational business strategy so that the project can be executed accordingly (Bentley 2012).  
 
5.  Authorisation Points  The authorisation points for this project are during the submissions of various documents like business case, project charter, project report document, budget request and others. In these points, the responsible stakeholder must review the documents submitted and provide authorization if they find the document to be valid and details mentioned are beneficial / useful for the project (Bentley 2012). However, not every documents or requests should be authorized by the authority. Even if the requests are valid, the authority must first analyse the feasibility and benefits of the request in the project before authorizing the documents or requests.   
 
6.  Delegation The delegation arrangements for this project are handed over to the delegation board who have the power to make critical decisions by reviewing the progress of the project or the business strategy of the company (Guide 2001). However, the members assigned in this arrangement must have sufficient amount of skills and competence to make accurate and right decisions in critical phase of the project.  
 
7.  Information Validity The manner in which information validity for this project is assured is by providing sufficient amount of statistical or factual back up while providing information. During a project, information exchange is a very common way of team communication (Bentley 2012). However, the information passed must be proved to be valid in order to maintain reliability of the information as well as pass on the correct data regarding the project. Hence, factual or statistical back up must be provided.   
 
8.   Scrutiny The scrutiny arrangements for this project are handed over to the project manager. This scrutiny process is conducted at the end of the project during the closing phase. During this time, after the project report document is submitted, the project manager reviews and scrutinizes the entire project (Guide 2001). As a part of the scrutiny, the project manager reviews the budget utilized, schedule followed, milestones reached and the goals reached at the end of the project. 
 
  9.  Status Reporting The status reporting arrangements for this project are given to the project supervisor who needs to report to the project manager regarding the status of the project. The project supervisor does not actually perform any activity in the project execution but is associated with it throughout its entire course. At the end of each week, the supervisor notes down the status of the project and reports to the manager for review (Guide 2001). Based on the status report, the project manager orders to proceed with the rest of the project or make changes in the project. 
 
  10.Improvement The improvement arrangements for this project are crucial for determining the quality of the project and the performances of all human resources associated with the project. With the culture of improvement, there will always be trend of continuous improvement among the personnel associated with the project as they will reflect upon their own work and improve their work accordingly (Bentley 2012). Again, frank internal disclosure of project information ensures growth of trust among the stakeholders that will increase team bonding and team working abilities. Team bonding and trust are to essential requirements that ensure the success of the project. Without culture of improvement and internal disclosure of project information, there will only grow personal rivalry and poor team coordination that will negatively affect the project.  
 
 11.Stakeholder Engagement The stakeholder engagement arrangements for this project are allocated to the human resources manager. The duty of the human resource manager is ensure the right people are appointed to the right roles in the project in order to ensure they always perform their best as per their expertise. Furthermore, allocation of right duties to the right people grows a feel of trust among the stakeholders and they are encouraged to work in the project (Guide 2001). In order to engage the stakeholders in the project, a stakeholder matrix can be developed that lists in detail the stakeholder designations and their roles in the project. Furthermore, RACI matrix is used for listing the project tasks and allocating responsibilities to the stakeholders.
 Bibliography
ALTIN, Z. and L?VVARÇ?N, Ö., 2015. A Quantitative Model Proposal for the Assesment of Project Performance: The Bridge Model. Celal Bayar Üniversitesi Sosyal Bilimler Dergisi, 13(2).Bentley, C., 2012.
 
 Prince2: a practical handbook. Routledge.Boateng, P., Chen, Z. and Ogunlana, S.O., 2015. An Analytical Network Process model for risks prioritisation in megaprojects. International Journal of Project Management, 33(8), pp.1795-1811.
 
Callistus, T. and Clinton, A., 2018, January. The Role of Monitoring and Evaluation in Construction Project Management. In International Conference on Intelligent Human Systems Integration (pp. 571-582).
 
Springer, Cham.Ding, R., 2016. Project Closure Aiming for Maximum Value. In Key Project Management Based on Effective Project Thinking(pp. 325-338). Springer, Berlin, Heidelberg.Ferreira, L., Lopes, N., Ávila, P.S., Castro, H., Varela, M.L.R., Putnik, G.D., Martinho, R., Rijo, R., Miranda, I.M. and Cruz-Cunha, M.M., 2017.
 
Virtual Enterprise integration management based on a Meta-enterprise-A PMBoK approach.Granstrand, O. and Holgersson, M., 2014. The challenge of closing open innovation: The intellectual property disassembly problem. Research-Technology Management, 57(5), pp.19-25.Guide, A., 2001.
 
Project management body of knowledge (pmbok® guide). In Project Management Institute.Kloppenborg, T.J., Tesch, D. and Manolis, C., 2014.
 
Project success and executive sponsor behaviors: Empirical life cycle stage investigations. Project Management Journal, 45(1), pp.9-20.Newton, P., 2015.
 
Project Management Processes.Pozin, A.M.A., Nawi, M.M.N. and Romle, A.R., 2016. Effectiveness of virtual team for improving communication breakdown in IBS project delivery process. International Journal of Supply Chain Management, 5(4), pp.121-130.Shepherd, D.A., Patzelt, H., Williams, T.A. and Warnecke, D., 2014.
 
How does project termination impact project team members? Rapid termination,‘creeping death’, and learning from failure. Journal of Management Studies, 51(4), pp.513-546.

Controllable Category

Item & Explanation

PMBOK Knowledge Area

Input

Tool & Technique

Output

1. Deliverable

1.1 Meeting Schedule

Estimated duration

Gantt chart

Appropriate time schedule for project

The duration must be successfully met without taking up much additional time

1.2 Meeting budget

Estimated costs

Bottom up estimation

Appropriate budget

The budget must not be exceeded and the project should be completed within allocated budget.

1.3 Reaching project goals

Setting milestones

Work breakdown structure

Work packages

 Reaching all the project goals is the primary requirement of the project.

 

 

 

 

 

2. Configuration

2.1 Requirements

List of requirements

Requirement analysis

List of deliverables

 All requirements should be fulfilled in the project.

2.2 Compliance

Compliance requirements

Analysis

Meeting compliance requirements

 The project must comply with the pre set compliance requirements.

2.3 Standards

Pre set standards

Analysis

Alignment of standards with business strategy

 The project must reach the standards set during preparation of the project.

 

 

 

 

 

3. Status Accounts

3.1 Weekly status report

Project status

Documentation

Project progress

 Weekly status report must be updated on daily basis for status reporting.

3.2 Change management report

Changes in project

Documentation

Effects of the changes

 Change management report is to be prepared by noting the effects of the project.

3.3 Risk treatment report

Risk management steps

Documentation

Risk status

 Risk reporting is also an important part of project status reporting.

 

 

 

 

 

4. Logs

4.1 Weekly progress log

Daily Progress

Documentation

Progress report

 To keep track of project progress

4.2 Daily spend log

Daily expenses

Documentation

Finance report

 To keep track of project expenditure

4.3 Change log

Changes made

Documentation

Change report

 To keep track of changes in project

 

 

 

 

 

5. Issues

5.1 Internal Issues

Internal issues report

Issue Mitigation Action

Internal solution

 This is required in order to solve internal issues.

5.2 External Issues

External issues report

Issue Mitigation Action

External solution

 This is required in order to solve external issues.

5.3 Technical Issues

Issues log

Issue Mitigation Action

Technical solution

 This is required in order to solve technical issues.

 

 

 

 

 

6. Procurements

6.1 Human resource

Labour requirements

Interview

Necessary human resources

 Recruitment of human resources required.

6.2 Material resource

List of requirements

Tender

Required materials

 Procurement of material resources required.

6.3 Additional requirements

List of requirements

As per the nature of requirement

Required materials

 Procurement of additional resources required.

 

 

 

 

 

Name

Role

Responsibility and Performance Criteria

PLEASE FILL

Project Manager

Management, control, supervision and change management of the project, performance is reflected in all aspects of the project

PLEASE FILL

Finance Manager

Management of funds and budget, performance is reflected in the budget allocation and usage

PLEASE FILL

Construction Manager / Software Development Manager (depending on project)

Planning of construction / repair / renovation design, deploying of labour, performance reflected in the final outcome of the project

PLEASE FILL

Project Supervisor

Supervision of project and reporting to the project manager, performance reflected in response to change requirements and requests

PLEASE FILL

Procurement Manager

Procurement of necessary resources for project, performance reflected in the quality of resources procured

PLEASE FILL

HR Manager

Recruitment of human resources, performance reflected in the quality of recruitment