ME751 Chap7 Project Management

Project Termination
Types of terminations
How and why
projects terminate
Typical termination
activities
Need for a project
history

13-2

All Things Come to an End . . .

Termination rarely has much impact on technical
success or failure . . .
But a huge impact on other areas
Residual attitudes toward the project (client, senior

management, and project team)

Success of subsequent projects

So it makes sense to plan and execute termination

with care

13-3

When Do Projects Terminate?

Upon successful completion, or . . .
When the organization is no longer willing to invest the

time and cost required to complete the project, given

its current status and expected outcome.

13-4

Most Common Reasons for

Projects Termination
1. Low probability of technical/commercial
success
2. Low profitability/market potential
3. Damaging cost growth
4. Change in competitive factors/market needs
5. Irresolvable technical problems
6. Higher priority of competing projects
7. Schedule delays

13-5

 Close-out Plan: Questions to be

Asked
What tasks are required to close the

project?
Who will be responsible for these tasks?
When will closure begin and end?
How will the project be delivered?

13-6

Four Varieties of Project

Termination
1. Termination by extinction
Project has successfully completed, or it has failed

Natural passing, or termination by murder

Either way, project substance ceases, but much work needs to
be done
Administrative
Organizational

13-7

Four Varieties of Termination

2. Termination by addition
The project becomes a formal part of the parent
organization

People, material, facilities transition

3. Termination by integration
Project assets are distributed to and absorbed by the
parent

13-8

Four Varieties of Termination

(contd)
4. Termination by starvation
Withdrawal of life support
Can save face, avoid embarrassment, evade admission
of defeat

13-9

13-10

A Design for Project Termination

13-11

Project History
One of the major aims of termination is development

and transmittal of lessons learned to future projects

One way to do that is through a project history

13-12

Contents of a Project History

1. Project Performance
What was achieved; successes, challenges, failures

2. Administrative Performance
Reports, meetings, project review procedures; HR,

financial processes

3. Organization Structure
How structure evolved, how it aided/

impeded progress

13-13

Contents of a Project History

4. Project and Administrative Teams
Performance of the project team, recommendations
5. Project Management Techniques
Planning, budgeting, scheduling, risk management, etc.:
what worked, what didnt

13-14

What does it do?

Whos involved?

Whats the benefit?

identifies what worked and

what didnt
recommends ways to improve
performance on future projects

project team
key stakeholders

future projects benefit from

documented lessons learned

What to do?

What tools do they

use?

Who can help?

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

13-15

Challenges to Meaningful Project

Histories
Since the project history has so much potential
benefit, why is it often done poorly, or not at all?
Possible reasons
No one sees it as their job
PM has many other priorities, especially as project winds

down
Long duration projects mean many PMs, voluminous
record, little corporate memory
PMs may be more attuned to looking forward than
looking back

13-16