KK34103 / KP34103
Chapter 11
The Implementation Plan and Project
Closure
Learning Objectives
• Describe the three tactical approaches to information
implementation and installation:
• (1) direct cutover, (2) parallel, and (3) phased, as well as
compare the advantages and disadvantages of each approach.
• Describe the processes associated with project closure to
ensure that the project is closed in an orderly manner.
• Identify the four different project evaluations or reviews: (1)
individual performance review,
• (2) postmortem review, (3) project audit, and (4) evaluation
of the project’s MOV.
Project Implementation
• Focuses on installing or delivering the
project’s major deliverable – the information
system that was built or purchased
• Three general tactical implementation plans:
1. Direct cutover
2. Parallel
3. Phased
Direct Cutover
Direct Cutover
• Old system is shut down and new turned on
• May be appropriate when:
– Quick delivery is critical
– Old system so poor it must be replaced ASAP
– System not mission critical
• Risks associated with direct cutover:
– Not always painless – like walking a tightrope without a
safety net
– May result in major delays, frustrated users, lost revenues,
and missed deadlines
– Places more pressure and stress on project team
Parallel
Parallel
• Old and new systems run concurrently
• May be appropriate when problems arise or the
failure of the system can have a major impact on the
organization
• Provides a safety net or backup in case of problems
• Can increase confidence in the new system
• Takes longer and requires more resources than
direct
• Places more pressure on the users
Phased
Phased
• System is introduced in modules or in different parts
of the organization incrementally
• Allows for an organized and managed approach for
implementing system modules or a system/upgrades
in different departments or geographical locations
• Experience with early implementation can guide and
make later implementations go more smoothly
• Takes longer and may cost more than the direct
cutover approach
• Problems encountered during early phases can
impact the overall implementation schedule
Administrative Closure
• Normal – as planned
• Premature – early even if not complete
• Perpetual – runaway, never ending
• Failed – unsuccessful – cost of completion
outweighs the benefits
• Changed Priority – due to resource
constraints, misjudged value, needs changes,
“starvation”
Realities of Project Closure
• Team members are concerned about future
jobs
• Bugs still exist
• Resources are running out
• Documentation becomes important
• Promised delivery dates may not be met
• The players may possess a sense of panic
Project Sponsor Acceptance
• Shortsighted vs. Knowledgeable Sponsors
• Likelihood of acceptance improved when:
– Acceptance criteria clearly defined in the early
stages of project
– Completion of all project deliverables and
milestones thoroughly documented
From an administrative view, closure allows
for all loose ends to be tied up. From a
psychological perspective, it provides all
of the project stakeholders with a sense
that the project was under control from
the beginning through to its end.
Administrative Closure
• The Final Project Report includes
– Project Summary
– Comparison of Planned versus Actual
– Outstanding Issues
– Project Documentation List
Administrative Closure
• The Final Meeting and Presentation
– Communicates that the project is over
– Formally transfers the system from the team to
the organization
– Acknowledge contributions
– Formal signoff
Administrative Closure
• Closing the Project – requirements include:
1. Verifying that all deliverables and open items are complete.
2. Verifying the project sponsor or customer’s formal acceptance of
the project.
3. Organizing and archiving all project deliverables and
documentation.
4. Planning for the release of all project resources (i.e., project
team members, technology, equipment, facilities, etc.).
5. Planning for the evaluations and reviews of the project team
members and the project itself.
6. Closing of all project accounts.
7. Planning a celebration to mark the end of a (successful) project.
Project Evaluation
• Individual Performance Review
– Begin with the individual evaluating his/her
performance.
– Avoid “Why can’t you be more like….?”
– Focus on specific behaviors, not the individual.
– Be consistent and fair.
– Reviews should provide a consensus on improving
performance.
Project Evaluation
• Postmortem Review – Between Project
Manager and Project Team
– Review the initial project’s MOV.
– Review the project scope, schedule, budget, and
quality objectives.
– Review each of the project deliverables.
– Review the various project plans and Project
Management Body of Knowledge (PMBOK) areas.
– Review the project team performance.
Project Evaluation
• Project Audit
– Preferably performed by an outside Auditor who
should:
• Have no direct involvement or interest in project.
• Be respected and viewed as impartial and fair.
• Be willing to listen.
• Present no fear of recrimination from special
interests.
• Act in the organization’s best interest.
• Have broad base of project and/or industry
experience.
Project Evaluation
• Evaluating Project Success – The MOV
– Did the project achieve its MOV?
– Was the sponsor/customer satisfied?
– Was the project managed well?
– Did the project manager and team act in a
professional and ethical manner?
– What was done right?
– What can we do better next time?
END
