Chapter 14 - Project Implementation, Closing and Evaluation Flashcards
What is implementation?
Project implementation focuses on installing or delivering the project’s
major deliverable in the organization—the information system that was built or purchased. The
implementation of the information system requires a tactical plan that allows the project team
to move the IT solution from a development and test environment to the day-to-day operations
of the organization
Describe the three approaches to implementing an information system.
The direct cutover approach, is an approach where the old system is shut
down and the new system is turned on. In general, a
target, or go live, date is agreed upon, and the new
system simply replaces the old.
the parallel approach to implementation allows the old and the new
systems to run concurrently for a time. At some point, the organization switches entirely from
the old system to the new.
Following the phased approach, the system is intro-
duced in modules or in different parts of the orga-
nization incrementally The phased approach may be appropriate when
introducing a software system to different areas of
the organization.
Why might an organization terminate a project prematurely? What are the risks?
—Occasionally, a project team may be pushed to complete a project early
even though the system may not include all of the envisioned features or functionality. For example, an organization may need to have a new system operational—with only a
core set of original requirements—to respond to a competitor’s actions, to enter a new
market early, or as a result of a legal or governmental requirement. Although there is
pressure to finish the project early, the risks of this decision should be carefully thought
through by all the project stakeholders.
What is a perpetual project? Why might an organization be reluctant to terminate a project that many would
consider unsuccessful?
Some projects seem to take on a “life of their own” and are known as
runaway, or perpetual, projects. These projects never seem to end. Perpetual projects
may result from delays or a scope or MOV that was never clearly defined or agreed upon. The decision to terminate a project is not an easy one if egos and perhaps even
careers or jobs are on the line. This phenomenon may also occur when the project has
a high payoff to the organization and when admitting to failure is strongly against the
corporate culture
Why would senior management cut a project’s budget without officially terminating the project?
Financial or economic reasons may dictate that resources are no
longer available to the project. Or, management may decide to divert resources to higher
priority projects. This change can happen when the original importance or value of the
project was misjudged or misrepresented or when organizational needs or technology
change over the course of a long-term project.
Why might some project team members be reluctant to see the end of a project?
Team members are concerned about future jobs. Often the members of the project team
are borrowed from different departments or functional areas of the organization. Once
the project is finished, they will return to their previous jobs. . Regardless, as the project nears its end, these project team members may begin
to wonder what they will do next.
Why can the end of a project be stressful for many of the project stakeholders?
The players may possess a sense of panic. As schedules begin to slip and project resources
become depleted, various project stakeholders may experience a sense of alarm. The
managers or partners of a consulting firm may worry that the project will not be profitable
or satisfactory to the customer. The sponsor or customer may worry that the information
system will not be delivered on time and within budget or provide the expected value
to the organization.
Why is the sponsor’s acceptance of the project important to project closure?
Shortsighted sponsors tend to view the project
as a short-term buyer–seller relationship in which getting the most for their money is the most
important criteria for accepting the project. This view often leads to an adversarial relationship
if the sponsor attempts to renegotiate the project scope or price at the end of the project.
Knowledgeable sponsors realize that they have an important stake in the outcome of the
project. As a result, they will be actively involved throughout the project in a constructive
manner. Knowledgeable sponsors may ask tough questions during project reviews, but their
objective is not to embarrass the project team or manager, but to ensure the success of the project.
Instead of an adversary trying to get the most in a “win-lose” situation, the knowledgeable
sponsor will negotiate intelligently and in good faith.
How can the project manager and project team facilitate the project sponsor’s acceptance of the project?
the project manager
and team can improve the likelihood that the project will be accepted if they (1) clearly define
the acceptance criteria for the project at the early stages of the project, and (2) document the
completion of all project deliverables and milestones.
What is the purpose of the final project report?
The objective of the report and presentation should
be to give the project sponsor confidence that the project has been completed as outlined in the
business case, project charter, and project plan. By gaining this confidence, the sponsor or client
will be more likely to formally accept the project that will allow for a smooth termination of
the project.
What is the purpose of the final meeting and presentation?
Communicating that the project is over. Transferring the information system from the project team to the organization. Acknowledging contributions. Getting formal signoff.
Describe some of the steps for administrative closure.
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)
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
What is the purpose of the project manager conducting a performance review with each member of the
project team?
The purpose of conduct-
ing a review or evaluation with each project team member is to provide constructive
feedback for individuals. No one is perfect, so understanding where an individual can
improve and how they might go about improving is important. The individual and the
evaluator should agree on what areas the individual needs to improve upon and how the
organization can support this endeavor.
What is the purpose of conducting a postmortem review?
The discussion and recommendations from the postmortem review should be documented.
In particular, the project manager and team should identify what they did right and what they
could have done better. These lessons learned should be documented so that they can be shared
with others in the organization. Moreover, best practices should be identified and become part
of the organization’s IT project methodology.
What is the purpose of a project audit?
To provide a more objective view of the project, an audit or review by an outside
party may be beneficial for uncovering problems, issues, or opportunities for improvement.
Similar to the postmortem review, the auditor or audit team should focus on how well the project
was managed and executed.
