A successful project is often defined as coming in “on schedule, on budget, and within scope.” However, there is a fourth criterion for success: acceptance by the customer. Whether this is an internal organizational project or an endeavor for an external customer, the project is of no use to anyone if it does not satisfy the customer, no matter how efficiently it is managed. Customer acceptance may come in many forms, such as a handshake, the closing out of a financial account, or final payment from a customer. Regardless, it is the PM’s responsibility to make sure this occurs to his or her organization’s satisfaction.
Administrative closeout can be fairly straightforward, although mind-numbingly slow. Accounting and personnel systems often have their own unique rules which must be satisfied until the “official” end of the project can be declared. In some cases, especially with government customers, a percentage of the total project cost is withheld until all administrative steps have been completed. It is not unusual for this to take months, or even years.
One of the final tasks for the project manager is to organize all documentation from the beginning of the project and place in an archive. This may be a file drawer, or a directory on a workstation or server. While the PM may be anxious to move on to their next adventure, this is very crucial for a number of reasons. If a similar project comes up in the future, these artifacts can be used as references to avoid “reinventing the wheel.” They may be used as organizational resources to increase its capabilities and obtain future work on similar projects. Also, there may be legal or regulatory requirements to retain certain records, depending on the nature of the project. Even if the organization does not require their retention, it can be a good idea for a PM to retain the records for possible use on future projects.
While it may not be an organizational policy, it is always a good idea to conduct a project “post mortem” to discuss what went right, what went wrong, and how things could be done better on the next effort. This lessons learned process can be invaluable to document good practices and avoid future mistakes. While it might be a painful exercise for some participants, this can be invaluable to everyone if conducted in the spirit of learning, and not used as a tool for casting blame.
To summarize the past seven weeks, here are some points to remember as you work your projects in the future:
12 Golden Rules of PM Success
“Thou Shalt:
Gain Consensus on Project Outcomes
Build the Best Team You Can
Develop a Comprehensive, Viable Plan and Keep It Up to Date
Determine How Much Stuff You Really Need to Get Things Done
Have a Realistic Schedule
Not Try to Do More Than Can Be Done
Remember That People Count
Gain the Formal and Ongoing Support of Management and Stakeholders
Be Willing to Change
Keep People Informed of What You’re Up To
Be Willing to Try New Things
Become a Leader as Well as a Manager”
Source: The Complete Idiot’s Guide to Project Management, 2nd Edition, Pg Insert
And lastly:
Six Phases of a Project
Enthusiasm
Disillusionment
Panic
Search for the guilty
Punishment of the innocent
Praise and honors for the non-participants
