Gestión de proyectos- Cierre del proyecto-Ejemplo

Project Closure

In this video, we will discuss the steps involved in project closure. We will use an example to illustrate each step. The closure of a project involves completing all activities across all project management process groups.

Steps for Project Closure

• The example used is about a company that manufactures cleaning products and asks Louis, along with his team, to implement strategies to improve sales and regain market position.

• During the project closure phase, Louis, as the project manager, reviews all previous information from the previous phases to ensure that all project work is complete and objectives have been achieved.

• The process of closing a project consists of several phases - inputs, tools and techniques, and outputs.

• In the inputs phase, the first point is the Project Management Plan which formalizes the agreement between Louis (the project manager) and the sponsor regarding the completion of the project. It defines what constitutes successful completion and delivery of results related to increased sales.

• Accepted deliverables include approved product specifications, delivery receipts, and performance documents generated by Louis and his team during the project.

• Organizational process assets influence the closing process. These assets include administrative procedures that outline specific actions required to achieve established objectives such as promoting products through bundled packages or changing product presentation.

• Historical information about processes involved in implementing improvement projects is considered during evaluation. This includes records of decisions made by Louis and his team as well as documentation related to changes authorized by the company director.

• The tools and techniques phase includes expert judgment, where input is obtained from experienced project managers within the organization or professional associations. Analytical techniques such as trend analysis are used to analyze statistical data and market behavior during the project implementation period.

• Meetings are conducted to validate lessons learned, user group feedback, and project follow-up. These meetings involve executives, Louis, and other stakeholders.

• The closure process also involves verifying benefits achieved so far and projecting future plans based on trends analysis.

Accepted Deliverables

This section focuses on the accepted deliverables during project closure.

Accepted Deliverables

• Approved product specifications

• Delivery receipts

• Performance documents

Organizational Process Assets

This section discusses how organizational process assets influence project closure.

Organizational Process Assets

• Administrative procedures outline specific actions required to achieve established objectives.

• Examples include promoting products through bundled packages, changing product presentation, and using various communication channels for product promotion.

Evaluation of Project

This section covers the evaluation of the project during closure.

Evaluation of Project

• Comparison between actual and planned outcomes.

• Analysis of reasons for delays and cost increases during implementation.

• Consideration of historical information related to project processes.

• Documentation of lessons learned and decision-making records.

Expert Judgment

This section explains how expert judgment is utilized in project closure.

Expert Judgment

• Input obtained from experienced project managers within the organization or professional associations.

• Provides valuable insights and guidance during project closure.

Analytical Techniques

This section discusses the use of analytical techniques in project closure.

Analytical Techniques

• Trend analysis is used to analyze statistical data and market behavior during the project implementation period.

• Helps in making informed decisions and projecting future plans based on trends.

Meetings for Validation

This section highlights the importance of meetings for validation during project closure.

Meetings for Validation

• Face-to-face and virtual meetings are conducted to validate lessons learned, user group feedback, and project follow-up.

• Involves executives, Louis, and other stakeholders.

New Section

This section discusses the verification of Louis and his team's compliance with the project requirements, as well as updates to the organization's process assets.

Verification of Project Compliance

• Louis and his team were verified to have satisfactorily fulfilled the project requirements.

• Updates were made to the organization's process assets as a result of closing the project.

Updates to Process Assets

• The project files, including all documentation and schedule, were updated.

• Some activities could not be completed on time due to supplier issues and cost increases.

• Despite these challenges, the project was completed within the defined timeframe.

• The cost table reflects the expenses incurred during the project.

• Root cause analysis was conducted to identify potential risks that could have jeopardized project completion.

• Projections and activities assigned in Project showed an increase in sales after implementing the project.

• Change requests were submitted to adjust activity dates in the schedule.

• The work performance report documented regular progress updates.

• Records of progress were mainly from the project control process.

• All changes made were accepted satisfactorily.

Project Closure Documents

• Project closure documents indicate formal completion of the project and transfer of deliverables to stakeholders.

• The project director, Luis, reviews previous phase documentation and acceptance criteria provided by company management before finalizing closure.

• Historical information and lessons learned are documented for future projects within the company.

Conclusion

Louis and his team successfully completed the project by May's fourth week, according to their original plan.