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时间:2020-03-26
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1、ProjectClose-OutandTerminationChapter14Copyright©2010PearsonEducation,Inc.PublishingasPrenticeHall14-1ProjectTerminationAllactivitiesconsistentwithclosingouttheprojectExtinctionAdditionIntegrationStarvationCopyright©2010PearsonEducation,Inc.PublishingasPrenticeHall14-2ElementsofProjectCloseoutManag
2、ementPuttingitAlltoBedDisbandingtheTeamFinishingHandingGainingAcceptancefortheProductHarvestingtheBenefitsReviewingHowTheWorkProductOvertheItAllWentCopyright©2010PearsonEducation,Inc.PublishingasPrenticeHall14-3LessonsLearnedMeetingsCommonErrorsMisidentifyingsystematicerrorsMisinterpretinglessonsbas
3、edoneventsFailuretopassalongconclusionsMeetingGuidelinesEstablishclearrulesofbehaviorDescribeobjectivelywhatoccurredFixtheproblem,nottheblameCopyright©2010PearsonEducation,Inc.PublishingasPrenticeHall14-4CloseoutPaperworkDocumentationLegalCostPersonnelCopyright©2010PearsonEducation,Inc.PublishingasP
4、renticeHall14-5WhyareCloseoutsDifficult?Projectsignoffcanbeade-motivatorConstraintscauseshortcutsonback-endLowpriorityactivitiesLessonslearnedanalysisseenasbookkeepingUniqueviewofprojectsCopyright©2010PearsonEducation,Inc.PublishingasPrenticeHall14-6DynamicFactorstoMonitorStaticTask-teamSponsorshipE
5、conomicsEnvironmentUserCopyright©2010PearsonEducation,Inc.PublishingasPrenticeHall14-7EarlyWarningSignsofProjectFailureLackofviablecommercialobjectivesLackofsufficientauthoritytomakedecisionsNewproductdevelopedforstablemarketLowpriorityassignedtotheprojectbymanagementCopyright©2010PearsonEducation,I
6、nc.PublishingasPrenticeHall14-8EarlyTerminationDecisionRulesCostsexceedbusinessbenefitsFailuretomeetstrategicfitcriteriaDeadlinescontinuetobemissedTechnologyevolvesbeyondtheproject’sscopeCopyright©2010PearsonEducation,Inc.PublishingasPrenticeHall14-9TheTop10SignsofITProjectFailure10.Bestpracticesand
7、lessonslearnedareignored9.Projectlackspeoplewithappropriateskills8.Sponsorshipislost7.Usersareresistant6.Deadlinesareunrealistic5.Businessneedschange4.Chosentechnologychanges3.Projectchangesarepoorlym
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