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Abstract
This paper discusses all the considerations that might lead a project to termination. Implications and the actualization of these decisions to terminate are explained. Also, an explanation when to terminate and how to implement termination is presented.
Termination of a Project Paper
To achieve a successful project there needs to be a well-planned and executed termination phase built-in as a task in the initial project wok-plan. The phase of the project¡¦s life cycle, project termination is determined by asking when is the mission consummated and how to terminate the project. This important planning stage ¡§¡Ksaves time and money and avoids unnecessary conflict.¡¨ (Keogh, pg. 76) It is viewed as clean up time. However it is imperative to note that ¡§¡Ka project can end unsuccessfully as well. Even in this case, there are key learnings, team evaluations and other wrap-up activities to make the most of what was done on the project.¡¨ (Mochal, 00)
In accordance with Bluegreen¡¦s project, the mission is when the time and attendance software program meets stakeholders¡¦ approval delivering a quality product within the predetermined scheduled time and under budget. However, adverse forces like ¡§changing market conditions, [employment] laws and regulations, organizational shakeups [i.e. senior management replacements], cost overruns, technical difficulties, [human resource expert shortage, or difficult code]¡¨ can affect the project life-cycle. Consequently, the project will prematurely terminate. Typical behavior in this scenario is to save-face first before making a profit or meeting the customers¡¦ needs. (Levine, 00)
Levine goes on to illustrate, ¡§In the case of pre-completion, or abnormal, project termination, we have to deal with the psychology of failure. Theres a prevalent stigma that the project that doesnt reach satisfactory completion is a failed project. Therefore, we purge the thought of premature termination from our minds and blindly forge ahead with what may be, in reality, a failed project.¡¨
Nonetheless, ending projects earlier than devised in the work-plan may be more economically practical in the long-run. Below lists termination types¡¦ guidelines and practices that should be followed to lessen downside risks of project termination.
Please note the Normal Project Termination and Abnormal Termination guidelines and activities are provided by Levine from My Plan View, Inc. found online at http//www.myplanview.com/expert10.asp#thelist
Normal project termination
In order to learn lessons, valuable data and experience needs to be collected and documented for future use and training purposes, known as the ¡§closeout phase.¡¨ Benefits include ¡§technology transfer and final project audit.¡¨
Project Audit
Throughout the work-plan and especially at completion of milestones a project audit should be conducted by examining
„X¡§Current status of project
„XForecasts
„XStatus of key items
„XRisk assessment (i.e. code difficulty, learning curve, manual)
„XInformation pertinent to other projects
„XRecommendations for continuing ¡§
Post-mortem
Then at the end of the project a post-mortem meeting is conducted to determine the results. ¡§For example, scope accomplished, technical objectives met, recommendations for other projects, and project historical data.¡¨
Other Closeout Items
Finally, other closeout items such as ¡§final [adjustments], punch lists, uncompleted tasks, special close-out tasks, final report, client acceptance, client acceptance documents, client feedback, testimonials, asset disposition, personnel disposition and reports, sell/transfer/toss residuals, transfer/reassignment of dedicated resources, assigned resource release, document transactions [training manual], document performance, Atta-boy/atta-girl letters, and archives.¡¨
Abnormal Termination (¡§lingering death¡¨)
This usually occurs through a negotiation phase to terminate the project before its predetermined scheduled date due to objectives not adequately met thus all stakeholders receive less than expected. If abandoned, a detrimental loss for almost all of the stakeholders. The perceived notion is to negotiate and preserve as much as possible of the original project work-plan.
Reasons for Stopping in Mid-stream
The initial project work-plan objectives are compared to the current work completed, an audit is performed, and cost analysis to determine if ¡§the project can¡¦t meet the stated objectives [because if pursued] these objectives will do more damage than bringing the project to an immediate end.¡¨ (Levine, 00)
Levine continues to discuss the many reasons projects are stopped in mid-stream
For example
o¡§Product (development project) failed to achieve goal
oWindow of opportunity has passed
oTechnology failed or became obsolete during project execution
oEconomics of the project changed
oProject performance is so off the mark as to make it impossible to reasonable deliver
oBetter alternative to meet primary goal makes current project unnecessary
oCant complete project in time to meet iron-clad deadline
oCant meet quality objectives
oClient/sponsor in no longer interested
oProject is hurting other work of the firm
oPartners or suppliers cant hold up their end
oCant get the proper resources/skills
oProject goals can better be achieved by outsourcing the project¡¨
oAbandonment
oSabotage
oActs of God (i.e. hurricane, tornado, flooding, etc.)
Termination Considerations
Define Success and Set Realistic Objectives
Defining success criteria early in the project will help establish the degree of success while determining how and when to properly terminate the project. TenStep Management Process in the 5.0 Project Termination section explains, ¡§A project that is not defined appropriately will not have a good chance to be successful. On the other hand, a successful project that does not conclude gracefully will probably still be seen as successful.¡¨ (Mochal, 00) A fundamental to project termination is setting realistic objectives so when compared to the current project completion then a more accurate assessment can be made to terminate the project. For example questions to ask, ¡§What should the project have achieved? What actually happened? And why?¡¨ (Mochal, 00)
Project team can rate itself against the criteria established earlier then review the variance and receive End-users¡¦ validation. The project goal is to complete the software system on-time and under-budget. Nonetheless, this is unacceptable if the software system does not meet the needs of the end-users whether it is quality, maintainability, or usability. A percentage level can be assigned as well as flat out success or failure. All the funds and time spent on this project would be in vane. The only real benefit that can be salvaged is documented learnings to be used for future use in other project planning efforts.
Senior Management Turnover
Bluegreen Resorts turn-over rate is very high, which parallels the fear of losing key managers and/or performers working on the project. Understanding and validating awareness to the mere fact, if another Senior Manager is appointed over the project then it can be cancelled at the drop of a hat. Either new management does not feel the projects¡¦ benefits meet the goals of the organization or maybe managements¡¦ perception is that since they do not receive a feather in their cap then it is cut from the priority list.
To overcome this fear and try to mitigate the risk a comfort level must be established through use of a collective buy-in, commitment, and loyalty from each stockholder. The Project Manager must exhibit strength in leadership by guiding and supporting through the use of up-to-date project information reports, consistently monitoring internal and external political forces, educating, allocating task ownership to hold stockholders¡¦ responsible and accountable, and encourage some type of participation from all stockholders. To continue moving the project forward a newsletter will aid the communication along with a suggestion box for anonymous requests and corporate-wide emailing process will be used to answer/reply.
Other Termination Activities
Once the project conclusion meeting and project declaration of success or failure is completed then Kronos will transfer appropriate documents to Bluegreen known as ¡§Turnover Project Files.¡¨ The training manual is turned over along with notes on the -day training course provided on project completion date. Also, one year service agreement for technical support and system maintenance is included and implemented on project completion date. ¡§Performance Reviews¡¨ where all team members are interviewed and rated by tying the review between team and individual performance is conducted. All team members return to immediate positions and the project manager is reassigned to another project. (Mochal, 00)
In conclusion, termination is a phase in the product life-cycle. Projects typically ¡§¡Kdo not reach clear success or failure points¡¨ hence the Project Manager should monitor often with project objective auditing. (Keogh, 81) Projects either terminate normal or abnormal ways. Guidelines are followed to define the degree of success or failure of the project. Variances are measured by the initial work-plan versus the current percentage of work completed. If project failure then documentation is recorded for learning purposes and reviewed during other project planning. And the main driver in determining project termination is if the stockholders and the company continue to profit if the project is continued. Or if there is a loss in associated costs, time, resources, and product quality that demonstrates benefits to the stockholders and the company then the project should be terminated.
References
Keogh, J., Shtub, A., Bard, J.F., Globerson, S. (00). Project Planning and Implementation. [Electronic Text for University of Phoenix]. Pearson Custom Publishing.
Kronos, Inc. (00). Homepage. [Online] Available http//www.kronos.com.
Levine, H. A. (00, Nov. 5). Project Termination Done Right Turning the end into a new beginning. PLANVIEW, Inc. [Online] Available http//www.myplanview.com/expert10.asp#thelist
Mochal, T. (00). Project Termination. TenStep Project Management Process. [Online] Available http//www.tenstep.com/5.0ProjectTermination.htm
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