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MindMap Gallery System Integration Project Management Engineer 3rd EditionSoft Test MidtermChapter 14 Closing Process Group

System Integration Project Management Engineer 3rd EditionSoft Test MidtermChapter 14 Closing Process Group

System Integration Project Management Engineer 3rd Edition/Soft Exam Midterm/Chapter 14 Closing Process Group, the closing process group is designed to verify that all processes of all process groups required to complete the project or phase have been completed, and to formally declare the project or phase closure.

Edited at 2024-03-13 06:01:00

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System Integration Project Management Engineer 3rd EditionSoft Test MidtermChapter 14 Closing Process Group

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Outline

System Integration Project Management Engineer 3rd EditionChapter 7 Software and Hardware System Integration
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System Integration Project Management Engineer 3rd EditionSoft Test SuccessChapter 2 Information Technology Development
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System Integration Project Management Engineer 3rd EditionSoft Test Midterm Chapter 13 Monitoring Process Group
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Systems Integration Project Management Engineer 3rd EditionChapter 4 Information Systems Architecture
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Closing process group

summary

The closing process group includes the processes performed to formally complete or close a project, phase, or contract

The purpose of the closing process group is to verify that all processes of all process groups required to complete the project or phase have been completed and to formally declare the project or phase closed.

The primary role of the closing process group is to ensure that phases, projects, and contracts are properly closed

Carry out 10 types of work

1. Confirm that all project contracts have been properly closed and there are no outstanding issues

2. Obtain final acceptance of project deliverables from key stakeholders to ensure that project objectives have been achieved

3. Hands over project deliverables to designated stakeholders, such as the sponsor or customer. This work can often be carried out simultaneously with the final acceptance

4. Prepare and distribute final project performance report. This report not only helps stakeholders understand the final performance of the project, but also serves as an important basis for post-project evaluation.

5. Collect, organize and archive project data and update organizational process assets. This is to retain project records, comply with relevant laws and regulations, for subsequent audits (if required), and for reference by other future projects.

6. Collect feedback from major stakeholders on the project and investigate satisfaction

7. Assess program compliance, achieve organizational change and create business value

8. Conduct comprehensive post-project evaluations, summarize experiences and lessons learned, and update organizational process assets

9. Carry out knowledge sharing and knowledge transfer to provide support for the subsequent operation of project results to realize commercial value

10. Conduct financial, legal, and administrative closure, declaring the formal closure of the project and transferring responsibility for the management and use of the project deliverables to designated stakeholders, such as the sponsor or customer

1 process

End project or phase

I. definition

The process of closing all activities for a project, phase, or contract.

II. effect

Archive project or phase information to complete planned work and free up organizational team resources for new work.

III. This process is performed only once or only at predefined points in the project.

IV. When closing a project, the project manager needs to review the project management plan to ensure that all project work has been completed and project objectives have been achieved.

V. Activities required to close a project or phase include:

1. Actions and activities necessary to achieve completion or exit criteria for a phase or project

（1） Ensure all documents and deliverables are up to date and all issues have been resolved;

（2） Confirm that the deliverables have been delivered to the customer and have received formal acceptance from the customer;

（3） Ensure all costs are recorded in the project cost account;

（4） Close project account;

（5） reallocate personnel;

（6） Dispose of excess project materials;

（7） Reallocate project facilities, equipment, and other resources;

（8） Prepare a detailed final project report in accordance with organizational policies.

2. Activities necessary to close a project contract agreement or a project phase contract agreement

（1） Confirm that the seller’s work has been formally accepted;

（2） final disposition of pending claims;

（3） Update records to reflect final results;

（4） Archive relevant information for future use.

3. Activities necessary to complete the following tasks

（1） Collect project or phase records

（2） Audit project success or failure

（3） Manage knowledge sharing and transfer

（4） Summarize experience and lessons

（5） Archive project information for future use by your organization

4. Actions and activities necessary to hand over the project's products, services or results to the next phase or to production and/or operations;

5. Collects suggestions for improving or updating organizational policies and procedures and forwards them to appropriate organizational units;

6. Measure stakeholder satisfaction, etc.

VI. If a project is terminated prematurely before completion, closing the project or phase process will also require procedures to investigate and document the reasons for the premature termination. To achieve the above, the project manager should involve all appropriate stakeholders in closing the project or phase.

VII. ITO

i. enter

1. Project Charter

Project success criteria, approval requirements, and who will sign off on project closure are documented.

2. project management plan

All components of the project management plan are inputs to the process of closing the project or phase.

3. project files

（1） Hypothetical log

Document all assumptions and constraints related to specifications, estimates, schedules, risks, etc.

（2） Estimate basis

Used to evaluate duration, cost and resource estimates, and cost control based on actual results.

（3） Change log

Contains the status of all change requests during the entire project or phase.

（4） Problem log

Used to confirm that all issues have been resolved and no issues remain unresolved.

（5） Lessons Learned Register

Complete a summary of lessons learned during the phase or project before being included in the lessons learned knowledge base.

（6） Milestone List

Final dates for completion of project milestones are listed.

（7） Project communication record

Contains all communications throughout the project.

（8） Quality control measurement results

The results of quality control activities are recorded to demonstrate compliance with quality requirements.

（9） quality report

The content may include all quality assurance matters managed by the team or that need to be reported, suggestions for improvement, and descriptions of nonconformities or other matters discovered during the quality control process.

（10） requirements document

Used to demonstrate compliance with project scope.

（11） risk register

Information is provided about the risks that occur during the project.

（12） risk report

Information on risk status is provided, confirming that there are no open risks at the end of the project.

（13） Other relevant documents for acceptance

Including deliverables, project management documents, agreements and procurement documents, etc.

4. Deliverables for acceptance

Deliverables for acceptance may include approved product specifications, delivery receipts, and work performance documentation. For projects that are phased in or canceled early, partially completed or intermediate deliverables may also be included.

5. Project management documents

（1） Feasibility Study Report: Documents the business needs and cost-benefit analysis on which the project is based.

（2） Project Evaluation Report: Outlines the target benefits of the project.

（3） Project management is used to determine whether the project has achieved the expected results of the economic feasibility study.

6. protocol

The requirements for formal closing of a procurement are typically defined in the contract terms and conditions and included in the procurement management plan. In complex projects, multiple contracts may need to be managed simultaneously or sequentially.

7. Procurement documents

To close a contract, all procurement documents need to be collected, indexed and archived. Information about contract progress, scope, quality and cost performance is cataloged, along with all contract change documentation, payment records and inspection results. At the end of the project, "actual" plans (drawings) or "initial preparation" documents, manuals, troubleshooting documentation and other technical documentation shall be considered an integral part of the procurement documentation. This information can be used to draw lessons learned and serve as a basis for evaluating contractors for future contracts.

8. organizational process assets

ii. Tools & Techniques

1. expert judgment

2. data analysis

（1） File analysis

（2） regression analysis

（3） trend analysis

（4） Deviation analysis

3. Meeting

iii. output

1. Project file updates

Lessons Learned Register

2. Final product, service or result

Handing over the final product, service or result delivered by the project (or, for phase closure, the intermediate product, service or result of the phase) to the customer.

3. project final report

（1） Overview of the project or phase;

（2） Scope objectives, evaluation criteria for scope, and evidence demonstrating completion standards are met;

（3） Quality objectives, evaluation criteria for project and product quality, relevant verification information and actual milestone delivery dates and reasons for deviations;

（4） Cost targets, including acceptable cost ranges, actual costs, reasons for any deviations, etc.;

（5） A summary of the confirmed information for the final product, service or result;

（6） Progress plan objectives, including whether the results achieve the expected benefits of the project: if the benefits are not achieved at the end of the project, indicate the extent of benefit realization and estimate future realization;

（7） An overview of how the final product, service, or result will meet the business need: If the business need is not met at the end of the project, an indication of how the need will be met and an estimate of when the business need will be met;

（8） An overview of risks or problems that occurred during the project and their resolution, etc.

4. Organizational process asset updates

Key tasks of the closing process group

i. Project Acceptance

Project acceptance is the first step in project closing management. Only after completing the project acceptance can we enter the subsequent stages of project summary, system maintenance, and post-project evaluation.

Formal acceptance of a project includes acceptance of project products, documentation, and completed deliverables.

The acceptance of the system integration project needs to be based on the content of the contract signed in the previous stage and the corresponding technical work content. If the contract changes during the execution of the project, the changed content should also be used as the basis for acceptance of the project. For software-based system integration projects, in addition to the contract content in the early stage of the project, a software requirements statement signed or approved by both parties A and B is usually required as the basis for acceptance. When performing acceptance testing of software projects, acceptance test cases should cover all functional and non-functional requirements in the software requirements specification.

The project acceptance work requires the completion of a formal acceptance report. The report contains the main contents of the acceptance and the corresponding acceptance conclusions. All parties involved in the acceptance should sign and confirm the acceptance conclusions and bear corresponding responsibilities for the acceptance results.

Work content includes

1. Acceptance Test

It is a comprehensive test of the information system, based on the system environment agreed in the contract between the two parties, to ensure that the function and technical design of the system meet the functional and non-functional requirements of the builder and can operate normally.

include

（1） Write acceptance test cases

（2） Establish an acceptance test environment

（3） Comprehensive acceptance testing

（4） Issue acceptance test report

（5） Signing of acceptance test report

2. System trial run

Mainly includes data migration, daily maintenance, defect tracking and repair, etc.

3. System document acceptance

Before the final delivery of the system, all documents of the system must be accepted and approved by both parties.

Documentation related to acceptance includes Mantra: Jaguar says, for birth

（1） Introduction to system integration projects

（2） System Integration Project Final Report

（3） Information System Instructions Manual

（4） Information System Maintenance Manual

（5） Software and hardware product manuals, quality guarantee certificates

4. Project final inspection

At the agreed time after the system has been trial run, both parties can start the final acceptance of the project. Usually, large projects are divided into two steps: trial operation and final acceptance.

Final inspection work includes

（1） Recognition and acceptance of acceptance test documents by both parties

（2） Recognition and acceptance by both parties of the working conditions during the trial operation of the system

（3） Recognition and acceptance of system documents by both parties

（4） Recognition and acceptance of the completion of project work by both parties

ii. Project handover

1. handover to user

2. Handover to operations and support teams

3. Transfer process assets to the organization

（1） project files

（2） Project or phase closure documents

（3） Technology and Management Assets

iii. Project summary

Project summary belongs to the management closing of project closing. Also known as administrative closeout, it is to check whether project team members and relevant stakeholders have performed all their duties as required.

Implementing the administrative closure process includes activities such as collecting project records, analyzing project successes and failures, collecting lessons learned, and archiving project information for future use by the organization

Meaning (Purpose) Tip: Memorize wrong scriptures

（1） Understand the work status of the entire project process and the performance of relevant teams or team members

（2） Understand the problems and summarize improvement measures

（3） Understand and summarize the lessons learned during the entire project process

（4） Discuss the summarized documents and store them in the company's knowledge base after approval, thereby incorporating them into the company's process assets.

Project summary preparation work

（1） Collect and organize project process documents and lessons learned

This requires the entire project staff to work together, rather than the project manager working alone. The project manager can include this work in the closing work of the project as a necessary task for the people and teams involved in the project

（2） Collection of lessons learned and preparation of discussion notes for the project summary meeting

In this initial discussion draft, it is necessary for the project manager to list some excellent points and some major shortcomings during the project execution process, so that they can be highlighted during the discussion.

Project summary

The project summary process is a summary of the early value and goal achievement of the project, as well as a summary and analysis of work experience and lessons learned. The project manager organizes the participation of all project members to form a formal project summary. The documents produced during the project summary meeting must be confirmed by everyone. Any document that violates this principle cannot be used as the result of the project summary meeting. The project summary meeting should also conduct self-evaluation of the project, which will facilitate subsequent project evaluation and audit work.

Discussion content Tip: Literary chickens and dogs want to enter the city

（1） Project Objectives

Including project value and goal completion, specific project plan completion rate, etc., as the common achievement of all participating project members

（2） technical performance

What is the comparison result between the final scope of work and the scope of work at the initial stage of the project? What changes have been made to the scope of work? Are the changes related to the project reasonable? Is the processing effective? Does the change have a significant impact on the quality, schedule and cost of the project? What is the scope of the project? Whether each work meets the expected quality standards and whether it meets customer satisfaction

（3） cost performance

Is there a big gap between the final project cost and the original project budget, including the budget increase due to changes in the project scope, and what is the profitability of the project. This involves the performance of project team members and the distribution of bonuses

（4） schedule performance

What is the comparison result between the final project schedule and the original project schedule? Why is the schedule advanced or delayed? What are the reasons for this situation?

（5） Project communication

Whether a complete and effectively utilized communication system has been established, whether customers have been involved in the decision-making and execution of the project, whether customers are required to regularly check the status of the project, whether there are regular communications and stage summary meetings with customers, and whether timely notifications are given Potential problems of customers, and inviting customers to participate in solving problems, etc., how the project communication plan is completed, whether the internal meeting records of the project are complete, etc.

（6） Identify problems and solve them

Whether the problems that occurred in the project have been solved, whether the causes of the problems can be avoided, how to improve the management and execution, etc.

（7） Comments and suggestions for improvements

Whether project members have reasonable opinions and suggestions on the project management itself and the project execution plan, whether these opinions and suggestions are recognized by the majority of participating members, and whether they can be improved in future projects.