Harvard Business School - Project Management Manual

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Reconciling these two seemingly opposed views is easy, however. If the tracking system is simple enough to take little time to maintain yet is powerful enough to provide the project manager and team with almost all of the data required to make effective decisions, tracking can be made efficient and even enjoyable. Such a simple system must focus only on the data that makes a difference to decision making, and surprisingly, that is not much data at all. A good tracking system collects status information on only three, limited topics—schedule status, open issues, and risks: Schedule status includes: • Have tasks scheduled to start in this time period started?

Complete paperwork and archive the project file. • Acknowledge and reward team members’ contributions. • Celebrate project completion. T NO • PY CO References Bowen, H. , The Perpetual Enterprise Machine, Oxford University Press, Inc. , 1994. Boznak, R. , “When Doing It Right the First Time Is Not Enough”, Quality Progress, July, 1994, p. 75. , “Reengineering the Organization: A Step-by-step to Corporate Revitalization”, Quality Progress, February, 1994, p. 62. Wiegers, Karl, “Lessons from Software Work Effort Metrics”, Software Development, October, 1994, p.

Analyze impact of status on project. • Take adaptive action. 3 Close-out the Project T NO Much learning occurs during a project that, if formally captured, will significantly improve project management in succeeding projects. The purpose of the Close-out the Project step is to formally capture key learning and reflections in the hope of improving future performance. Key Questions for Close-out the Project What aspects of project management were effective? • What aspects of might be improved? • How might they be improved?

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