Final Project Part V: Final Plan And Presentation

Final Project Part V: Final Plan and Presentation

Final project submission includes: the project control plan, the project closeout plan, the final presentation, and the final paper. The project control plan should describe reports and control mechanisms for tracking the project, including performance measurement details, variables to be measured, measurement methods, and timing. Measurable objectives should be identified as milestones on the Gantt chart, possibly utilizing Microsoft Project for baseline development. The plan should also explain how performance evaluation results will be communicated to management and clients, including the analysis of cost and schedule variances, risk assessments, options for corrective actions, and forecasting project completion. The project closeout plan should detail the criteria for determining project completion, procedures for project termination, reassigning personnel, and delivering contracted materials. It should include lessons learned, recommendations, and proposals for follow-up work. The final submission must compile all previous weekly submissions into a comprehensive document, totaling 15 to 20 pages, including a title page and an abstract of 100–200 words, adhering to APA citation style. Supportive files such as spreadsheets, Microsoft Project files, and other documentation should be included. Additionally, create a 10–15 slide PowerPoint presentation targeting executive decision makers, aligning with the twelve elements outlined in Week 1. All documents must be named following the pattern SU_PMC6601_W5_A2_LastName_FirstInitial.[ext] and submitted via the W5: Assignment 2 Dropbox by Tuesday, May 16, 2017.

Paper For Above instruction

Introduction

Effective project management hinges on precise planning, continuous monitoring, and strategic closeout procedures. The comprehensive final project outlined here integrates critical components such as the project control plan, closeout plan, and a compelling presentation designed for executive approval. This paper details each segment's purpose and execution, emphasizing best practices and theoretical underpinnings rooted in project management literature.

The Project Control Plan

The project control plan serves as a roadmap for monitoring and controlling project progress. It specifies the reports and control mechanisms that facilitate tracking key performance indicators (KPIs). These KPIs capture variables such as cost performance, schedule adherence, scope change, quality metrics, and risk indicators. Performance measurement involves establishing specific, quantifiable metrics—such as percentage complete, cost variance, and schedule variance—and scheduling regular assessments, often weekly or bi-weekly. Tools like Microsoft Project assist in developing baseline plans and visualizing milestone achievements.

Milestones, especially critical ones on the Gantt chart, represent significant achievements aligned with project objectives (PMI, 2017). Measurement methods include earned value management (EVM), trend analysis, and variance analysis (Fleming & Koppelman, 2010). The control plan also details the frequency of reporting and escalation procedures for variances exceeding pre-defined thresholds.

Communication of performance results includes standardized reporting formats—dashboards, variance reports, and executive summaries—delivered through meetings and formal reports. The project manager must ensure transparency, facilitating timely corrective actions and managing stakeholder expectations (Kerzner, 2013). Forecasting techniques, such as regression analysis and predictive modeling, help anticipate project outcomes, supporting proactive management.

The Project Evaluation and Reporting

Evaluation involves meticulous analysis of cost and schedule variances. Cost variance (CV) and schedule variance (SV) calculations determine whether the project is within budget and on schedule. For example, CV = Earned Value (EV) – Actual Cost (AC) (Harrison & Lock, 2017). If variances indicate deviations, the project manager investigates root causes, identifies corrective actions, and reevaluates plans.

Risk analysis is crucial for understanding potential project threats, utilizing qualitative and quantitative methods, including risk matrices and Monte Carlo simulations (Hillson, 2012). Formulating alternatives might involve reallocation of resources, scope adjustments, or schedule compression techniques like crashing or fast tracking (Meredith & Mantel, 2017).

Forecasting project completion involves updating estimates based on current performance data, adjusting schedules, and refining budgets. Corrective actions may include reallocating resources or renegotiating scope boundaries. Effective communication with management and the client ensures stakeholder confidence and alignment on project status (Schwalbe, 2015).

The Project Closeout Plan

Determining project closure involves predefined criteria, such as completion of deliverables, approval of final outputs, and achievement of project objectives. The project closeout process includes verifying scope completion, obtaining formal acceptance, and addressing any unresolved issues (PMI, 2017). It also encompasses administrative closure activities like reassigning personnel, releasing resources, and delivering contractual materials.

Lessons learned are documented to inform future projects—covering successes, challenges, and areas for improvement. Recommendations may include process adjustments, enhanced risk management strategies, and changes in stakeholder engagement. Follow-up work proposals might involve post-project evaluations, ongoing maintenance, or additional development phases, supporting continuous improvement.

Final Compilation

The final project report consolidates all previous weekly submissions, presenting a comprehensive narrative supported by detailed spreadsheets, project schedules, and control documents. This multipage document ensures clarity, coherence, and adherence to APA format for citations. Supporting documentation, including Microsoft Excel files and Microsoft Project plans, provides operational details, baseline data, and control mechanisms.

Conclusion

The integrated approach detailed herein underscores the importance of meticulous planning, consistent monitoring, strategic evaluation, and thorough closeout procedures. These elements collectively ensure project success, stakeholder satisfaction, and organizational learning. The accompanying PowerPoint presentation condenses this information into an accessible format, facilitating executive understanding and approval.

References

• Fleming, Q. W., & Koppelman, J. M. (2010). Earned value project management. Project Management Institute.
• Harrison, F., & Lock, D. (2017). Advanced project management: a structured approach. Gower Publishing.
• Hillson, D. (2012). Managing risk in projects. Routledge.
• Kerzner, H. (2013). Project management: a systems approach to planning, scheduling, and controlling. Wiley.
• Meredith, J. R., & Mantel, S. J. (2017). Project management: a managerial approach. Wiley.
• PMI. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Sixth Edition. Project Management Institute.
• Schwalbe, K. (2015). Information technology project management. Cengage Learning.
• Fleming, Q. W., & Koppelman, J. M. (2010). Earned value project management. Project Management Institute.
• Harrison, F., & Lock, D. (2017). Advanced project management: a structured approach. Gower Publishing.
• Hillson, D. (2012). Managing risk in projects. Routledge.