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318 Part V: Closing Your Software Project You can create one quality checklist for the project to ensure your project team is adhering to project quality requirements, and create a quality checklist for the product to make sure that the software is made in accordance with industry standards for quality. Table 16-1 Project Quality Checklist Project Quality Activity Responsible Person Complete The project work plan has all predecessor and successor tasks identified Project Manager Yes The project work plan includes the appropriate change control activities Project Manager Yes All firm-wide standards and regulations have been distributed to appropriate team members Communications Manager In Process System documentation is complete and accurate Documentation Due 05/02 Turnover meetings with help desk manager have been scheduled Project Manager Due 05/07 Turnover meetings with operational staff have been scheduled Project Manager Yes You can perform quality control testing before scope verification (see the following section Completing scope verification ) or you can perform quality control at the same time as scope verification. Completing scope verification During the planning phase of every project management process, project managers the world over create a scope management plan; this plan details how you define your software project scope and declares how the project scope should be controlled to prevent scope creep. In your scope management plan, you must also record how you will verify your scope. Indeed, in the quality planning stage, you describe how the software would be formally
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Chapter 16: Finalizing the Project Management Processes 317 Completing quality control Because you ve been performing quality control on your software project throughout the course of the project checking that your project results consistently conform to your project standards, and making modifications as required the idea of project quality control should not be completely new to you. At the beginning, during the quality planning portion of the software project, you identify the quality standards you expect to meet, and decide how you will meet these standards. Later, you use these standards to conduct quality assurance testing. Quality assurance follows the methods that you decide upon to make sure that the project used necessary processes to meet the quality requirements that you defined. Quality assurance and quality control aren t the same thing. Quality assurance is testing that occurs during the main part of the project. Quality control monitors and tracks the project results to make sure that the product meets quality standards, making final rectifications when necessary. If part of the project or the product does not meet the quality standards, you make the improvements that are necessary to meet the quality standards set forth. As a part of your quality control process, you might create a quality checklist to ensure that you and your team members have performed all of the required steps required to adhere to your set quality standards. Quality checklists are great tools for your testing staff so that they can document that they re following the correct processes. See Table 16-1 for an example of typical fields you may use for your quality checklist. Knowing your scope verification from your quality control The difference between scope verification and hand, has more to do with the stakeholders for- quality control is that quality control has to do mally accepting the deliverables of the project. with making sure that your product is up to the When the stakeholders formally accept the quality standards that your client has set forth completed project scope and all of the resulting for this project. Scope verification, on the other deliverables, they are verifying the project scope.
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316 Part V: Closing Your Software Project completing and distributing your lessons learned documents (see Chapter 17), performing audits, and releasing your software project team. Primarily, you need to tie up all loose ends and bring all activities to a clear, crisp end. Before you consider your software project closed, you may also want to make sure that all project issues are resolved or turned over to the support team. If you created a database to track issues that affect the project, you can run reports to demonstrate to the appropriate stakeholders that all issues are closed. There s also a possibility that during the planning phase of your software project you set the expectation that at project closure, the only open issues would be those with a low priority. Just make certain that you are meeting the requirements that were set at the beginning of the software project. You should create a checklist for project closure to ensure that nothing is forgotten and to make sure that all closing activities are handled in a timely and effective manner. The following is a list of items that you need to consider in your project closure checklist: Met with help desk to review system Met with appropriate operational staff to turn over software Reviewed system training requirements with operational staff Received sign-off from operational staff Completed and distributed performance reports Completed and distributed system documentation Completed quality audits Completed vendor audits Completed performance review or offered performance input for project members Distributed to team members questionnaire on project management performance Received sign-off on scope verification and formal acceptance of all project deliverables Closed vendor contracts Create a checklist with all appropriate action items included so that you can go through this project closure checklist with your project team. Your list is likely to have quite a few more items on it this one s for example only. You don t want to take a chance on leaving any loose ends to be resolved by someone else after you move on to your next project.
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Chapter 16 Finalizing the Project Management Processes In This Chapter Closing your software project Wrapping up loose ends Remembering quality control Planning for system turnover Celebrating your team s success Liberating your team Becoming a better software project manager with your team s input The goal of any software project is successfully building the software you ve been commissioned to create. Therefore, everything you do, even at the beginning, builds toward the goal of closing the project. Setting expectations with vendors, preparing your scope management plan, and starting your lessons learned documentation all activities you start early in the project are things you must do to close the project. In this chapter, we discuss all the important chores and functions of closing down a successful software project. The only topic that we don t cover here is the lessons learned documentation. Never fear: Lessons learned are covered in Chapter 17. Closing the Software Project The end of the software project is an exciting time for the software project manager. Along with planning a festive celebration with your team, you re busy performing the actions that go with the closing process group of project management. These activities include ensuring that the appropriate stakeholders are satisfied with the final product, closing out vendor contracts,
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In this part . . . Part V supplies you with the knowledge you need to bring your software project to a successful and systematic end. Look here to sharpen your project documentation skills, write excellent historical documents, and figure out your lessons learned. You also find information that can help you tie up loose ends regarding vendor contracts. Also find tips on making product documentation and help files all the easier for end users to understand and navigate.
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Part V Closing Your Software Project
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312 Part IV: Controlling Your Software Project However, when speaking with your team about a small issue, you may send an e-mail or individually drop by everyone s cube for a chat. Communicating bad news But there is one absolute regarding sharing bad news with your project team or other stakeholders: Never ever share bad news in an e-mail. If you have some negative news to relate to your team or to other stakeholders, do this in person if possible. Of course, if your project team contains members from all over the world, that may be impossible. But if at all possible, give bad news in person, or at least on the phone. If, for example, your deadline just got pushed forward two months and your project team now must work 16-hour days instead of its usual 12-hour days, spreading the word in an e-mail may lead to a mutiny and that s a whole other book. If someone is absent when you deliver bad news, be sure that you follow up with that individual as soon as possible. The last thing Susie needs is to hear from the janitor that all her work needs to be redone in half the time because of a slight error on her part. Communicating via e-mail People can t see your body language or that smile (or smirk) on your face when you communicate via e-mail. When someone reads an e-mail from you, he or she can only guess what you really meant if you are not perfectly clear. Don t try to flower up your writing or try to make it cute. Just say what you have to say in a professional manner and be concise, as well as unambiguous. If you try to make a joke in an e-mail and the receiver doesn t understand what you re trying to say, or doesn t get your sick sense of humor, the results are invariably the same: misunderstandings, resentment, and hurt feelings. Don t try to be funny; it s safer to just consistently maintain a sense of professionalism in your communications after all, you get paid to be a software project manager, not a comic. Communicating good news When you communicate good news, it doesn t matter as much which platform you use. You should still be clear, concise, and unambiguous, but positive messages are almost always well received no matter what form of communication you choose. The one area where you may have a problem with good news is leaving someone out of the loop or forgetting to give credit to someone who deserves it. Be generous with your praise, and be sure to follow up with individuals who, for whatever reason, missed your announcement.
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Chapter 15: Tracking Project Performance 311 You should also include a list of attendees so that everyone invited may gauge the necessity of his or her presence at the meeting. For example, if you re a functional manager, you may be interested in knowing why you were invited to a project meeting where the list of attendees included technical people only. People do make mistakes, right? There s always the possibility that you were invited in error. This would give someone the opportunity to call and find out if they were invited accidentally. It s obvious why you would want to include the start time of a project meeting, but you should also include the end time of the meeting on the agenda so that people know when to leave! Document the names of the facilitator and minute taker for every project meeting so that all attendees know that someone is in charge of the meeting and so they understand that minutes will be recorded. And then make sure that person does take minutes when meeting attendees understand that what they are saying is being documented, they stay more focused on the topic at hand. Don t forget to distribute the meeting minutes as soon as possible after the meeting. If someone does inform you that there is a mistake in the minutes, be sure to distribute a corrected version of the meeting minutes to the entire group of invitees (even those who did not attend). This is also documentation that will become a part of the project records, so it s important that everything is accurate. Parking off-topic discussions If something comes up during the meeting but it isn t part of the agenda, you should park that idea to be addressed at a later time. A parking lot is merely a list of topics that need further discussion or review but are currently being parked. It helps to efficiently move the meeting along if the attendees know that the purpose of the meeting is to discuss a defined list of topics; if a topic is not on the agenda, it should be parked to either be discussed later or added to the next meeting s agenda. Sharing good and bad news As the software project manager, you can expect to have the fabulous job of communicating both bad and good news at various times throughout your project. In Chapter 4 we explained the different styles of communication formal and informal, automated and manual, written and spoken and they are all appropriate at different times and with particular stakeholders. For example, you would not expect (usually) to provide informal communication during an executive steering committee meeting. We re sure that could happen at times, but usually that would be a more formal communication.
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310 Part IV: Controlling Your Software Project receive an e-mail alert if a change control request has been approved for his area. Project information that is automatically sent from PMIS software to a lessons learned document. With a little imagination and the help of solid PMIS software, you can come up with other ways to automate some of your project communications. Hosting status meetings There are some tricks of the trade that you can employ to hold an effective and dynamic status meeting; good status meetings are crucial to project success because you will have important information to communicate during these meetings and you need to hold everyone s attention. One of the most important points to remember regarding hosting a project status meeting (or any meeting) is to sufficiently prepare for the meeting. You would never invite guests for dinner, and then, when they saunter in the front door, shamefully utter, Uh, hi, guys . . . maybe I should decide what I m fixing you for dinner now, right? Your invited guests would rightfully expect to walk in the front door and be pleasantly confronted with the aroma of your fine, tasty cuisine. Well, the same principle applies to hosting stakeholders at a project status meeting except that they should not expect any aromas. The food would just be a bonus. In order to adequately prepare, prior to the status meeting, understand why you are holding the project meeting and what you do and don t want to take the time to discuss. This is important because people may start to discuss topics that are not within the scope of your project meeting. If you let them talk, your 30-minute meeting may become a two hour free-for-all. Getting an agenda together Prepare and distribute a meeting agenda prior to the meeting. We usually distribute meeting agendas at least 24 hours prior to the status meeting so as to provide all stakeholders sufficient time to review the agenda before arriving at the meeting. People should walk into the meeting knowing what is going to be discussed. To help maintain everyone s focus, there are certain items that you should include on every meeting agenda. You can get a sample agenda by skipping ahead to Chapter 19. For obvious reasons, be sure to always include the meeting purpose and objective when you write up your agenda. Attendees need to know why they are coming to that project meeting so as to make better use of everyone s time. This will also provide attendees with the opportunity to send someone else from their team in their place.
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Chapter 15: Tracking Project Performance 309 Automating project communications If you could automate all of your project communications, life would be swell. But no amount of automation is likely to ever take the place of the water cooler or the coffee machine. Those informal methods of communication, where a few (or more) people gather to discuss the status of the project, are crucial to a project s success. The only potential for problems occurs when people start rumors, or when more talking happens in the break room than in the project status meetings. (As far as we know, no one has invented the technology to completely eradicate rumors.) Even though you may not be able to or even desire to eliminate all informal and formal communications, you can automate some of your software project communication. Here are just a few reasons why you should: To save time To enable stakeholders to receive particular communications at regularly scheduled intervals that they can anticipate To provide standardization in automated project communications (if you provide templates, some forms of communications will follow a standard format that excludes unnecessary information) To reduce the amount of noise in communications (if you can provide online reports instead of presentations in meetings, you avoid long meetings filled with side conversations and other interruptions) The most important point to remember about project communication, whether it s automated or manual, is to clearly and concisely provide the information to the appropriate stakeholders. (See Stressing accuracy in reporting, earlier in this chapter, for more information.) Some examples of automated project communications are Project status reports, sent via e-mail, that are always due by 1:00 p.m. on Wednesdays, to a specified number of stakeholders. Project event alerts for certain predefined project events, such as team meetings or critical issues update meetings. Automatic pages to remind stakeholders of project activities. For example, a team member may receive an automatic page if he is past his due date on his input to an issue resolution. Automatic e-mail alerts when a project schedule (or other predefined project management tool) has been updated. Only the stakeholders affected by the change would receive the e-mail. For example, a stakeholder would
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