Project Deliverables
Provide the “Projected Schedule” and the “Actual Schedule”; the objective is to compare the original planned to the actual scheduled outcomes. The purpose is to provide valuable information defining scope creep (if any) or whether project planning was complete. This information is helpful for lessons learned and future project teams.
Both the projected and actual schedules have the same overall appearance. However, any date modifications, task additions or subtractions would adjusted. The schedule appears as below. However in the submission the relevant links would be applied not the image of the schedules.
Example:
Projected Schedule (https://ramsupport.wssu.edu/TDNext/Apps/Projects/Plans/Manager/project/419350/plan/5133642).
Actual Schedule (https://ramsupport.wssu.edu/TDNext/Apps/Projects/Plans/Manager/project/419350/plan/5133642).
Reason for Variance
- The creation and distribution for the demo-script was delayed.
- Coordination of dates with each vendor had to be adjusted.
- Allowing each to have a 5 business day to prepare.
- Receiving final stakeholder testing approval.
- Obtaining stakeholder approval for the Project Close-Out from each sponsor.
Transition to Operations
Describe the transition of the project upon completion within this section. Include any difficulties or challenges faced, as well as, highlight what went right during the transition to operations. This section could be used as a guide so future projects may reference and use best practices to improve project performance.
Example:
The Enterprise Projects and Services (EPS) unit will coordinate the efforts to transition to the implementation of the new scheduling system. The goal is to carry out and execute the scheduling management implementation plan proposed by CollegeNet –25Live; once the agreement is signed and approved. CollegeNet along with the WSSU’s OIT Department will define the specified activities and known program dimensions to complete the system application project initiatives.
Project Costs
Describe how the planned or budgeted costs for the project compare with the actual costs within this section. This section should highlight whether or not costs were controlled adequately and if there were additional or excessive costs; reasons should be stated.
Example:
The set budget cost for Project was $250.000 (total for 3 years). Total actual costs of the Project amounted to $108.000 (total for 3 years). There was no variance in project costs for this project.
Recommendations
This section should highlight any recommendation and lessons learned, which would be of use on future projects. In the project planning phase of the first steps is to research organizational archives to identify useful information for planning and executing a project.
Example:
What went well?
- The meeting were organized and had clear objectives.
- The SIPOC was a great tool to map out stakeholders’ processes.
- The demo-script captured stakeholders’ processes.
What didn't go well or had unintended/unexpected outcomes?
The delay in obtaining agreement approval to start second phase of project.
If you had to do it all over again, what would you do differently?
- Would map out processes and verify with all stakeholders at an earlier stage.
- Would have had meet once a week with various stakeholders vs every other week with all stakeholders.
What recommendations would you make to others doing similar projects?
- Would map out processes and verify with all stakeholders at an earlier stage.
- Would have had meet once a week with various stakeholders vs every other week with all stakeholders.