Successful Pitch and Project Delivery PDF

AS2102 SUCCESSFUL PITCH AND PROJECT DELIVERY After learning how to create a project plan, you now need to present it to the client. Once the client approves, the next step is to deliver or execute the project. In this module, you learn how to present, deliver, monit...

AS2102 SUCCESSFUL PITCH AND PROJECT DELIVERY After learning how to create a project plan, you now need to present it to the client. Once the client approves, the next step is to deliver or execute the project. In this module, you learn how to present, deliver, monitor, evaluate, and close a project. Presenting Campaigns, Program Proposals, and Research Reports Every successful project is presented and approved by its clients. Here’s a guide on how to present a project: Know your goals As a project manager, you should be aware of the project's objectives. You should first meet with your team or the client for whom you are working on the project to discuss the project's aims and objectives. When it comes to presenting a project, it is critical. Setting goals and owning them are the most critical aspects of a project's success. This is where you want to finish if you want to win the race. In the event that you don't accomplish this, you'll have no idea where you're going, and your efforts will be unsuccessful. Explain your project After determining the objectives or goals of the project, you need to persuade the audience by explaining the project’s goal in a manner that they can comprehend it properly. Your project may be explained as follows: Verbally presentation Visuals Models Documentations Consider half of the job is done once you have articulated the objectives clearly. Outline your presentation Your audience or customer has to be convinced that your project's objectives are attainable by hearing how you plan to accomplish them. For this reason, it is essential that you plan ahead. Your presentation should be laid up in a way that clearly explains each phase. Your project will be presented in an orderly and systematic manner with the help of an outline. This method will assist you in recalling all of the most important details and in gaining self-assurance that what you are saying has the intended effect. Prepare your speech Like crafting a speech, it's only a matter of practice and preparation. Convincing the audience relies heavily on the way words are delivered. Getting the attention of an audience is as simple as mastering the art of wordplay. Because of this, it is important to remember that you will be assessed on the content of your speech. 09 Handout 1 *Property of STI [email protected] Page 1 of 15  AS2102 With this, make sure you know the meaning of every phrase you've included in your speech before you go on stage or in front of the client. Discuss with your team There's less stress while working alongside your coworkers, as well as encouragement from them to provide your best effort. For example, you may separate the presentation into parts and ask your team members to describe each one so that they can work together on the project as a whole. Working as part of a team makes it easier to achieve your goals since the workload is spread out, and you are not overloaded. It's important to put your faith in your team and have open discussions to generate new ideas. Consider and appreciate other people's thoughts in order to show that you respect them. Ensure that your coworker is ready to assist if the need arises during the project presentation. As long as you've prepared ahead with your staff, they'll help you respond to the client's inquiries. Prepare a Slide Presentation You may also use slides to present the project by putting your ideas on them and mentioning the most relevant information about them. In addition to illustrating your presentation's message, photos may help tell tales behind them. A clean and easy-to-understand picture should be used for a visual explanation. In a presentation, you may use a variety of tools to illustrate your project in the form of images. You may set a timer to play these slides automatically. In addition to text and photographs, you may also use videos or graphics to show off your idea. Your message should not be too long or complicated. It should be easy to see and understand. When creating a slide presentation, it is best to limit it to no more than 15 slides for better retention. Loosen up and use some humor Boredom can set in quickly if you go on and on with your presentation. In this situation, you must captivate the audience while presenting a serious message in a manner that is both engaging and enjoyable. Add some comical images or illusions to lighten the mood of a serious talk by relating the ideas or images to humorous events that occur in the course of a typical day. You'll be able to engage the audience without personally speaking to them. That way, you won't feel like you must plead or urge anybody to listen because they'll do it of their own. Like a good speaker, you must know how to accomplish this without the audience understanding you are doing this on purpose. Once followed, you'll be able to get the attention of your audience quickly, and they'll be eagerly awaiting the next bouncer from your team. Show confidence using your body When you speak in front of a group for the first time, it's natural to be nervous about what others will think of you and whether or not you have something worthwhile to say. You will, however, become more adept at handling such a circumstance with time. No matter how inexperienced you are, you don’t need to fear something. If you've done your homework and rehearsed, you'll be able to answer any questions the audience may ask. Make an effort not to convey your anxiety via your body language, such as clenching your fists or making a tick-tock sound with your pen while you write. Your viewers will be put off by it since it appears so out of place. 09 Handout 1 *Property of STI [email protected] Page 2 of 15  AS2102 Ensure presented information is complete Keep a checklist with you, either on paper or on a computer slide, to make sure that you've covered all the main aspects of your project and that the customer is aware of them. You may make a turn and explain it in a manner that makes it look like you didn't explain it previously in order to retain the surprise impact of your project. In order to ensure that your project presentation goes off without a hitch, practicing is essential. When you're considering how to present a project, it's crucial to keep these things in mind. Answer relevant questions There will be a lot of questions from the audience when you present your proposal, and some of them will be there solely to confuse you or put you in jeopardy. Regardless of whether or not you know the answer to a question, you must play the mental game here and answer it patiently. In the event that you are unable to provide a response, just explain that you are interested in learning more about it and ask for an explanation. Wrap it up Wrap up the presentation with a quick overview and summary of the project once you've covered all the details with the customer, answered questions, and received comments. Projects will be remembered and completed in this manner. Project Delivery and Monitoring Projects don't simply start because you want them to or because you've planned – they need to be started. Push is needed to get projects moving. The project manager is responsible for providing the team with this extra push. With this, it's always a good idea to have one more chat with your project client to: Make sure there are no last-minute modifications to the Project Plan. The Project Plan should be explained in more detail. Make sure the client is aware of and approves the project's cost and time frame before beginning the job (including contingency). Make sure you have the materials and resources you need and that it is okay to use them right away. Once this is completed, you may begin working on the project. A project's driving force is your ability to communicate with all of the people involved. Everyone on the team must be aware of the following: What their responsibilities are within the project and the sequence in which you anticipate them to do those duties. When they need to do these tasks. What resources they will have access to or use in order to complete their work. How you anticipate them to keep you informed on the progress. 09 Handout 1 *Property of STI [email protected] Page 3 of 15  AS2102 At this point, it's also a good idea to get input from the whole project team. As long as someone can come up with an improved strategy, it's not too late. People that are excited and passionate about a project are far more likely to put in the effort necessary to get the results you want. Talking one-on-one with each member of the project team may accomplish this. Organizing a gathering called a mobilization session is a good idea for a major undertaking. The purpose of this meeting is to gather the whole team and go over the Project Plan, as well as clarify everyone's responsibilities and answer any questions they may have. Monitoring is the process of gathering, collecting, and reporting on critical project information for the project manager and other relevant stakeholders. While working on a project, data needs to be gathered to make informed decisions as to the project manager. In the event that you're doing a job on your own, for your own benefit, this will occur naturally. There are times, though, when you need to devote time and effort to gathering information from your team members as the project proceeds. If you’re a project manager, you engage with others and ask them to accomplish tasks; you'll automatically pick up on certain knowledge. However, it is advisable to have a formal meeting with the members of your project team once a week to provide an update on progress. This meeting should be as brief as possible so that it does not interfere with the project's progress. Each member of your team should provide the following information: What they accomplished during the previous week. Was everything as intended, and what resulted? What they want to do in the next week. Is this consistent with the project's scope? Are there any new concerns, hazards, or developments that they should bring to light? What progress have they made on any challenges, hazards, or adjustments they are addressing? As a result of this meeting, you will be able to provide an update to your client. You need to gather all of the information from everyone involved in the project and present it to the client in a concise way, which includes: Overall project status. Are you on track or not? If not, what will you do to bring the project back on track? Your current view of the likely outcome of the project. A summary of what was accomplished last week and what will be accomplished next week. Any decisions you need from the customer, for example, approvals to changes. A one-page A4 or letter-sized progress report should be generated. Even though it is brief and direct to the point, this report contains all the necessary details for the vast majority of clients to grasp the current state of the project. The goal is not to overburden your client with information but to supply enough to provide a solid sense of the project's current state, to prevent any surprises if there are difficulties with the project, and to reassure them that the project is in safe hands. Here’s a sample of a project report: 09 Handout 1 *Property of STI [email protected] Page 4 of 15  AS2102 Example of a project report: PROJECT REPORT Project Name: Fashion Week 2021 Reporting Period: 2nd week of December Estimated December 29 completion date Project on track? No – 1 week late Estimated Php 550,000 completion budget - The project is running well with a few critical issues or problems. The initial delay in finding a suitable contractor for the runway is one (1) week late. In addition, the contractor advised that our Description Status estimation for the time building the runway was too optimistic. So, we now estimate the completion of December 23. - On a good note, the contractor’s work is slightly cheaper than expected. - Consulted with the contractor if the proposed design will work Main actions did this week and is doable within the allotted time. - Selected materials and furniture for the event. Main actions to be completed - Start the installation of lights and scaffolding next week - Assembly of the model’s rooms and make-up station. - The rent for chairs increased from Php 50 to Php 75, meaning Issues to be aware of an increase in the cost of Php 12,500 Risks to be aware of - Risk of late delivery of supplies Approvals required - Additional budget for increased rent for chairs. The project manager should keep a close eye on the project's progress at all times. You'll be able to do this all the time while working on the project and once a week at your review meeting with the rest of the team. As a starting point for tracking and controlling your progress, ask yourself the following questions about the tasks that have been accomplished and the ones that have not yet been finished: Are you on schedule or behind schedule in relation to the plan? Are there any tendencies that concern you? What are the consequences of any slippage? Are late tasks important or not? How much time are you going to be late? Therefore, how much recovery time do you need to get back on track? Are you at risk of exceeding your contingency time? What recovery are alternatives available at this point? Which option is the most advantageous? A project has a specific goal that must be achieved within a certain time frame. The project team will be effective in bringing the project ahead on certain days and less so on others. Maybe the assignment is onerous, or the crew feels unmotivated that day. No one works 24/7, but as a project manager, you must guarantee that progress is achieved at all times. 09 Handout 1 *Property of STI [email protected] Page 5 of 15  AS2102 When you relax and don't push the project team to produce, they relax, and development slows. A day or two lost may usually be recovered, but if not cautious, you may develop a pattern of project delays. When slippage occurs, you have a wide range of options. Your actions will vary on the scenario but often include: Getting your team to perform things faster. This is frequently the easiest method. It's not always feasible, but asking individuals to concentrate on your project and work harder frequently helps. Keeping the project crew enthusiastic and interested in the project frequently makes up for any slippage. This only works if you are carefully watching your project and require the team to catch up for a few days. Accepting the slippage and using some contingency. Using part of your contingency funds is a possibility, but it's worth investigating if you can save the time in another manner instead. Adding more resources. If this works for you, you may be able to turn a shortfall in time into more money. Looking at alternative ways to do what you are trying to do. It's possible for projects to be done in a number of different ways. Is there anything that can be streamlined in terms of the work? Are there any dependencies that can be eliminated to expedite the process? Changing the project in some way. The project may be completed more rapidly if the scope is narrowed and fewer deliverables are made available. If you are going to be late, you should ask your customer: 'Would you want the project to be late, or on time but deliver less?' This is not something you should do lightly and always needs your customer's agreement. Doing nothing. Accept your slippage. This is a possibility and sometimes necessary, but not always acceptable to your project client. If you keep doing this, you should question your worth as a project manager. Identify and resolve issues A project may start with minimal complications, and these problems should have been recorded as such in your project plan. But complications will surface as the project moves along. The role of a project manager is to ensure that unanticipated issues are handled. A project's success is not defined by the absence of issues but by overcoming them. The capacity to solve issues rather than accept them as truths of life sets apart great project managers from ordinary ones. Issues should be reported to you as they arise. Everyone on the project team should do this as soon as they are discovered. Ask all team members if there are any new concerns during the weekly review session. You must keep track of concerns since they may accumulate. On a major project, there may be tens or even hundreds of concerns. Document problems in an issues log so you can handle them easily. Identify each issue: What is the issue? When was it discovered? What effect does this have on the project? Who will settle the conflict? This individual is often referred to as the problem owner. What is the appropriate course of action to take in order to remedy the issue? When does it have to be resolved? When is the next progress report on resolving the problem due? If the issue remains open (a concern for the project), or if it has been closed (it has been resolved and is no longer a problem). For example, the problems log shows this in the form of "O" (open) and "C" (closed). 09 Handout 1 *Property of STI [email protected] Page 6 of 15  AS2102 When issues arise, here’s how you can document them: PROJECT ISSUE LOG Project Name: Fashion Week 2021 Last updated: December 13 Date to When Impact on Action to # Issue description Owner be Update due O/C Identified project resolve resolved Update with the supplier Confirm if Without the regarding the the supplier supplies, the date of arrival Supplies for the will be able manpower and find 1 runway decorations Dec 10 John Dec 15 to get the O cannot start alternatives went out of stock. supplies at decorating the once the the agreed runway. supplier time. cannot make it on time. Source staff We cannot to support progress in the the task of fixing stage the floor Floor director got lighting without Project director and 2 sick and needs a Dec 12 Manager Dec 13 N/A C the FD’s skills make few days of rest. which will necessary slightly delay changes once the light setup. the FD returns. You should treat the activities in the problems log like you would in any other project job. Examine this record regularly to ensure concerns are being fixed. Contact problem owners on a regular basis to check on progress. You should call the person who is accountable for the activity regularly to ensure it is done. Verify that the owners are taking action during your weekly review meeting. The ‘Date to be resolved' should be viewed as a task finish date on the plan and should not be pushed back any further. You may also track progress even if the problem isn't entirely handled by entering information in the 'Update due' column. When problems are not handled, and the list grows, the project is in jeopardy. Not everything is the responsibility of the project manager. Unless you are a one-man project team, you should not own all concerns. Managing Changes As the project proceeds, it is normal for the end goal to become clearer, and as a consequence, it becomes obvious that something on the project has to be changed or altered. Alternatively, the client may determine that the final deliverables are no longer what he or she needs and want to alter them. It's impossible to tell what the project's final output will be if alterations aren't managed. In the event the project is delayed or fails, inform the client as soon as possible. An unfinished project may be the result of constant modification. Hence, controlling changes is done via the use of a change management procedure. 09 Handout 1 *Property of STI [email protected] Page 7 of 15  AS2102 A change control form is used in the change management process to keep track of any changes. The following information should be included in the documentation of any changes: Make a note of what has changed. Explain why the requested modification is being made. Determine when the modification must be approved in order for it to be effective. Determine the effect of the modification. Will it affect the project's duration or cost? Is there a shift in the degree of quality or risk? Note what the proposed action with regard to this change is. Keep track of the current status of the change: it can either be ‘in review’; it can be ‘accepted’ (i.e., it is agreed and has been built into plans); or ‘rejected’ (i.e., the project will continue unchanged). Sign off from the customer to the change Example of a change form: Project Name: Fashion Week 2021 PROJECT CHANGE FORM Last updated: December 15 Description of the proposed change Change in the budget for chairs to be used for the event. Reason for change Due to budget lapse and increased rate of chairs to be used in the event, the budget needs to be adjusted in order to pay the supplier. When this needs to be agreed by December 16 Impact on the project Timescale: +2 days Cost: Php 12,00 for the additional fee due to increased rates for chairs. Other: Due to the number of chairs we need for the event, a delay in delivery will occur since the supplier needs to book additional trucks to deliver the chairs. Proposed action We propose that the budget adjustment be accepted since we don’t have enough time to find another supplier that fits the budget. Also, the timescale impact is minimal and also the additional cost as compared to the efforts that will be exerted when finding another supplier. Status In review Rejected Accepted 09 Handout 1 *Property of STI [email protected] Page 8 of 15  AS2102 ✓ Not yet approved – Customer approval for review within the day Not yet approved – Date of customer approval for review within the day During your weekly meeting with your client, go through the planned changes and how they would affect the project. It is up to your client to determine whether they will accept or reject your proposal. Project team members must be informed of any changes, and the Project Plan and Project Budget must be updated if required. Taking actions for project success Some project managers mistakenly believe that project delivery is all about monitoring and reporting, with a little administrative help thrown in for good measure. A project manager's primary responsibility is to keep the project moving forward and to take whatever steps are required to ensure that it does. It is common for project managers to believe that project management is all about monitoring and reporting, with a little bit of administrative assistance thrown in for good measure. While these are significant aspects of project management, the primary responsibility of the project manager is to ensure that the project is moving forward and to take the required steps to do this. Here are some examples of project actions to overcome common problems: Typical problems Constructive actions During the course of the Accomplish this by asking the project team to project, the project team identify the area(s) where there is uncertainty. discovers that the customer's Organize a one-on-one meeting with the description of a deliverable is customer/client to clear up any not clear enough. misunderstandings. Generate three versions of the Project Plan, Budget, and Definition: 1. A revised plan and budget for the Project teams often discover deliverable as described. when they begin work on a 2. A revised definition to meet the original delivery that it will take much cost and time. longer than expected or cost is 3. A recommended balance between the far more than the budget. two. Present the options to the customer and agree on which to follow. 09 Handout 1 *Property of STI [email protected] Page 9 of 15  AS2102 Assume the illness will last, i.e., do not be over-optimistic on the speed of recovery. Assess the impact on the project of not having this person. If the impact is significant, then look for One of the project's members alternative ways of getting the work done: has been taken sick, and it's 1. Can you get another person easily? not certain how long the 2. Is it possible for other team members to person will be out of the do the work, possibly paying for picture. overtime? 3. Can you find and use a contractor? 4. Is it possible to buy a service from an external company? Select the best option and implement it. Determine whether or not the delay in progress is significant (some lateness may not be a problem, it depends on the individual situation). Review your project plan and see if there is a The project is running late. way to recoup lost time as the project develops or if contingency may be used. Recognize several ways to recuperate time. Determine whether any options are feasible and which one is the most effective. Put into action the solution you've picked. Keeping your clients informed It is inevitable that there may be issues with projects. Projects are doomed to fail due to unanticipated problems or risks you can't prevent. It is the responsibility of the project manager to prevent this from occurring to minimize its influence on the project. Even if the project manager did everything right, the project may still be late or overspent despite his/her best efforts. The nature of projects necessitates that there will be setbacks at times. The project will be jeopardized by an unexpected difficulty or a danger that the project manager can't control. It is their responsibility as the project manager to prevent this from occurring, but if it does, the project manager should take action to minimize the risks. It doesn't matter how much structure, rigor, and discipline they put into the project; it will still be late or overspent at times. When a project is a bit overspent or a little behind schedule, clients tend to be pleased. As long as they are kept updated and understand why it's taking so long and costing so much. In order to keep the client informed as to the project advances, effective information flow should be maintained. 09 Handout 1 *Property of STI [email protected] Page 10 of 15  AS2102 Updating the project plan and budget In order to begin a project, you need to have a Project Plan and a Project Budget in place. As a result, your success depends on reaching the agreed-upon deadlines and budgets. However, the plan and budget are also useful tools for managing the project as it progresses. Plan and budget might diverge so far from reality that they need to be revised in some scenarios. If you make a modification that affects a project's timetable, budget, or milestones, you must get you’re your client’s approval first. The times to make changes are: In the event that you discover an alternative method for completing the task. This does sometimes happen, and it's a good thing. Implementing the agreed-upon adjustments. If a client agrees to a modification that affects the project's timeframe or budget, the budget or plan must be revised to reflect the new information. A substantial amount of time or money is wasted trying to fix a problem that cannot be fixed in the timeframe or budget initially provided. Making last-minute adjustments to a project's scope or budget is never easy, and it should always be done with great care. Evaluating and Closing the Project After all of our hard work, we finally get to see the fruits of our labor. There are two main parts to the process, which are: first, evaluating the results of our work and then, finally, closing down the project. As you’ll see, there are a variety of methods to achieve both, some more official and some more informal. Evaluation To “evaluate” implies to value or appraise. The evaluation or assessment also assesses the project against the aims and objectives put out during the selection process, as well as any subsequent revisions. Also, occasionally comparable projects are compared. However, the assessment of the project should not be restricted to an after‐the‐fact analysis. As a result, it's important to perform an assessment at several periods during the project's life cycle. When it comes to a project assessment, management and the project team both need to believe that the results are credible in order for them to make informed decisions. The goal of evaluation is to enhance the project implementation process. The goal of the decision-making process is to be enhanced. Consequently, an assessment must be as meticulously prepared and implemented as the project itself. Evaluation criteria There is a wide range of metrics that may be used to evaluate a project. The assignment to the assessment committee should include any "ancillary objectives" that management wants to be examined for future planning and decisions. It's also important to remember that the initial goals for picking and financing the project should be taken into account, such as profitability, developing new skills for your company, or obtaining a presence in a new market sector. The selecting process should also consider any particular circumstances. 09 Handout 1 *Property of STI [email protected] Page 11 of 15  AS2102 Indeed, one of the most important assessment factors will undoubtedly be how successful the project seems to be. When it comes to a project's long-term viability, there are four factors to consider. With regard to money and schedule, this is the first factor that has to be considered. The second (and most difficult) dimension is customer impact/satisfaction, which is the most important factor in determining efficiency. When a project is completed, it must not only satisfy the project's formal technical and operational standards but also take into account less tangible variables such as whether the client really utilizes the project results—that perennial difficulty of customer "satisfaction." In the third dimension, business/direct success, aspects like commercial success and market share are taken into account, whereas for internal initiatives, the project's aims such as higher yields or decreased throughput time are taken into consideration. The final dimension is the future potential which includes things like establishing a foothold in a new market or creating new technologies, which is more difficult to evaluate. Items to Consider for Project Evaluation Report: Relationships with the customer and the company's top management Ensuring that new technology may be discovered. Cost-cutting measures for both indirect and direct expenses Making project management more effective. The identification of hazards in the usage of projects by the organization. Project team members put their abilities to good use Experience obtained by project managers in general management may be put to good use. Refining how the company employs projects. Boosting the pace at which tasks are completed A project evaluation is a report prepared for top management. Its criteria should include the demands of management, the organization’s stated and unspoken objectives; the initial selection rationale for the project; its efficiency, customer impact/satisfaction, business success, and future potential. Evaluating the project’s performance on budget, time, and scope is simpler than measuring revenues or qualitative, subjective elements. Closing the project Documenting your work in order to guarantee that you have satisfied all of the criteria and specifications is known as project closure. Here are the five (5) steps in closing the project: 1. Arrange a post-mortem meeting As a project manager, you aren't only responsible for ensuring that the project is on time and on budget. You are also responsible for learning from the experience. When the project is over, it's a good moment to reflect on what you've learned without the pressure and distractions that would have impaired your attention. Participate in an open discussion on what worked and what didn't. Openness is encouraged. A catalog of the project's faults and triumphs is being built by reporting them. It's possible to use the knowledge you've already gathered as a guide when planning future initiatives. 09 Handout 1 *Property of STI [email protected] Page 12 of 15  AS2102 It's impossible to separate projects from one other; rather, they're all part of a continuum in which the details may change, but overall processes tend to stay the same. After a project is completed, a plethora of information is generated. 2. Finish all the paperwork There are a lot of documents generated by projects, and take note that stakeholders will need to sign and approve these papers. Everything must be completed and signed off on, which serves as legal confirmation that the paperwork has been completed and signed. That includes any contracts you may have had with internal partners, contractors, or other resources. Taking care of any unpaid bills is part of this process. The last thing you want to worry about is whether or not all of your bills, commissions, fees and bonuses have been paid. Complete all of the project's expenses. If you don't pay for it, it's not done. 3. Release resources When the project is over, you have to let go of the people who helped you put it together. In order to go on to the next project, they have to go through a proper procedure. Projects benefit from having teams with diverse backgrounds and expertise. This means that the team members you'll want to work with are influenced by the kind of project you're working on and how unique it is. Both internal and external resources are affected. This is because you entered into a contract with them, and that contract has a time limit. Once the meeting is done, ensure sure everyone has been paid in full so they may go. But internal resources remain, so you have to remind yourself that their time on the project is also limited, and you might be blocking other teams’ projects if you don’t release your resources once the project is done. 4. Archive documents There are valuable lessons to be gained from previous projects, which is why you have frequent meetings with your team and review the process afterward. Because of inadequate organization and administration, whatever information you obtain will be lost if you don't have an archive from which to extract the old records. Avoid destroying your hard-earned project documentation. Archive any papers and data that might be valuable before closing down a project. Every business has a need to document the work done on each project, regardless of whether or not anybody in the company actually sees or uses the documentation. This may involve your legal staff, your HR team, or even your future replacement. People may need to go back and answer an old inquiry or wish to discover how an old problem was addressed at any time. 5. Celebrate for success You're not doing your job if this seems ridiculous. There's nothing wrong with recognizing your employees for a job well done. But, it also sets a seed that will sprout in other projects when you work with members of the previous team. 09 Handout 1 *Property of STI [email protected] Page 13 of 15  AS2102 Because when you praise a job well done, you boost morale, and it helps the team members. You may have been a strict project manager, but you appreciate their efforts. That builds loyalty, and they'll work more for you next time. There will be another time since a happy team is a loyal team. Project Final Report The project manager's final report summarizes the project's accomplishments, challenges, and lessons learned. It also includes where to find the source materials such as project plan, budget, schedule, scope change papers, any updates of the aforesaid documents, etc. Choosing the style and tone in which a report is written is entirely a question of personal choice. However, the following should be addressed: Project performance— As a rule, it's best to focus on what the initiative aimed to accomplish, how successful it was, and why it failed. A personal assessment of the project's performance is acceptable since this is not a formal review. The project's successes and failures should also be mentioned in the report. Administrative performance— It is important to identify administrative methods that worked exceptionally effectively or badly and explain why. This should be recognized and explained if a change in administrative procedures might benefit future projects. Organizational structure— Projects may be structured in a variety of ways, and this can either help or hinder the project. Identifying changes that might benefit future projects is essential. Project teamwork— The final report should include a section that identifies team members who did exceptionally well and those who did not. People or groups that worked well together in the past should be kept together for future projects; the project manager might suggest this. Project management techniques— A project's success is so reliant on its ability to accurately anticipate, plan, budget, schedule, allocate resources, control, and manage the risk that it is imperative that the methods that worked well or poorly be acknowledged and remarked upon. It's important to clarify recommendations for future initiatives. The primary goal of the final report is to provide recommendations for further work. As a result, suggestions for enhancements are particularly welcome and appreciated by the organization. If any suggestions are given, the project manager should ensure that they are accepted and implemented or rejected for a good reason. For the most part, projects are closed either because they've met their objectives or because they match the criteria for elements that have been proved to be associated with success or failure in previous projects. Technical or commercial failure is the most typical cause for early project closure. The project manager should provide a final report that includes suggestions for enhancing the organization's project- management processes in the near future. 09 Handout 1 *Property of STI [email protected] Page 14 of 15  AS2102 References: 5 steps to project closure (Checklist included). (2019, November 13). ProjectManager.com. https://www.projectmanager.com/blog/project-closure 7 tips for project management presentations. (2013, August 9). ProjectManager.com. https://www.projectmanager.com/blog/7-tips-project-management- presentations A complete guide on how to present a project. (2021, September 5). Online Gantt Chart Software for Project Management | Instagantt. https://instagantt.com/project-management/how-to- present-a-project How and Why to Close a Project - Project Management Training. (2015, June 22). YouTube. https://www.youtube.com/watch?v=aakuB-BtdlQ How to Deliver a Great Presentation: Project Management. (2012, February 10). [Video]. YouTube. https://www.youtube.com/watch?v=Jv18JGOk06o How to give a client presentation. (2015, August 24). ProjectManager.com. https://www.projectmanager.com/training/how-to-give-a-client- presentation Kerzner, H. (2017). Project management: A systems approach to planning, scheduling, and controlling (12th ed.). John Wiley & Sons. Meredith, J. R., Shafer, S. M., & Mantel, S. J. (2017). Project management in practice. Newton, R. (2016). Project management step by step: How to plan and manage a highly successful project. Pearson UK. 09 Handout 1 *Property of STI [email protected] Page 15 of 15