Introduction to Project Management

When a project comes to an end successfully, it shows that it was handled well which creates an avenue for more projects in the future. The experiences gotten by the team members will increase and they will work well because they have been appraised from the just concluded one. The reputation of the company is also rated high because the PM and the team have performed but the reverse will be the case if clients have complains from completed projects. The PMLC is an aspect that should be carried out properly because it tells how well the preparation was done eg, planning, scoping lunching and control and monitoring.

The ceremonial and formal processes are ways in which a PM can know if his/her client is happy with the outcome of the project and it simply shows the actions taken towards every task to meet the stakeholder’s requirement (Wysocki, pg. 313). Before a project starts, there must be an agreement between the PM and the stakeholder. If the PM carries out all that was agreed to do during the scoping and planning phase, and he meets up with the time and budget, the stakeholder will be excited.

At the completion of every project, it is always good to hand over to the client in good condition and he should be put through on how things are operated ie, testing of equipment and presentation. This will go a long way in the rating of the firm and the PM. For instance, if a hospital is built and furnished and the building is not well done even though it was properly equipped, the sight of the poorly finished building will go a long way negatively to affect the reputation of the firm in charge of construction and that of the PM.

POST PROJECT APPRAISAL This process is to check how well the project was executed. This proposed work is compared with what is on ground; the difference between the two can create an avenue for improvement on new projects. The consent of the end users is important in the determination of how well the job was done. Carrying out a PPA is good because it shows how well the deliverables are met. From the appraisal, the PM is able to know how much was spent on the job (within or out of budget which should be clearly stated, the duration of

the project (ahead or behind schedule) through a performance index schedule. In a situation where there are differences between what was planned and what is on ground, well explained reasons should be provided. This will serve as a correction tool that will aid better project execution in future. I am of the opinion that PPA must be carried out because it rules out the possibility of risk or disappointment in terms of appliances working the way they should like electrical fittings, taps, generators etc. which may cause an embarrassment to the company or PM.

An example is a friend of mine who spent so much to build her personal house. She moved in after the project was completed but is not enjoying the house because there are a lot of faults, from the roof leaking, taps spoiling, walls breaking etc. each time I visit, I see one worker or the other trying to fix something. Now if all these where tested and checked properly, before handing over to her, they would have been seen and changed and avoid the shame on the construction firm who handled the project and especially the PM. POST- IMPLEMENTATION AUDIT

For any client to attain full satisfaction, a post implementation audit should be carried out. During this process, the duration, cost, meeting the set time, deliverables (quality), meeting the client’s specification and the client’s satisfaction should be checked. What was agreed upon before commencement and completion should be compared. (Wysocki, pg. 317) There are things that will be discovered such as transformation gaps, operative gaps, system problems and a whole lot of other aspects which will be used as a base for performance rating.

When a PIA is carried out, answers to question are answered, such as; * Justification for the project (positive or negative) * Did the stakeholder stick to his part of the agreement? * Did the PM/team members stick to their part of the agreement? * Was the project within budget, carried out on time and did it meet specification? * Was client satisfaction achieved? * Is the value of the business achieved? * The methods used and the effect on the team (what was learnt? ). * Identification of things that went wrong and those that worked.

The answers derived from these questions will definitely show how well the execution of the project went and will guide the PM and team members on how well subsequent jobs should go. The documentation of these results are important in an event where the processes are not carried out, details of the project from the beginning to the end won’t be known and therefore no guide on how to avoid wastage of available resources and there won’t be any reference to serve as an aid for the execution of better jobs in the future. (Ed, N. 2011) REFERENCES Dimitrios,L.

(2007) The Implementation of Project Closeout and Review. Retrieved 06, 2013, http://ezineArticles. com/? expert =Dimitrios Litsikakis Getting a Client’s Final Acceptance: Benefits & Risks. Studymode. com Retrieved 07, 2011,http://www. studymode. com. /essays/Getting-A-Client-s-Final-Acceptance-Benefits-737105. html. Wysocki,R. K . (2012) Effective Project Management: traditional, agile, extreme. 6th edn. Indianapolis: Wiley Publishing, Pp. 311-320 Young, (2003), the handbook of Project Management: A Practical Guide Policies and Procedures, 2nd ed. Kogan Page, UK. p256.