Project Management Tools
Module 6: Project Reporting and Closure Tools
This week we explore how project performance is monitored
throughout the execution phase of the project life cycle. We consider
the use of metrics and information systems as a part of this effort,
and we review the earned value method as one of the tools that is used
for project performance monitoring and reporting. Some of the tools and
techniques that are used in the project closeout phase are also
- Understand the function and importance of project reporting and closure.
- Implement project performance reporting.
- Classify the main tools and techniques used for closing projects.
For Your Success & Readings
Read all course materials closely to understand the key concepts
we are covering in this course. The required readings are foundational
to your understanding; please complete them early in the week. The
discussions are your key opportunity to collaborate with your
classmates and your instructor. Participate regularly in the
discussions to maximize the value of your course experience.
To be successful during this week, it is recommended that you
complete the requirements as listed on the course syllabus and in Module
1 For Your Success. In addition:
- As you complete the required readings, think about how the project
performance is monitored and tools and techniques that can be
beneficial for project monitoring and reporting purposes.
- This week you have one Portfolio Project Milestone to complete. For
more details about this assignment and the options you have, review
the Module 6 assignment description.
- Chapter 12 & 13 in Project Management Toolbox
- Part 2, Sections 5 & 6 in A Guide to the Project Management Body of Knowledge (PMBOK® Guide), 6th edition
- Aziz, E. E. (2015). Project closing: the small process group with
big impact. Paper presented at PMI® Global Congress 2015—EMEA, London,
England. Newtown Square, PA: Project Management Institute. Retrieved
- Paterson, S. J. (2017). Best in class–Dashboards for oil and gas projects. Retrieved from https://pmworldjournal.net/wp-content/uploads/2017/10/pmwj63-Oct2017-Paterson-Best-in-Class-Dashboards-for-OG-Projects.pdf
- Shell, R. D. (2014). The mystery behind project management metrics.
Paper presented at PMI® Global Congress 2014—North America, Phoenix,
AZ. Newtown Square, PA: Project Management Institute. Retrieved from https://www.pmi.org/learning/library/project-management-metrics-mystery-9304
- Repa, K. (2013). Planning for program closeout. Paper
presented at PMI® Global Congress 2013—North America, New Orleans, LA.
Newtown Square, PA: Project Management Institute. Retrieved from https://www.pmi.org/learning/library/planning-program-closeout-5844
Martinelli, R. J., & Milosevich, D. Z. (2016). Project management toolbox: Tools and techniques for the practicing project manager (2nd ed.). Hoboken, NJ: John Wiley and Sons.
n conducting this review, the project team assumes that the project
has failed, and they try to engage in value-adding discussions to
identify the root causes of the problems. By identifying these
potential causes of failure, the project team is able to take action to
overcome the challenges it may face. Some of the best practices in the
use of this method are shown in the figure below:
|The Top-Ten Best Practices for Postmortem Success|
Adapted from Martinelli & Milosevich, 2016, p. 368
you are working in a project-based global organization. Then, assume
that this organization had set up a project to develop and implement a
portfolio management software to manage a portfolio of projects and that
this project has failed.
Perform a postmortem review on this imaginary project and share the
findings of this review with the class. Please pay close attention to
the project type (software development) and its requirements (ability to
effectively manage a portfolio of projects that are implemented
internationally). Make sure your review contains all the elements that
the course textbook identifies for a postmortem review.
A note from the professor:
This discussion is going to be a great one. We are going to do a
postmortem on a failed project. I know the research is going to be
massive. Be careful not to spend a paragraph or two talking about what
went well. The project failed, and this is a document reviewing why it
What is the most often found reason that a project fails? Is it
support from the organization? Is it because the Project Manager let the
scope creep monster get inside and bust the timeline, scope, and
budget? Was it an organizational shift in priorities?
Projects do not just fail — think it through.