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PJM380 Discussion Post 250 words and APA cited reference

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

Learning Outcomes

  1. Understand the function and importance of project reporting and closure.
  2. Implement project performance reporting.
  3. 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
  • 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


  • 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


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
  • Start early. Make sure the postmortem work effort is part of the project’s resource plan and schedule.
  • Establish your team culture. Establish ground rules and expectations of one another as you onboard project team members and stakeholders.
  • Know your measures of success. Work
    with your team and customer to identify the questions that will be
    raised during the postmortem so that there are no surprises.
  • Use experts. Since it is often difficult
    to facilitate a meeting and document the meeting and do so without
    bias, use an expert facilitator, scribe, and others during the
    postmortem review.
  • Ensure representation. Make sure the
    key members from the project team and operational team are present and
    comfortable in sharing their thoughts, ideas, and opinions openly and
  • Everyone contributes. Conduct the postmortem in a way that everyone participates without peer pressure or senior leader persuasion.
  • Work from facts. Make sure facts are
    known and have any comments facilitated to the point of it being
    fact-based rather than subjective opinion.
  • Focus on the future. While the
    postmortem is a reflection of past events, the primary focus is on
    how to make future projects better and therefore the majority of time
    should be spent on what should be done differently next time.
  • Detail the conversation in narrative form.
    Rather than high-level bullet-point summaries of the conversation,
    have the meeting detailed in a narrative report because stories make
    for easier learning than bullet points.
  • Broadcast your results. Be sure to share
    the postmortem report with other project teams and archive in an
    easily accessible database for other project managers to use.

Adapted from Martinelli & Milosevich, 2016, p. 368

Module 6: Discussion Forum

7 unread replies.
7 replies.

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.

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