Page 56 - Global Project Management Handbook

2-18 STATE OF THE ART OF GLOBAL PROJECT MANAGEMENT

Stopping a project poses a catastrophe in the development of the social system
“project”—its survival is no longer guaranteed. From the point of view of the project-
performing company, however, the decision to stop a project may be reasonable.
Interrupting a project is a further strategic alternative. It presupposes that the project can
be continued successfully after the period of interruption.
The objectives and the processes for stopping or interrupting a project correspond to
those of the project close-down. In stopping a project, the project environment relation-
ships are dissolved, the results achieved are secured, and the members of the project
organization are given feedback and a new orientation for their work. In the event of a
project interruption, the relevant environments are informed about the project interrup-
tion, the results achieved are secured, the members of the project organization are given
feedback, and a new start for the project is planned. The availability of important mem-
bers of the project organization at the new start of the project must be ensured.
As with project definition, the resolution of a project discontinuity is also an act of sym-
bolic management. The resolution of the discontinuity should take place as early as possible
and as late as necessary for establishing a new project identity. In the course of the resolution
it should be agreed which new project rules and values apply after the discontinuity.
Generally, in addition to members of the project organization, external experts are
required for resolving a project discontinuity so as to provide the know-how required at
short notice. When the members of the project owner team and the project manager are
not the cause of the project discontinuity, they should retain their roles in the resolution
of the project discontinuity. The extent and intensity of the project communication
increases during the resolution of a project discontinuity.
Crises and chance occurrences are seen often in projects but are rarely resolved pro-
fessionally in practice. The process of resolving a project discontinuity is formalized only
in a few companies; organizational competencies that address this process generally do
not exist. The quality of the resolution of project discontinuities depends exclusively on
the individual competencies of members of the project organization. The effort of avoid-
ing crises and providing for chance occurrences in projects is also rarely practiced.

Project Close-Down Process
When the objectives of a project are achieved, the project as a social system is no longer

needed. This contradicts the general objective of social systems to secure their viability.
Therefore, as with the project start, the close-down of a project requires much effort.
The project close-down process is characterized by the fact that often unattractive
work packages remain to be performed, some project environments (e.g., the project
owner team, the customer, and individual project team members) may be interested in the
persistence of the project, and some former project team members already may be work-
ing on new projects. The formal ending of the project serves to release resources and
energy for new tasks. Know-how gained in the project should be transferred to the
project-performing companies and to other projects by the project documentation and by
exchange of experiences. A contribution to the knowledge management of the project-
oriented companies is made.
Project close-down communications consist of the documentation of remaining work
and drafts for planning the tasks and responsibilities in the postproject phase, evaluating
project success, dissolving and establishing environment relationships, and creating
drafts of project close-down reports and the final project management documentation. In
the project close-down process, several closing communications are to be performed: a
close-down workshop with the project team, a close-down meeting with the project
owner team, a closing “social event,” and possibly an exchange-of-experience workshop.