- •Strategic Business Management Studies
- •Replacing negative characteristics table
- •Identifying sources of employee(s) satisfaction.
- •Considering how organisations communicate
- •If an employee Experiences Failure, ask him/her the Following Questions in Sequencially.
- •Improving Company Performance
- •Introduce Self-Management
- •International Cultural Different Attitudes to Staff Appraisals
- •Table for Dealing with Failure or Poor Performance
- •Improving Standards and Quality in your Organisation
- •Evaluating key leadership roles
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- •Developing and building your personal strenghts
- •The Dos and Don’t of Establishing a Framework
- •Inverting the Pyramid
- •Choosing a Rewarding System Along the Following Framework
- •Inspiring your staff to excel
- •Strengthening Your Vision Statement
- •Choosing Monitoring Systems.
- •Types of Negotiations in Different Organisations
- •Defining and Understanding the above Roles.
- •The Do’ and Don’ts during Negotiations
- •Table for Countering Typical Ploys and Tactics
- •Helping the Other Party to Move to Closure.
- •Adjusting Your Presentation to Your Audience Size
- •Visual Aids
- •Investment as Fixed Assets
- •Dos and Don’ts on stock
- •Identifying Stock
- •Table for Understanding Qualified Phrases
- •Identifying Information you Need table.
- •Making the Most of Surveys Techniques to Collect Relevant Information.
- •Comparing a Bread-Toaster features and Benefits to Customers.
- •Implementing Growth Strategies.
- •Successful Publicity Campaign dOs and considerations
- •Table of Key Steps to Successful Publicity
- •Using the Right Publications for your Adverts.
- •Strategic Marketing Plan.
- •Identifying the Key Features of Projects. 353
- •Identifying Key Players and their Roles in Project Management.
- •Involving Stakeholders.
- •Key for Setting Project Objectives.
- •Choosing a Leadership Style
- •Compiling a Closing Down Report. 411
Compiling a Closing Down Report. 411
PARTS OF THE REPORT |
FACTORS TO CONSIDER |
Performance Indicators: compare what the project has achieved against the original set targets. |
Explain reasons for variations between targets and actual achievements in a way that validates the original investment appraisal. |
Resource Utilisation: is an assessment of the resources planned and those that were actually used. |
If the project used more or less resources than expected, give reasons why and also include any information that will validate the budget allocated to the project. |
Strengths and Weaknesses: is an appraisal of what went well on the project and what went wrong or what caused problems. |
Ask team members in order to conduct a thorough analysis and make sure that the information you record enables others to learn from your project experience. |
Success Factors: are records of 10 top factors that you consider to have been critical to the success of your project. |
List your success factors together with your team, sponsor, and stakeholders and create lists that provide focus for future project managers. |
Thanking the Team
It is important that all team members leave feeling positively about the project especially because you could want to work with them again in other projects. Talk to everyone individually and thank them for their contribution.
Organise a final meeting and invite stakeholders and interested parties during which your sponsor can confirm the success for the project. Your customers may welcome the opportunity to express their feelings about the project.
Evaluation of the Project.
No project or piece of work is complete until you have evaluated it. The closing down report is a required section of the project, but an evaluation is a personal view which you draw from the project in order to judge your performance. From the evaluation you will personally find out your strengths and weaknesses a leader and learn lessons for the future. Do it for your self.
Cyprian Lunga 2005