Similar to a project, a program has its own life cycle from start to completion.

It is born; it lives; and eventually it dies. And when it dies, the joy of discovery

and the excitement of team compositions are about to be history. Nevertheless,

the closure process is never easy, as administrative dislocation is often an issue.

A program faces termination either because its charter has been fulfi lled or conditions

arise that bring the program to an early close. In the former, the closure

begins after a phase - gate review of the delivery of program benefi ts, where the

product is delivered, accepted by the customer, and/or transited into an operation.

In the latter, the program is stopped because it may be unsuccessful or has

been superseded.

VACATION TIME, ALMOST

James Powell is more than ready to take a long vacation in Hawaii with his family.

He just needs to fi nish his work, go back home, and catch the fl ight! This sounds

simple, but the work still keeps James busy at his offi ce even now, at 6:30 PM

on Friday. James is a program manager, who has been managing a new product

development program for six months, and now it is about time to cease it. Even

though the program is almost completed, James still needs to prepare a checklist

of what needs to be done during his program closure. He wishes it could be just

a list of things to see in Hawaii.

James knows that projects under the program expect to be closed before the

program is terminated. And the program closure should capture important information

such as lessons learned and customer s sign - off. He also knows that the

formal acceptance of the program should be achieved by reviewing the program

scope and the closure documents of the program, and by reviewing the results

of any verification of deliverables against the program requirements. All of this

will help James learn about things that lead to success and/or failure for future

programs in the company.

As he is going through the documents, James starts jotting down some notes:

Assure all deliverables have been completed and the program completion

criteria have been met.

Obtain customer sign - off or an agreement that the program has finished

and that no more work will be carried out.

Review significant feedback from customers.

Release the program resources to other programs.

Analyze the program results including lessons learned, which address

the following:

Did the delivered product/solution meet the business requirements

and objectives? What did we miss? What did we learn from this program,

strategically and operationally?

Was the customer satisfied? What did they like? What didn t they

like?

Was the program schedule met? Could schedule pull - in opportunities

be identified for future programs?

Was the program completed within its budget forecast? Could cost

reduction opportunities be identified for future programs?

Were the risks identified and mitigated? Could it be used for future

programs?

What could have been done differently?

Assure the lessons learned results have been shared in appropriate venues.

Assure all required documents have been archived.

Celebrate the program completion!

James thinks his list is comprehensive enough. Now it s time to go home.

Questions:

1. How would you change the list?

2. Who should be involved in the closure review?

3. To what degree should the postmortem be comprehensive? Why?

Note: Need good explanation of the case.

answer in eassy form

plz write all aspects about case like

1. Whilst addressing the case questions, think of the information given in the case study as raw data that you have gathered to help you answer the questions and resolve the issues.
2. You need to structure this information in order to resolve the issues. Here are some useful dimensions along which you can structure the given information chronologically:
   1. evolution of the industry in which the enterprise operates (e.g., changes in technology, customer needs, competitive landscape)
   2. evolution of strategy - business, technology, and market - of the enterprise
   3. evolution of technology (including manufacturing), product platforms, and product lines of the enterprise
   4. the technology, product, and process development process within the enterprise
   5. growth (or decline) of the enterprise with respect to market share, revenues, costs,
   6. profits, etc.
   7. organizational structure of the enterprise
   8. key decisions made at different stages in the life of enterprise, and the drivers for these decisions
   9. the interconnections and relationships between all the above factors
3. Make extensive use of figures, tables, trees, etc. to shape your thinking during the structuring process.

i will give u great feedback

thankyou