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Malcolm Kear. EFTS/EODI Training Programme Wednesday, 10 June 2009. Introduction to Project Management. Course Objectives. To provide participants with: An awareness of the importance of applying good practice Project Management in projects of any size. - PowerPoint PPT Presentation
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Introduction to Project Management Malcolm KearEFTS/EODI Training ProgrammeWednesday, 10 June 2009
Course ObjectivesTo provide participants with:An awareness of the importance of applying good practice Project Management in projects of any size.An understanding of essential elements, including the Leadership Role of the Project Manager, Project Planning, Risk Management and Stakeholder Engagement.An understanding of the principle elements of design control to be applied within projects at Culham.
Culham ChallengesWhat are the particular technical challenges facing projects at Culham? Research environmentrequirements may be hard to define and may changeproducing one or a few items rather than production lineUncertainties of leading edge R&D solutions may have to be developed, including possibly new technologiesfirst of a kind so planning and estimating is difficultNeed to balance the desire to get maximum performance versus achieving acceptable reliability/availability
Culham ChallengesWhat are the particular management challenges facing projects at Culham? Requirements hard to define and may evolveRisk Management (all aspects) crucial but difficultCross functional team compositionCompeting pressures on resources, e.g. design officeWorking with scientific organisations not used to project and QA disciplines planning may be poorCollaborative agreements rather than contractsPolitical - EC funding requirements Growing funding pressures due to ITER
What is a Project?Unique process consisting of a set of coordinated and controlled activities with start and finish dates, undertaken to achieve an objective conforming to specific requirements, including constraints of time, cost, quality and resources
A Project is a planned set of activitiesA Project has a scopeA Project has time, cost, quality and resource constraints
What is Project Management?The art of organising, leading, reporting and completing a project through people
What is Project Management?A project is a planned undertakingA project manager is a person who causes things to happenTherefore, project management is causing a planned undertaking to happen.
Exercise 1Write down three attributes of a good Project Manager
Project Manager Role A Good Project ManagerTakes ownership of the whole projectIs proactive not reactiveAdequately plans the projectIs Authoritative (NOT Authoritarian)Is DecisiveIs a Good CommunicatorManages by data and facts not uniformed optimismLeads by exampleHas sound JudgementIs a MotivatorIs DiplomaticCan Delegate
Stakeholder Engagement
StakeholderA person or group of people who have a vested interest in the success of an organization and the environment in which the organization operates
Exercise 2Write down three typical project stakeholders
Exercise 2 - Typical Stakeholders SponsorFunding BodyCustomerSuppliersEnd UserHSE/Environmental AgencyMaintenance TeamNeighbours/Community/ShareholdersFusion CommunityInterfaces
Stakeholder Engagement processIdentify StakeholdersAssess needs Define actionsEstablish communication channelsGather feedbackMonitor and review
The Project ProcessProject set-upMajor Project ProposalsProject DefinitionConceptual DesignScheme DesignDetailed DesignTender Invitation & AssessmentManufacture EquipmentInstall EquipmentConfirm CompletionTest & CommissionProject ReviewAppoint Project Sponsor Assess Project Priority Assess Budget Implications Est. Proj. Deliverables and Objectives Appoint Project Leader Approve Project Set-upDraft Statement of Requirements (SoR) Review & Approve SoR Identify Resources Appoint Project Team Produce & Maintain Procurement Plans Undertake Project Risk Assessment Prepare Project Boundary Document Develop Project Management Plan (PMP)* Raise initial TCD-R/PERF** Prepare Preliminary Conceptual Design** Raise/Extend/Update initial TCD-R/PERF Prepare Outline Conceptual Design Define Design Constraints Prepare Interface Requirements Spec. (IRP) Finalise Conceptual Design Hold Conceptual Design Review (CDR) Clear CDR Issues Initiate Modification Safety Case Update PMP Approve Proceed to Detailed DesignRaise/Extend Sub-system TCD-Rs/PERFs Agree Classifications & Interfaces Prepare Sub-system Scheme Design Hold Sub-system Scheme Design Review (SDR) Clear Sub-system SDR Issues Update PMP Use TCD-I/MMAC for Sub-system SD ApprovalExtend TCD-Rs/PERFs Prepare Sub-system Detailed Design Hold Detailed Design Review (DDR) Clear Sub-system DDR Issues Use TCD-I/MMAC for Sub-system DD Approval Prepare Final Documents including: - Design Documents., Machine Compatibility Documents., Safety Case ModificationCompile Tender Docs.*** Send out Invitations (ITTS) Hold Clarification Meetings Receive Tenders Evaluate Tenders Arrange site visits Approve changes to Specs. Choose preferred CompanyRaise Contract Documentation Place Contract Hold Kick off Meeting (KOM) Clarify Issues (Quality Plan) Monitor Progress Witness key Procedures Complete Release Note Approve Complete Package**** Approve Release Note Pack & Dispatch EquipmentReceive Equipment Pre-test Equipment Install equipmentTest Equipment against Test Schedule Commission Complete SystemConfirm Technical Completion Review Project Records Complete Handover Documents Resolve Reservations Obtain Acceptance of Completed ProjectInitiate ProjectUndertake DesignImplement Project Complete Project EFDA/CSU/JOC ManagementProject Leader/Project Team/EFDA/CSUProject Team/IRP/EFDA/CSU/JDCProject Team/InterfacesProject Team/Interfaces/EFDA/CSU/JDCProject Team/ICMProject Team/ICM/EFDA/CSUProject Team/EFDA/CSUProject Team/CSUUndertake Post Project ReviewProject Team/Contracts/EFDAProject Team/Contractor/ICMPrepare Technical Design Ensure Machine Compatibility Prepare Safety Case Modification*** These will comprise:- Technical Specification - Drawings - Contractual Requirements Note: Overall Project Management and Reporting will be as defined in the Project Management Plan (PMP)**** This includes supporting documentationGate 4Gate 1Gate 2Gate 3Gates (Formal Decision Points) See accompanying notesGate 0Project Justification - Approve Project DefinitionDesign Approval - Approval of Final DocumentsReadiness for Manufacture - Approval to place ContractReadiness for Operation - Acceptance of SystemStrategic and Budgetary ApprovalUndertake Tender* This will include:- Initial WBS, OBS and CBS - Project Plan - Risk and Procurement Strategies ** These will only take place here for large projects demanding DO effort for preliminary Conceptual workUNCONTROLLED WHEN PRINTED
Key Points in Project Set-up and DefinitionCreate Project Management Plan (PMP)Be clear of scope and objectivesEstablish clear statement of what is to be done (WBS)Establish Risks to be ManagedEstablish Costs and DurationsEstablish Resources Required
Project management Plan - PMPMaster Document for ProjectDefines the following:-Project Objectives, Scope, DeliverablesStakeholders (Internal & External)Work to be done (WBS)Project Organisation and Resources (OBS)Project Costings (CBS)Project ScheduleProcurement/Contract StrategyRisk ManagementQuality managementChange Management
Project Planning
Project PlanningAdequate planning leads to the correct completion of work
PlanningInadequate planning leads to frustration towards the end of the project & poor project performance
Project StartProject End
Work Breakdown Structure (WBS)The Work Breakdown Structure is the foundation for effective project planning, costing and management.It is the most important aspect in setting-up a Project
It is the foundation on which everything else builds
Work Breakdown Structure - DefinitionA Work Breakdown Structure (WBS) is a hierarchical (from general to specific) tree structure of deliverables and tasks that need to be performed to complete a project.
Example WBS - Top Level ILW Project
Example WBS - Top Level TSCL Project
Project Planning WBS (1)Lowest Level of WBS is the Work Package (WP) WP can be clearly defined allowing package to be costed, scheduled and resourcedWP contains a list of Tasks to be Performed that form the basis for the ScheduleWP allows assignment of responsibilities (Work Package Manger, WPM)
Project Planning WBS (2)WBS allows hierarchical build-up of costs and scheduleCost and Schedule can be reported at any level of the WBSWBS facilitates strong management during project execution (Cost and Schedule control)WBS can be used for many other things - Document Management, Risk Management etc.
Project PlanningA word about SchedulingSchedules (task durations) can have a wide variationThere is no unique answer. Rather, there is a statistical variation depending on assumptionsNeed to understand the basis of scheduling (Most challenging; Most likely; Absolute certainty - bet your life on it!)Most people are very optimistic/naive
Common schedule developmentFirst EstimateSubsequent Estimates
Chart1
1
2
3
5
8
12
17
23
30
38
47
57
68
80
90
45
1
Timescale
Probability
Accuracy of Timescale Estimates
Sheet1
1235812172330384757688090451
Sheet1
Timescale
Probability
Accuracy of Timescale Estimates
Sheet2
Sheet3
Example WBS for the ITER-Like Wall & TSCL Projects
MJ Kear
Case Study
ITER-like Wall Project WBS
Malcolm Kear
Work Breakdown Structure Approach (WBS)Work Packages and their contentPlanning and ResourcingSAP and WBS(e) numbersJOC Expenditure LogConclusions
Contents of Presentation
Case Study
ITER-like Wall Project WBS
ITER-like Wall Project OrganisationWork Breakdown Structure - Top Level (1)
Temporary home
Completed
In Progress
Mirrors ED&M
ITER-like Wall Project OrganisationWork Breakdown Structure ED&M - Level 2
In Progress
Not Started
Completed
ITER-like Wall Project OrganisationWork Breakdown Structure ED&M - Be Sliced Tiles - Level 3
In Progress
Not Started
Completed
ITER-like Wall Project OrganisationWork Package Description Summary Sheets
Resources are rolled up from lowest level of the WBS to give overall requirements both costs and manpower
ITER-like Wall Project OrganisationWork Package Description Summary Sheets
Work Package Descriptions, together with WPD Summary Sheets are documented and issuedThese form the basis of compiling resource and cost estimates - each WP is considered separatelyThese also form the basis of progress reportingBudgeted Resources are clearly visibleWBS(e) numbers are included
ITER-like Wall Project Organisation Summary
Clear statement of work to be done via WBSClear resourcing requirements via the WBSClear project costing via roll-up from bottom level of WBSSAP WBS(e) numbers align with WBS for easy cost analysisCost collection at a lower level to that in SAP - allows more local controlQRN system also keys into WBS - allowing greater traceabilityAllows future changes to be easily identified thereby easing change management
Case Study
Thomson Scattering (Core LIDAR) Project WBS
Malcolm Kear
Work Breakdown Structure Approach (WBS)Work Packages and their contentPlanning and ResourcingSAP and WBS(e) numbersJOC Expenditure LogConclusions
Contents of Presentation
Case Study
Thomson Scattering (Core LIDAR) Project WBS
TSCL Project OrganisationWork Breakdown Structure - Top Level (1)
In Progress
Completed
TSCL Project OrganisationWork Breakdown Structure ED&M - Level 2
Completed
Not Started
In Progress
TSCL Project OrganisationWork Breakdown Structure Beam Dump - Eng. Design - Level 3
Completed
Not Started
In Progress
TSCL Project OrganisationWork Package Description Summary Sheets
Resources are rolled up from lowest level of the WBS to give overall requirements both costs and manpower
PRIVATE PROJECT :THOMSON SCATTERING (CORE LIDAR) [TSCL] WP. NO. 1.5.6.1.1
WP Title :CENTRAL BEAM DUMP CONCEPTUAL DESIGN
Lead Association :UKAEA
Collaborators :
Interfaces :
Start Event :Start of Formal Project
End Event :Completion of Scoping Calculations
WP Manager :A.C. Darke
Sheet : 1 of 1
Planned Date : 01 March 2007
Planned Date : 17 October 2007
Issue : ARev : 1
Date : 1 May 2007
Background Work Description:
The work package is to carry out scoping calculations on the core LIDAR beam dump, the area of the central column in the ITER vacuum vessel where the beam will hit after it has passed through the plasma. The intention is to find out what power loading the Be tiles will stand without significant ablation. This must be considered in addition to the power from the plasma.
The LIDAR beam is focused within the plasma so that the beam is expanding by the time it hits the dump area. However, power may still be high and there may be a risk of ablation, especially if there is significant power overlapping the edge of a tile where the heat cannot dissipate across a join.
Choices may be made depending on the results. If the Be tiles can stand all that the laser can deliver then the optical scheme can stand; if there is no way the tiles can withstand the power then changes will have to be made to lessen the power; if the answer is in the middle then there may be refinements that can be made to help.
Inputs required :
Catia geometry of the inner wall tiles
Information on the LIDAR beam
Be material properties, including ablation
Plasma wall loading information
Tasks to be performed:
Develop simplified geometry (to reduce computing resources)
Define loads and boundary conditions
Carry out FE calculations
Interpret results and make recommendations
Iterate as necessary
Produce report on findings
WP Outputs:
Report on calculations with recommendations
Resource and Costing Information:This field not in use for 2007
Manpower requirements (Man Days):
Purchases (k):
This field not in use for 2007
TSCL Project Organisation Summary
Clear statement of work to be done via WBSClear resourcing requirements via the WBSClear project costing via roll-up from bottom level of WBSSAP WBS(e) numbers align with WBS for easy cost analysisCost collection at a lower level to that in SAP - allows more local controlQRN system also keys into WBS - allowing greater traceabilityAllows future changes to be easily identified thereby easing change management
Project Planning Key PointsRecognise that adequate project planning is essential Produce a sound WBS Use the framework provided by the Project Management Plan (PMP) templateInvolve the right peopleAllow enough timeBe systematic
Project Risk Management
Project Risk Definition (1)Project risk is an uncertain event or condition that, if it occurs, has a positive or negative effect on a project objective
Project Risk Definition (2)A combination of the probability of a defined threat or opportunity (Likelihood) and the magnitude of the consequences of the occurrence (Impact) defines a Risk Index
Risk ImpactThreat Scope Poor Quality ProductThreat Schedule Late DeliveryThreat Cost Overspend
In addition there are health, safety and environmental threats that must be managed (CDM Regulations)
Risk Management ProcessIdentify RisksAssess likelihood and impactRank risks and prioritiseDefine risk management approach & actionsImplement actionsMonitor & review
Example Risk Management for the ITER-Like Wall Project
MJ Kear
Case Study
ITER-like Wall Project Risk Mitigation
Malcolm Kear
Risk Categorisation MatrixRisk Register - Project ManagementRisk Register - Technical PerformanceRisk Register - CostRisk Register - ScheduleRisk Register - JET Programme
Contents of Presentation
Case Study
ITER-like Wall Project Risk Mitigation
ITER-like Wall Project Risk Categorisation Matrix
Key Likelihood:VL - Very Low (50%)
Key Impact:VL - Objectives fully met L - Few shortfall in secondary area; M - Some shortfalls in one or two key areas; H - Major shortfalls in key areas
IMPACT
VL
L
M
H
LIKELIHOOD
VL
Negligible (N)
Tolerable(T)
Tolerable(T)
Undesirable (U)
L
Negligible (N)
Tolerable(T)
Undesirable (U)
Intolerable(I)
M
Tolerable(T)
Undesirable (U)
Undesirable (U)
Intolerable(I)
H
Tolerable(T)
Undesirable (U)
Intolerable(I)
Intolerable(I)
ITER-like Wall Project OrganisationRisk Register - Project Management
Key to Impact:P - Performance; S - Schedule; - Cost
Risk
Consequence
Likelihood
Impact
Risk
Management Action
Risk Owner/
Target
Description
P
S
RO for action
Date
1.1 Pressure to cut JOC costs leads to decisions without adequate planning
(7/3/06)
Impact on technical outcome, cost and/or schedule
H
L
H
H
I
Ensure that decisions are taken only on the basis of well developed plans.
PSp, PL
March 2006
1.2 Article 7 budget exceeded so ILW project de-scoped.
(7/3/06)
Poor decisions based on too narrow a view without regard to other EP2 projects
H
L
L
U
Establish an EP2 programme board to make decisions based on overall priorities.
CSU
July2006
ITER-like Wall Project OrganisationRisk Register - Technical Performance
Risk
Consequence
Likelihood
Impact
Rating
Management Action
Risk Owner/
Target
Description
P
S
RO for action
Date
2.1 Coating lifetime is too short for NBI shinethrough
Carbon contamination of Be wall / W divertor
M
H
VL
VL
I
In-situ tests of coated shinethrough tiles in the next campaign
PL / PSc
Nov. 2005
Ensure that coated tiles are at least 1.5cm back from the Be limiters.
Apart from lost alpha mushrooms (5mm) and scintillator probe cap (5mm) this has been achieved.
ETL
May 2006
2.2 Not enough spares to accommodate mods.
Delay while spares are manufactured
M
L
M
L
T
Spares strategy for each component to be approved by PMM.
Develop complete validation strategy
PL/ETL
Feb. 06
2.3 W-coating process appears OK but tiles fail in JET
Serious impact on JET programme
M
H
H
M
I
Set up a task for 100% heat flux testing of divertor tiles using JUDITH 2
PL/CSU
May. 06
2.4 Reject rate of coated tiles is high due to process problems
Not enough spare CFC tiles for coating
M
L
H
M
I
Include coating removal as a requirement in the article 7 contract and include R&D on coating removal in a new Association Task
PL
May 06
ITER-like Wall Project OrganisationRisk Register - Cost
Risk
Consequence
Likelihood
Impact
Rating
Management Action
Risk Owner/
Target
Description
P
S
RO for action
Date
3.1 Cost of Be machining is underestimated
(Jul05)
Inability to place contracts
M
M
H
H
I
Identify a sources of contingency funding.
J Pamela
Aug 06
1.1
Adopt a value engineering approach to the design
PL / ETL
Feb 06
1.2
Analyse/prioritise possibilities to de-scope the project
PSc/PL (PB)
Feb 06
3.2 No contingency scheme at this OGC (office of government commerce) gateway we would expect 30%. (Jul05)
Project exceeds article 7 and / or JOC budget.
H
H
M
H
I
Develop contingency policy across all EP2 projects including priorities.
EFDA/JOC
2005
1.3
Develop menu of options for de-scoping project
PL / PSc (PB)
Feb 06
1.4
Employ value engineering in the design process
PL/ ETL / IM
Nov 05
3.3 Cost of Tungsten rises to a high level /
Overall cost of bulk W modules too high(Oct05)
Bulk W divertor too expensive to manufacture or W not available
M
M
N
H
U
If this problem occurs a more restricted objectives will have to be agreed for the ITER-like Wall Physics Programme.
PB/CSU
2008
1.5
Require same tile profile as existing to allow single module to be installed or ensure that new CFC profile can be made compatible.
PL
Sep. 05
ITER-like Wall Project OrganisationRisk Register - Schedule (1)
Risk
Consequence
Likelihood
Impact
Rating
Management Action
Risk Owner/
Target
Description
P
S
RO for action
Date
4.1 RH up-grade cannot be completed in time
(Jul05)
Shutdown is delayed
M
L
H
M
I
Ensure RH refurbishment / enhancement activities are treated as highest priority
M Cox
2008
1.1
Ensure that the RH equipment can meet all of the requirements including handling capacity and speed of installation
IM / RH
1.2
Optimise whole installation strategy
IM
4.2 Bulk W tile procurement is slower than required(Jul05)
Bulk W LBSRP cannot be installed in 2008
M
M
M
L
U
Ensure W-coated CFC LBSRP is ready together with the rest of the divertor or install bulk W LBSRP during next available shutdown
PL
2008
4.3 Delays to systems required by the ITER-like Wall Project but outside it.
Increased shutdown time or delay in Restart of JET
M
N
M
L
U
Ensure ILW and other shutdown and installation management activities are integrated at the top level.
PS
2006-8
4.4Staff having to write installation procedures and perform installation re not ready (busy with operation)
Bottleneck preventing installation of the wall even if ready.
M
M
H
H
I
Put in place a plan for the preparation of installation (work procedures, documentation acceptance)
PL/JOC
2006
ITER-like Wall Project OrganisationRisk Register - Schedule (2)
4.5 ICRH antenna shutdown not completed by Jan. 07
Work on Oct. 1 boom upgrade starts late thus delaying start of ILW shutdown.
M
L
M
L
U
Notify ILW Project Board and JET management of this risk so that it can factored into planning decisions regarding the ICRH shutdown.
PL
13th Oct. 2005
4.6 Safety case not ready on time
Impact on Be delivery on site, possible difficulties with the supplier.
L
N
M
L
U
Since this depends on regulatory bodies, the time scale is very often uncertain. Little control/pressure can be applied is case of difficulty.
Start the procedure fairly in advance.
PL
2006
4.7 Shutdown takes longer than objective
Start of ILW experimental programme delayed.
M
M
M
L
U
Current conservative estimates indicate a longer shutdown than the 46 week objective so seek ways to optimise it by increased use of manual work etc.
Note that since the boom extension is new a precise estimate of efficiency is difficult to obtain in advance of the job.
Installation Team Leader
2006
4.8 Be Tile machining too slow
Delay to shutdown
M
M
H
L
U
Allow multiple parallel contracts and optimise design for manufacture speed.
PL/ETL
Aug. 2006
ITER-like Wall Project OrganisationRisk Register - JET Programme
Risk
Consequence
Likelihood
Impact
Rating
Management Action
Risk Owner /
Target
Description
P
S
RO for action
Date
5.1 W source is too high for plasma due to sputtering of NBI protection at low density (Jul05)
AT scenarios cannot be run.
M
L
VL
VL
U
Raise NBI minimum density permitted by operation instruction
TFs / Operator
2009
Risk Management Key PointsMake the management of risk integral to the way the project is managedEnsure that cost and time contingencies are consistent with identified risks Focus on the significant few dont try to manage too many risks Be vigilant and proactive
Project Monitoring and Control
Exercise 3Write down three typical project control/monitoring activities
Project MonitoringTypical Monitoring Activitiesregular reviews of progress against schedule using WBS as basis (Plan against Baseline)regular review of actual costs (O/P from SAP) against budgeted costs and Earned Value at WBS levelregular review of resource loadingregular progress meetings with project teamregular meetings with contractorsproduction of periodic progress reportsrisk reviewsinspections/ audits
Project ControlTypical Control Activitiesassign responsibilities at Work Package levelstaged authorisation of work to be donestaged release of budgets (staged release of WBS(e) numbers)ensure PM has a Management Reserve under his controlseek corrective action reports when WPs go off track (overrunning or overspending)release Management Reserve carefully
Project Monitoring and Control SummaryMonitor against the plan status regularlyTake a factual approach to decisionsIdentify management action earlyCheck that defined controls are being applied correct if necessaryApply change control
Introduction to Design Management
Design ManagementDesign takes place as part of a projectDesign Management is part of Project ManagementDesign Management considerations must be included in the PMP
Exercise 4Write down three Design Management Activities
Exercise 4 - Design Management ActivitiesSub-divide Design Stages (CD, SD & DD)Sub-divide Tasks (WBS)Define Constraints and Interfaces (WPD Summary Sheet)Formally Initiate the Design (TCD-R/PERF)Ensure Design conforms to H&SE and CDM RequirementsHold Design Reviews (Peer review)Formally Approve Design (TCD-I/MMAC)
Design StagesConceptual DesignScheme DesignDetailed Design
Conceptual Design PhaseTCD-RDecide Local or TCS route Develop Conceptual DesignDefine Constraints & InterfacesCarry out Conceptual Design ReviewInitiate Safety Case Modification if requiredObtain Approval to Proceed to next stage
Scheme and Detailed DesignBasic considerations and process similar to conceptNeed to ensure that safety & environmental issues receive proper consideration as design develops (CDM Regulations)
Exercise 5List who should be invited to a design reviewWrite down three issues that should be considered at a design review
Exercise 5 - Design Reviews, AttendanceProject Leader or nominee (Chairman)RO (Work Package Manager)CustomerEnd UserSafety and Quality RepsAll other Relevant Interfaces/StakeholdersOther Experts in the area being reviewed
Exercise 5 - Design Reviews, Issues to ConsiderAssumptions and ConstraintsTechnical Solutions - Does it meet the Spec?Safety, Environment and CDM issuesCan it be Manufactured/Maintained?Actions from previous DRsIssues to be resolved (including Timescales)
Safety & EnvironmentNeed to ensure that safety & environmental issues receive proper consideration as design develops Involve the right people from the startSystematically identify issues Hazards/Risks, Environmental Aspects & ImpactsCarry out rigorous reviews at each design stageControl Design Changes MUST take note of CDM Regulations
CDM RegulationsCDM - Construction (Design & Management) Regulations recently updatedNow must have someone in EACH Project Responsible for CDMCurrently information is on the Conceptual, Scheme & Detailed Design steps on the Process MapsMore information will be developed over the coming months
Design Change controlNeeds to be a formal and defined procedureNew procedure in place CD/P/J008 for JET Facilities
Confirm CompletionEnsure design records are complete and accurateEnsure any outstanding actions or issues are addressedEnsure Maintenance Records are producedEnsure User Manuals are producedHold a formal Post Project review