PRINCE2® 7 Practitioner: Closing a Project
Über den Vortrag
Der Vortrag „PRINCE2® 7 Practitioner: Closing a Project“ von Andreas Ellenberger ist Bestandteil des Kurses „PRINCE2® 7 Practitioner: Processes (EN)“.
Quiz zum Vortrag
What is the main difference between preparing a planned and a premature project closure according to PRINCE2?
- For premature closure, it must be checked whether anything needs to be decommissioned
- For planned closure, no plans are created for the closure stage
- For premature closure, the created products are not handed over
- For planned closure, no handover to business operations takes place
- For premature closure, no end project report is created
Who is primarily responsible for confirming project acceptance?
- The user organization, which will work with the project results
- The project board, which must decide on project authorization
- The project manager, who must finally review all products
- The project team, which must confirm technical functionality
- Project assurance, which conducts a review of the products
What belongs to the "Evaluate the Project" activity when closing a project?
- The evaluation of whether the products can be used by operations
- Conducting a final quality check of all products
- The comparison between original project initiation documentation and achieved results
- The handover of all management products to business operations
- The dissolution of the project organization by the project board
What happens to the benefits management approach when closing a project?
- It is archived and not used further
- It is used by the project manager for final evaluation
- It is handed over to the user organization for further benefits measurement
- It is used by the project board to evaluate project success
- It is documented in the lessons report as lessons learned
What is mainly done with the registers when closing a project?
- They are handed over to operations
- They are handed over to project staff for follow-up
- They are closed and recommendations for follow-on activities are derived
- They are updated to check project success
- They are evaluated for follow-on projects and passed on to them
What are recommendations for follow-on actions documented for in the end project report?
- For activities that prevent the project from closing
- For planning the activities for benefits measurement
- For outstanding points of product creation that should be addressed after project end
- They provide indications of which project staff should be considered for follow-on projects
- For implementing approaches from the lessons report
Dozent des Vortrages PRINCE2® 7 Practitioner: Closing a Project
Andreas Ellenberger
German version:
Andreas Ellenberger ist Berater, Coach und Trainer für nachhaltige Veränderungen. Er hilft Unternehmen bei der Etablierung von Projektmanagementstrukturen, die Mitarbeiter und Führungskräfte aus Überzeugung nutzen, um die Zukunft des Unternehmens zu gestalten. Denn erfolgreiche Projekte entstehen immer dann, wenn langfristige Ziele und die angemessene Einbindung der Projektbeteiligten im Vordergrund stehen. Dies beinhaltet auch die Offenheit zu Veränderung aufgrund von aktuellen Erfahrungen und Spielräume für jeden einzelnen, sich kreativ und innovativ einzubringen.
Nach seinem abgeschlossenen Studium der Betriebswirtschaftslehre hat er in 15 Jahren Praxiserfahrung in verschiedenen Rollen im Projektmanagement gesammelt. Als Berater, Projektleiter und im Projektmanagement-Office erlebte er Erfolgs- und Misserfolgsfaktoren für Projekte. Als Leiter einer IT-Abteilung im Großunternehmen und Leiter des Trainingsbereichs eines Beratungs- und Trainingsunternehmens sammelte er Führungserfahrung, die er ergänzt um seine Methodenkenntnis im Coaching und Training weitergibt.
Als akkreditierter Trainer für PRINCE2® und weitere international anerkannte Methoden im Projekt- und Portfoliomanagement gibt er seit Jahren sein Methodenwissen mit viel Bezug zur praktischen Umsetzung weiter. In seinen Präsenztrainings geht er konkret auf die Situation der Teilnehmer ein und erarbeitet gemeinsam Lösungsansätze für die eigene Praxis auf Basis der Theorie, um Nachhaltigkeit zu erreichen. Da ihm dies am Herzen liegt, steht er für Telefoncoachings und Prüfungen einzelner Unterlagen bzgl. der Anwendung gern zur Verfügung.
English version:
Andreas Ellenberger is a consultant, coach, and trainer for sustainable change. He helps companies establish project management structures that employees and managers use with conviction to shape the future of their organization. Successful projects always emerge when long-term goals and the appropriate involvement of project participants take center stage. This also includes openness to change based on current experiences and providing everyone with the freedom to contribute creatively and innovatively.
After completing his degree in business administration, he gained 15 years of practical experience in various project management roles. As a consultant, project manager, and member of a project management office, he experienced both success and failure factors in projects. As the head of an IT department in a large company and later as the head of the training division of a consulting and training company, he acquired leadership experience, which he now combines with his methodological expertise in coaching and training.
As an accredited trainer for PRINCE2® and other internationally recognized methods in project and portfolio management, he has been sharing his methodological knowledge for years, always with a strong focus on practical implementation. In his in-person trainings, he specifically addresses the participants’ situations and develops solution approaches for their own practice based on theory to achieve sustainability. Since this is particularly important to him, he is also available for telephone coaching sessions and the review of individual documents regarding their application.
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