Development of a Restaurant Management System: Project Closure Report

This project closure report details the development of a restaurant management system for BigTen Restaurant. The project aimed to improve inventory and financial management. The report covers project background, highlights, and a synopsis of the closure. It assesses project metrics, including goals, success criteria, milestones, schedule, and budget performance. Key findings include the successful development of a touch screen interface linked to a financial and inventory database, although the project exceeded its budget. The report also addresses resource, issue, risk, and quality management, along with communication and customer expectation management. Lessons learned include the importance of detailed requirements gathering and effective scope management. Recommendations include better planning, resource management, and risk mitigation. The report concludes with post-project tasks and recommendations for future projects, such as the development of an employee time attendance system, and continued system support.

Project Closure Report
Project Name: Development of a Restaurant Management System
Department: IT
Focus Area: Software Development
Product/Process: Develop a Software for BigTen Restaurant, a new restaurant where
the owner/ manager has been unable to efficiently manage inventory or finances.
Prepared By
Document Owner(s) Project/Organization Role
Project Closure Report Version Control
Version Date Author Change Description
1/01/201
9
Final version One
Confidential
10456060209767643136.docx
Last printed on 6/1/2004 1:22:00 PM

Project Closure Report
TABLE OF CONTENTS
1 PROJECT CLOSURE REPORT PURPOSE.............................................................3
2 PROJECT CLOSURE REPORT GOALS..................................................................3
3 PROJECT CLOSURE REPORT SUMMARY............................................................3
3.1 Project Background Overview...........................................................................3
3.2 Project Highlights and Best Practices................................................................3
3.3 Project Closure Synopsis...................................................................................3
4 PROJECT METRICS PERFORMANCE....................................................................3
4.1 Goals and Objectives Performance...................................................................3
4.2 Success Criteria Performance...........................................................................3
4.3 Milestone and Deliverables Performance..........................................................3
4.4 Schedule Performance......................................................................................3
4.5 Budget Performance..........................................................................................3
4.6 Metrics Performance Recommendations...........................................................3
5 PROJECT CLOSURE TASKS..................................................................................3
5.1 Resource Management.....................................................................................3
5.2 Issue Management............................................................................................3
5.3 Risk Management..............................................................................................3
5.4 Quality Management.........................................................................................3
5.5 Communication Management............................................................................3
5.6 Customer Expectation Management..................................................................3
5.7 Asset Management............................................................................................3
5.8 Lessons Learned...............................................................................................3
5.9 Postproject Tasks..............................................................................................3
5.10 Project Closure Recommendations...................................................................3
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6 PROJECT CLOSURE REPORT APPROVALS.........................................................3
7 APPENDICES........................................................................................................... 3
7.1 Project Closure Report Sections Omitted..........................................................3
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WBS
Source: Author
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1 PROJECT CLOSURE REPORT PURPOSE
Project Closure Report Purpose
The closure report is produced to enable the assessment of project success,
resolve all issues that are open, identify best practices that can be used in future
projects, and close the project formally (Aziz, 2015)
2 PROJECT CLOSURE REPORT GOALS
Project Closure Report Goals
The following goals are will be achieved through the creation of this project
closure report;
 Review and evaluate the project milestones and success.
 Confirm outstanding issues, risks, and recommendations.
 Outline the tasks and activities required for close the project.
 Outline the accomplished tasks and activities.
 Identify project highlights and lessons learned as well as best practices for
future projects.
3 PROJECT CLOSURE REPORT SUMMARY
3.1 Project Background Overview
Project Background Overview
The objectives were to evaluate the existing processes at BigTen Restaurant,
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identify problems and opportunities for improvements, and develop a solution
that solves the clients’ problems as well as improves operations and
management at the restaurant.
Test the system and ensure it meets set functional and non functional
performance metrics within time and on budget.
Create suitable project documentation and manage the system over a three
year period.
3.2 Project Highlights and Best Practices
Project Highlights and Best Practices
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Project Highlights:
 Project budgeted for accurately
 Solution developed iteratively in the presence of customer resulting in a final
solution with very few problems
 Project delivered within time and scope
 Solution meets client expectations and offers avenues for future
improvements and up-scaling
Best Practices:
 Effective project planning
 Use of project management methodologies and techniques
 Risk identification and management used
 Stakeholders identified and communicated with effectively
 Use of a suitable project management methodology (Agile XP)
 Project tracked and monitored against the scope baseline
 Effective planning minimized the need for significant changes to the project
scope
 these are consistent with those proposed by the project management
institute (Salapatas, 2010)
3.3 Project Closure Synopsis
Project Closure Synopsis
 The project is being closed because objectives and nearly all of the
deliverables were fully achieved
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4 PROJECT METRICS PERFORMANCE
4.1 Goals and Objectives Performance
Goals and Objectives Performance
The objectives were largely met; the vision was to develop a cross platform
system to enhance the operations and management of the restaurant, which
were largely achieved with a touch screen interface linked to a financial and
inventory database. However, some objectives such as employee time
management was not achieved. Further, the project cost went above the initial
budget by 23%, above the 10% that had been budgeted for as contingency. In a
nutshell, the objectives were met 87%
4.2 Success Criteria Performance
Success Criteria Performance
 Most performance criteria were achieved and the success level is placed at
87%
 Some criteria were not achieved due to technical issues which required
hiring a systems analysts as the project was being executed, leading to an
increase in overall project costs.
The employee time management function will be achieved at a future date?
 The project manager [author] is responsible?
4.3 Milestone and Deliverables Performance
Milestones and Deliverables Performance
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 Most deliverables were achieved within the stipulated time frame; the
deliverable that was not achieved was employee time attendance but the
client accepted the project none the less
 The time attendance system required the purchase f additional supporting
hardware systems that were outside the initial budget and were raised when
the project objectives and user requirements had been set. It was then
agreed that it can be incorporated at a later date into the developed system
 The achievement is anticipated at a later date when the second upgraded
version of the system is developed
4.4 Schedule Performance
Schedule Performance
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Project Schedule Overview: The project schedule performance is accordance
with the schedule baseline as the project was completed within time although
some tasks took longer than expected and so had to be compensated through
compression of other tasks, using more resources, and over time work
Project Schedule Control Process: The schedule was controlled through regular
performance reviews, future project parts adjusted to handle delays, and
change and control processes used
Project Schedule Corrective Actions: Compression and adjustment of future
activities and tasks, resource leveling to distribute work, variances measured
against the schedule baseline, and remaining tasks and components of the
project Re- estimated (Butler, 2019).
Project Schedule Integration with Managing Project: Involved making trade offs
in competing alternatives and objectives to meet client objectives. This was
achieved by developing a project plan, executing the project plan, and
integrating change control and risk management into the project execution as
per Westland (2019).
4.5 Budget Performance
Budget Performance
Project Budget Overview: The budget was exceeded by 23% (13% above the
allocated contingency of 10%)
Project Budget Corrective Actions: Better planning for resources (labor),
incorporating contingency amounts into the budget and eliminated unwanted
extra effort (Milošević and Martinelli, 2016) (the analysts work was stopped after
realizing it would not add value to the project progress and could instead to be
incorporated [ employee time attendance] at a later date)
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4.6 Metrics Performance Recommendations
Metrics Performance Recommendations
The project scope and objectives as well as deliverables will be better defined at
the start of the project and strict scope management used to avoid scope creep
as happened with the hiring of a system analysts and the need to incorporate
employee attendance management system. Detailed user requirements will be
elicited before project commencement (Haughey, 2019)
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5 PROJECT CLOSURE TASKS
5.1 Resource Management
Resource Management
 Labor (expertise – the need for a system analyst) and payments where
overtime payments were made in a bid to return project to schedule)
 Steps
Transition plan definition
Starting at the very top by involving the sponsor
Meet project team
Collectively review project status and history (O'Berry, 2016)
 Each member of the project team will be required to give their opinion on
their challenges and what they did as well as any recommendations and
these will be recorded and documented according to the documentation
policy set. The use of daily meetings in XP will also ensure these
experiences and difficulties are captured as they happen and compiled into
a single knowledge base document during project closure
5.2 Issue Management
Issue Management
 All raised issues will be evaluated and resolution prioritized either at present
or in future projects, as per resource availability and feasibility
 The project manager will report the progress of every issue that needs
resolution and document them.
5.3 Risk Management
Risk Management
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Project Risks Mitigated: Scope creep
Failure to meet project objectives within stipulated time
Changes in staff/ staff unavailability
Outstanding Project Risks:
Cost management
Scope creep
Hiring staff with the right skills
5.4 Quality Management
Quality Management
Quality control tools were used including software quality audits as per ISO and
Software quality standards. The software was developed and tested iteratively
to ensure it met the functional and non functional requirements and this was part
of the project management and execution plan. Change requests were
evaluated, as well as process analyses done at the end of every development
and testing period and incorporated into the project as new processes and
standards and updated in the project management plan and documents. Quality
control was performed through frequent testing and correction of identified
problems with performance measured, changes validated, deliverables
validated, and lessons learned recorded (Roseke, 2018)
5.5 Communication Management
Communication Management
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 Communication was done effectively, having identified the relevant project
stakeholders, their influence and determining how often and through what
mediums they should be communicated with. Using Agile XP also enhanced
regular and effective communication of project progress and interaction and
feedback from the client
 The requirements changed as new user requirements were identified during
development, forcing changes in scope and schedule for tasks
5.6 Customer Expectation Management
Customer Expectation Management
 Yes, new requirements came up during development (the need to have a tie
attendance management system incorporated into the project) although this
was deferred.
5.7 Asset Management
Asset Management
Remaining assets
Computers (4 x laptops, 4x desktops, printer, projector, white board, software)
 They will be incorporated and used by the restaurant in its management and
It enterprise system, and be used for upgrading existing hardware/ software.
The white board, projector, and other stationery will be kept by the client for
future activities, including the envisaged development and integration of an
employee management system.
 The project manager and sponsor will manage the disposition process
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5.8 Lessons Learned
Lessons Learned
 Project time and schedule management
 Project communications and stakeholder management
 project quality management
 Overall project management
 Conflict management
 Which could have been improved, and how?]
 Project scope and schedule management, by capturing all user
requirements at the start of the project
 Better financial and human resources management
 Managing the risk of new user requirements coming up during development
 Cost management
5.9 Postproject Tasks
Postproject Tasks
 What actions are not yet completed? Who is responsible for them?
 The development of the employee time attendance management system;
the project manager and developers are responsible for this
 Providing continued support and system updates – Project manager and
project tea are responsible
 Which success criteria are not yet met? Which deliverables are not yet
achieved?
 Incorporating the employee time attendance system
 Training for staff
 Which training requirements are still outstanding?
 Training administrator on backups and restoration and dealing with
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exceptional items/ errors in databases
5.10 Project Closure Recommendations
Project Closure Recommendations
 All the requirements at the start of the project have been fulfilled; during
execution, a new user requirement came up which the project team sought
to incorporate but realized it would significantly affect the project scope,
objectives, and deliverables. It was therefore agreed that this will be
incorporated later when the system is updated. Overall, the set objectives
and deliverables at the start of the project have been met fully within time
and schedule, even though costs went further than anticipated.
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6 PROJECT CLOSURE REPORT APPROVALS
Prepared By __________________________________
([Job Title])
Approved By __________________________________
([Job Title])
__________________________________
([Job Title])
__________________________________
([Job Title])
Approval Date __________________________________
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7 APPENDICES
7.1 Project Closure Report Sections Omitted
 NONE
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References
Aziz, E. (2015). Project closing the small process group with big impact. [online] Pmi.org.
Available at: https://www.pmi.org/learning/library/importance-of-closing-process-group-
9949 [Accessed 29 Jun. 2019].
Butler, H. (2019). 9 Activities of Control Schedule Process Group. [online] Master of
Project Academy Blog. Available at: https://blog.masterofproject.com/control-schedule-
process-group/ [Accessed 29 Jun. 2019].
Haughey, D. (2019). Requirements Gathering 101. [online] Project Smart. Available at:
https://www.projectsmart.co.uk/requirements-gathering.php [Accessed 29 Jun. 2019].
Milošević, D. and Martinelli, R. (2016). Project management toolbox. 2nd ed. Hoboken,
New Jersey: John Wiley & Sons, Inc., p.278.
O'Berry, D. (2016). 4 Easy Steps to Transition a Project to a New Project Manager.
[online] Quick Base. Available at: https://www.quickbase.com/blog/4-easy-steps-to-
transition-a-project-to-a-new-project-manager [Accessed 29 Jun. 2019].
Roseke, B. (2018). Project Quality Management According to the PMBOK. [online]
ProjectEngineer. Available at: https://www.projectengineer.net/project-quality-
management-according-to-the-pmbok/ [Accessed 29 Jun. 2019].
Salapatas, J. (2010). Best practices--the nine elements to success. [online] Pmi.org.
Available at: https://www.pmi.org/learning/library/best-practices-effective-project-
management-8922 [Accessed 29 Jun. 2019].
Westland, J. (2019). Project Integration Management - A Quick Guide -
ProjectManager.com. [online] ProjectManager.com. Available at:
https://www.projectmanager.com/blog/project-integration-management-a-quick-guide
[Accessed 29 Jun. 2019].
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Course Reflection
Summary
This course has been exciting and at times also challenging, but I have come to grasp
and learned a lot of things related to project management. I now have a clear
understanding of what a project is, and what is involved in project management as well
as the reasons why projects are managed. I have learned and understand that project
management is a defined process that requires the application of specific tools, skills,
techniques, and knowledge. All projects, I have learned, are subject to the triple
constraints of time, scope, and cost, and effective project management is able to deliver
successful projects these constraints not withstanding. I have learned the role or a
project manager and why the success (or failure) of any project depends on the PM and
so I also understand what characteristics one needs to be a successful project manager.
Importantly, I have learned HOW projects are managed, from defining the project scope
and managing it to effective time and cost management, to managing quality and risks. I
have come to the understanding that all projects are subject to risks and it is critical that
risks are managed effectively and on a continual basis. I have also understood that
conflicts are normal in projects, the important thing is to learn how to effectively manage
these conflicts between teams. I have also understood the need for managing
procurement professionally and that successful project managers know how to identify
and manage stakeholders in any project. Communication, I have learned, is critical in
successful management and delivery projects.
Application
while I have learned a lot in the course, I intend to continue improving my skills through
continuous professional development and taking industry specific courses. I intend to
fully apply the skills learned in this unit in my professional life; from how I work in teams
and with teams, to how I make decisions should I be in a position to make executive
decisions in any organization. I will use what I have learned in this course to efficiently
allocate resources, given the fact that managers are increasingly being required to
deliver more using increasingly fewer resources. The lessons learned here will be useful
for me in knowing who the important stakeholders are and how they should be
communicated with; this will go beyond managing projects as I will be dealing with
different stakeholders in several different instances, including dealing with financial
institutions and authorities. The skills learned in the course with regard to risk
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management and conflict resolution will be useful for me in dealing with teams and being
a member of various teams. I intend to use the knowledge, skills, and tools I have
learned in this course unit to promote and advance the profession or project
management and it s ideals in my professional endeavors. Considering the
ambidextrous nature of modern organizations, I will deploy my skills in project
management to identify, leverage, and exploit existing frameworks, processes, and
structures in organizations and use my project management skills to identify and explore
new ways of improving and ensuring organization objectives are achieved in the best
way possible.
Challenges
As stated earlier, the course has been exciting and very informative, but it has also been
challenging. Quality management is definitely an area that I feel I need to get additional
information and practice on; defining quality for a straightforward activity such as
manufacturing is easy, not so for service delivery. Further, there are different aspects to
quality management and I feel it was wide and detailed that the course lessons and the
alloted time were insufficient to fully understand it. I believe quality is among the
important (but usually unstated) goals and objectives of any project. It deals with
customer satisfaction, preventing over inspection, planning quality, quality control and
assurance, and continuous improvement. I feel I need more practice and learning to fully
grasp this critical aspect of project management. Another area I found challenging was in
managing dependencies with regard to computing various aspects of dependencies and
project schedules (start-to-finish, finish-to-start, actual finish date (AF), scheduled finish
date (sf), finish-to-finish, and start-to-start). I still find it challenging how these are
applied in managing project schedules and how they can be used to help ensure the
successful delivery of projects. Another challenge I find is in using a popular project
management tool; MS Project- while I understand how it works and how to use it, I still
encountered challenges in allocating resources effectively (time and cash), especially
where there is procurement and overtime payments. This is also an area I feel much
time needed to have been devoted to because having skills in using such tools will be
beneficial for my career and professional development.
Opportunities
I intend to continue advancing my knowledge and skills, and overall career in project
management outside of school work. This course unit has given me valuable lessons
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and a strong foundation in project management; however, I believe I need to
continuously develop and refine my skills in the profession. Starting at a personal level, I
will endeavor to use the project management skills and methodologies including setting
clear objectives, developing a plan on how to achieve the objective, and managing the
plan until the set objectives are achieved and the issue closed. This will range from
planning to find a residential place, to managing my finances or making an investment or
a purchase. I have learned that things are always interconnected and one’s performance
in the workplace or in their communities is just an extension of their private, daily lives:
an organized person that uses goal-oriented approaches to handling their private daily
lives is equally likely to employ the same in their professional work lives. I will seek to
further the goals and objectives of the project management profession by attending
trainings to improve my skills and knowledge, and gain industry certifications in project
management. This will further reinforce my grasp of project management and I intend to
continuously see ways of applying the skills and tolls and techniques I have learned in
various situations, from managing projects in organizations I will be working in to
organizing community and charity events.
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