Project Termination MGMT 510 Lawrence Oliva March 22, 2005

Project Termination

The decision to continue or close down the undertaking is fundamentally an fundamental lawal resource allocation decision. Should the organization make additional resources to complete the foresee and gain the project objectives? This is a complex decision. The rationale for closing or proceeding is oftentimestimes based on many cost factors that argon chiefly subjective and judgmental.

Its often difficult to perceive when a project is in trouble (Gray & Larson, 2003, p. 499). The purpose of this paper is to wrangle all the considerations that might gallop to terminating my project and analyzing the termination process.

Project managers, whose uncomplicated objective is a successful project delivery, are often reluctant to report project issues as showstoppers. Project managers are often too close to project issues to see the sizeable picture, namely the impact issues may have on the organization as a whole. Sometimes its non one large issue, but rather the result of several(prenominal) small issues, that go away wreck a project. Other times it may not be the project at all, but rather a priority change in the business environment, which will lead to a projects closure.

But there are many valid reasons to eject a project before completion, most of which do not necessarily imply that doing the project was wrong. In the next several paragraphs we will discuss several of these reasons for termination.

Incomplete Requirements

        Closure from this source is more than likely to come from mismanaged projects, that continue without a clear composition of the stakeholders needs and priorities. Although some terminations also come from well-managed projects when project managers realize that requirements are going to keep on changing and a clear requirement statement is never going to be agreed on.

Lack of User Involvement

        This termination comes from a communication stroke between the users and the...

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