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What Is Involved in Project Closure?
Closing processes include gainingstakeholder acceptance of the final productand bringing the project or phase to anorderly end
Closing verifies that all of the deliverableshave been completed
Closing includes completing the Project
Notebook A project audit is often done at the end of
the project
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Administrative Closure
Administrative closure involves verifying and documenting project
results to formalize acceptance of theproducts produced
collecting project records
ensuring products meet specifications
analyzing whether the project wassuccessful and effective
archiving project information forfuture use
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Lessons Learned
Projects can result in informal or formal
lessons learned. Here are some common examples of
Lessons Learned:
Beginnings are important Top management support is critical
Set realistic milestone dates, and then
stick to the schedule as much as possible Plan at a workable level
Did the project meet goals?
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Planned Closure AnOverview
Transferring responsibility Completion of project records
Historic reports
Post project analysis Documenting results to reflect as
built product or installation Acceptance by sponsor/user Satisfying contractual requirements
Source: Harold Kerzner, Project Management
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Releasing resources Reassignment of project office team
members
Disposition of functional personnel Disposition of materials
Closing out work orders (financial
closeout) Preparing for financial payments
Planned Closure (Continued)
Source: Harold Kerzner, Project Management
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A Design for ProjectCompletion
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We Know What We ShouldDo
Finish
the work
Handover
theproduct
Gain
acceptance
Review
performance
Put everything to bed (example: Close outcontracts)
Disband the team
Source: Dr. Terry Cooke-Davies, Human Systems International Limited, presentedat the 4th European Project Management Conference, London, June 6-7, 2001
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Finish the Work
Small elements getleft. Loose ends remain
untied. So involve the
customer.
Use punch lists.
Increase reviewfrequency.
Source: Dr. Terry Cooke-Davies, Human Systems International Limited, presentedat the 4th European Project Management Conference, London, June 6-7, 2001
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Hand Over the Product
Plan handovercarefully Train users
As builtdrawings andconcepts
Managewarranty
Source: Dr. Terry Cooke-Davies, Human Systems International Limited, presentedat the 4th European Project Management Conference, London, June 6-7, 2001
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Gain Acceptance
Accomplish clear cut-off Emotional barriers
Lacks confidence
Doubts benefits
Hassle from users
Doesnt want product
So plan acceptanceearly Build relationship
Source: Dr. Terry Cooke-Davies, Human Systems International Limited,presented at the 4th European Project Management Conference, London,
June 6-7, 2001
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Project Post-MortemFormalising the process of
learning from past experience
Post-milestone review meetings
Capture project learning to developteam members and improve the process Bring closure to a project
Are fundamental to a learningorganization
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Benefits of a Postmortem
Helps team members learn fromsuccesses as well as mistakes
Provides a way to improve the future
process Documents lessons learned so that
future teams and others can benefitfrom them
Enhances team morale
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The Final Report -Project Closure Report
The final report is the history of theproject
It is a chronicle of the life and times ofthe project, a compendium of what wentright and what went wrong
The required information is contained in
the master plan, all project audits, andevaluations
The precise organization of the report is
not of great concern; the content is
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The Final Report
Several Subjects should be addressed in the finalreport:
Executive Summary
Closure Activities
Project Performance
Financial Management
Post Project responsibilities Project and administrative teams
Summary of Recommendations
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The Final Report
For each element covered in the finalreport, recommendations for changingcurrent practice should be made and
defended Equally important are comments and
recommendations about those aspects of
the project that worked unusually well The fundamental purpose of the final
report is to improve future projects
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Closure Process/Plan:
Developing a closure plan
How, when, where, who affected, etc. Use a checklist Staffing
Arrange for redeployment of resources Communicating the plan
Formal announcement of the ending of
the project. Implementing the plan Project / Team evaluation
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Why Projects FailWhy Projects Fail
Inadequately trained and/or inexperienced projectmanagers
Failure to set and manage expectations Poor leadership at any and all levels Failure to adequately identify, document and track
requirements Poor plans and planning processes
Poor effort estimation
Misalignment between the project team and thebusiness or other organization it serves Lack of clear, realistic project objectives Misunderstanding of team roles and responsibilities
Failure to communicate and act as a team
