Closing a
Project
One
of the defining features of the project is that it is finite - it has a start
and an end. If the project loses this distinctiveness, then it loses its
effectiveness over purely operational management approaches.
So,
a clear end to the project:
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Is always more successful
than the natural tendency to drift into operational management. It is a
recognition by all concerned that either the operational regime must now take
over, or the products from this project become feeds into some subsequent
project or into some larger programme or the current project has run its
course |
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Helps achieve business
objectives by avoiding waste and by providing a useful opportunity to take
stock of achievements and experience |
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Provides an opportunity
to ensure that all unachieved goals and objectives are identified, so that
they can be addressed in the future. |
Preparation
for closing the project is triggered by the approaching end of the final stage of
the project. All. the Closing Project processes may be done in parallel or at
least with considerable overlap.
The
method of Closing a Project has to be tailored to suit the needs of the
particular project. For example, if the project is part of a programme or a
series of projects, this may affect how some of the Overview,
such as follow-on actions, are handled. The project may be closely connected
with a subsequent project and may have been planned ahead that way. All the:
results of the first project feed into the subsequent one with no need to be
concerned about maintenance, operation or other follow-on
actions. If the
project has delivered an intangible product, for example to bring about a
change in philosophy, then the objective of ensuring operation and support
arrangements are in place may not be appropriate.
The
following is an illustrative list of aims of the process to close the project.
According to the type of project, they may not all be required.
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Ensure that the
objectives or aims set out in the Project Foundation Document have been met |
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Confirm fulfillment of the
Project Foundation Document and the Customer's satisfaction with the products |
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Provide formal acceptance
of the products |
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Ensure that all expected
products have been handed over and accepted by the Customer |
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Ensure that arrangements
for the support and operation of project products are in place (where
appropriate) |
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If the project has been
closed prematurely, document what has been achieved and recommend the way
forward |
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Identify any
recommendations for follow-on actions |
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Capture lessons resulting
from the project |
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Prepare an End Project
Report |
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Plan any Post Implementation
Review required |
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Notify all concerned of
the intention to disband the project organisation and resources. |
The
process covers the Project
Manager's work to wrap up the project either at its end
or at premature close. Most of the work is to prepare input to the Project
Board to obtain its confirmation that the project may close.
The
Project Foundation Document is examined to check the actual results of the
project against the original (or as modified by the Project
Board)
expectations. All planned products should have been approved and delivered to
the Customer or be ready for hand-over.
The
Project
Manager prepares an End Project Report that comprehensively evaluates
the actual project outcome versus that envisaged in the
Project Foundation
Document.
There
may be a number of Project Issues that were held over by the Project
Board.
These may lead to new projects or enhancements to the products of the current
project during its operational life. The Project
Manager sorts these out into
appropriate follow-on actions.
The
Lessons Learned Report, which has been developed during the project, is now
completed and made available outside the project.
All
relevant departments etc are notified that the provided resources will no
longer be required and release dates are given.