Closing a Project

Overview

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.

Context

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.

Process Description

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.


Decommissioning a Project.htm

Identifying Follow.htm

Evaluating a Project.htm