Terminating a Project

Overview
The main principles are that:

	Every project should come to an orderly close
	Customer and Supplier should be in agreement that the project has delivered what was expected; this expectation should have been defined at the outset of the project
	Everyone who has provided support for the project should be warned of its close, so that they can plan for the return of the resources provided for that support
	Project records should be retained to assist with possible audits or the production of estimating metrics.

Context
In exceptional cases the process may be used because the Project Board directs the Project Manager to close the project before its planned end.

Process Description
The objectives of the process are to:

	Check that all Project Issues are closed or transferred to Follow-on Actions
	Ensure that all project products have been approved and handed over to the Customer or User
	Confirm that the delivered products meet any needs defined in the Customer's specification for operation and support (where applicable)
	Confirm that the correct operational and maintenance environment is in place (where applicable)
	Complete and store all project information
	Prepare a notification to all involved organisations that the project is to be closed and resources disbanded.

The Project Manager prepares the Project Closure Notification to all concerned that the project resources and the support services can be disbanded. This has to be confirmed by the Project Board.

Before closure of the project can be recommended, the Project Manager must be assured that the expected results have all been achieved and delivered (or have been told by the Project Board that the project is to be closed prematurely).

Where a product has to be supported and sustained during its useful life, there must be confirmation in the report by the people who will use and support the product that they have received the product in a state that allows them to carry out their duties.

To permit any future audit of the project's actions and performance, the Project Files should be secured and archived. The files should include a copy of the Project Closure Notification and Follow-on Action recommendations.

Where a Configuration Management system is being used, a Status Account should be obtained to confirm that all products have been approved.

Responsibilities
The Project Manager has responsibility for the process, but may need assistance to gather the necessary input and prepare elements of the report. The Project Manager should have informal contact with the Project Board during this time to ensure that there will be no problems with its confirmation of the project closure in Confirming Project Closure.

Those currently responsible for project assurance should also be consulted by the Project Manager for their views on the completeness of work before making the recommendation.

Information Needs

Management information	Usage	Explanation
Project Foundation Document	Input	Statement of the project's Acceptance Criteria
Issue Log	Input	Check that all Project Issues have been closed or transferred to follow-on actions
Actions Log	Input	Check that all Project Actions have been closed or transferred to follow-on actions
Product Status Account	Input	Confirmation from Configuration Management records that all products are approved
Premature Close Direction	Input	Instruction from the Project Board to close the project before its expected end
Notification of Project End	Input	The trigger from stage monitoring that the normal end of the project is near
Customer acceptance	Output	Confirmation that the Customer accepts the products
Operational and maintenance acceptance	Output	Confirmation that the product can be operated and supported
Project Closure Notification	Output	Notice to the host location that the project is about to close, so that plans can be made to disband and re-deploy any provided project support services
Project files	Archive	Preserve the project records for use by auditors or other enquiries

Key Criteria

	Have all products in the Project Foundation Document been approved and delivered? (Remembering that the Project Foundation Document may have been updated during the project to reflect any agreed changes.)
	If there has been deviation from the Project Foundation Document, is the Project Board still prepared to accept the project closure? Are those deviations reflected in the End Project Report and Lessons Learned Report? Where appropriate, are any deviations reflected in the Follow-on Action Recommendations?
	Are there any outstanding Project Issues that have not been put into 'pending' status by the Project Board?
	Have the operational and support teams formally agreed that they are ready to accept hand-over (if appropriate)?
	Are the project resources and support services (if any were provided) no longer required?
	Are there any contractual implications when decommissioning the project?