Project ManagementHow to close a project

Project ClosureAt the end of the execution phase, all

required deliverables will have been constructed and accepted by the customer as complete.

The project should have achieved the objectives and delivered the business benefits described in the business case.

Characteristics of closing a projectNormal The most common circumstance for project

closure is simply a completed project. The finish a project, such as a building a new facility, is marked by the transfer of ownership to the customer.

Premature For a few projects, the project may be completed early with some parts of the project eliminated. For example, in a new product development project, a marketing manager may insist on production models before testing: Give the new product to me now, the way it is. Early entry into the market will mean big profits! I know we can sell a bazzillion of these. If we don’t do it now, the opportunity is lost!

Characteristics of project closurePerpetual Some projects never seem to end.

The major characteristic of this kind of project is constant “add-ons,” suggesting a poorly conceived project scope.

At some point the review group should recommend methods for bringing final closure to this type of project or the initiation of another project.

For example, adding a new feature to an old project could replace a segment of a project that appears to be perpetual.

Characteristics of project closureFailed Project Failed projects are usually easy

to identify and easy for a review group to close down.

However, every effort should be made to communicate the technical (or other) reasons for termination of the project; in any event project participants should not be left with an embarrassing stigma of working on a project that failed.

Many projects will fail because of circumstances beyond the control of the project team

Characteristics of project closureChanged Priority Organizations’ priorities often

change and strategy shifts directions. For example, during the 2008–10 financial crisis organizations shifted their focus from money-making projects to cost savings projects. Projects in process may need to be altered or cancelled.

Thus, a project may start with a high priority but see its rank erode or crash during its project life cycle as conditions change. When priorities change, projects in process may need to be altered or cancelled.

Project Closing Activities1. Getting delivery acceptance from the customer.2. Conduct evaluation3.Write a report4. Celebrating

Customer AcceptanceAt this juncture it is the role of the project

manager to demonstrate that the deliverables meet the client specifications

In small projects this acceptance can be informal and ceremonial or it can very formal, involving extensive acceptance testing against client’s specifications

Formal acceptance occurs in projects for which you and the client have written an acceptance test procedure i.e. computer applications development.

EvaluationThe evaluation is done in order to find out if

the goals of the project and activity achievement are according to project plan, budget, time deadlines, quality of deliverables, specifications and client satisfaction,

Why do projects fail to perform proper project evaluation lack of timeManagers do not want to pay the costIt is not a priority

Questions to be answeredWas the project goal achieved?

Does it do what the project team said it would do?

Does it do what the client said it would do?Was the project work done on time, within

budget, and according to specification?Was the client satisfied with the project

results?Was the business value realised? (check the

success criteria)

QuestionsWhat lessons were learned were learned

about your project management methodology?

What worked and what didn’t ?

Writing a reportThe final report acts a memory or history of

the project.It is the file that others can check to study

the progress and impediments of the project.

Format of the reportExecutive Summary This summary simply highlights the key findings and facts

relating to the project implementation. For example, the project goals for the customer were met, or not.

Are stakeholders satisfied that their strategic intents have been met?

What has been user reaction to quality of the deliverables? Are the project deliverables being used as intended and

providing the expected benefits? Final time, cost, and scope performances are listed. Any major problems encountered and addressed are

noted.

Format of the reportReview and Analysis

Analysis examines in detail the underlying causes of problems, issues, and successes.

The analysis section includes brief, factual review statements of the project—for example, project mission and objectives, procedures and systems used, and organizational resources used.

Strength and weaknesses of the project processes

Format of the reportRecommendations

Usually, review recommendations represent major improvement actions that should take place.

They are often technical in nature and focus on solutions to problems that surfaced.

Format of the reportLessons Learned

Perhaps lessons learned are the most valuable contribution of the closure process.

Given the process evaluation and input from the stakeholder meetings, lessons learned should be briefly and clearly set out.

Format of the reportThe appendixes may include:

backup data or details of analysis that would allow others to follow up if they wished.

Celebrate completion of the projectIt is recommended that there must be

recognition for the project team at the end of the project.

Why You have brought new products to clients Friendships have developed Mentor relationships have been established Team members have grown professionally It’s a source of loyalty, motivation, and

commitment in their professional staff