Project closure
Wrapping up the project.
• The major wrap-up task is to ensure the project is
approved and accepted by the customer. Other wrap-up
activities include closing accounts, paying bills,
reassigning equipment and personnel, finding new
opportunities for project staff, closing facilities, and the
final report. Checklists are used extensively to ensure
tasks are not overlooked. The final report writing is
usually assigned to one project office staff member, who
assembles input from all stakeholders. In smaller
organizations and projects, these closure activities are
left to the project manager and team.
Project audit.
• Audits are post-project reviews of how successful the
project was. They include causal analysis and thorough
retrospectives which identify lessons learned. These
post-project reviews should be held with the team and
key stakehold ers to catch any missing issues or gaps.
Evaluation of performance and
management of the project.
• Evaluation includes team, individual team members,
and project manager performance. Vendors and the
customer may provide external input. Evaluation of the
major players provides important information for the
future.
Types of project closure
• Normal
• Premature
• 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 bazillion
of these. If we don’t do it now, the opportunity is lost!
• Perpetual
• Some projects never seem to end. The major characteristic of
this kind of project is constant “add-ons,” suggesting a poorly
conceived project scope.
• Failed Project
• Changed Priority
Wrap-up Closure Activities
• 1. Getting delivery acceptance from the customer.
• 2. Shutting down resources and releasing to new uses.
• 3. Reassigning project team members.
• 4. Closing accounts and seeing all bills are paid.
• 5. Delivering the project to the customer.
• 6. Creating a final report.
Project Audits
• Organization View
• 1. Was the organizational culture supportive and correct
for this type of project? Why? Why not?
• 2. Was senior management’s support adequate?
• 3. Did the project accomplish its intended purpose?
• 4. Were the risks for the project appropriately identified
and assessed? Were contingency plans used? Were they
realistic? Have risk events occurred that have an impact
greater than anticipated?
• 5. Were the right people and talents assigned to this
project?
• 6. What does evaluation from outside contractors
suggest?
• 7. Were the project start-up and hand-off successful?
Project Audits
• Project Team View
• 1. Were the project planning and control systems
appropriate for this type of project? Should all similar
size and type of projects use these systems? Why/why
not?
• 2. Did the project conform to plan? Is the project over
or under budget and schedule? Why?
• 3. Were interfaces and communications with project
stakeholders adequate and effective?
• 4. Did the team have adequate access to organizational
resources—people, budget, support groups, equipment?
Were there resource conflicts with other ongoing
projects?
• 5. Was the team managed well? Were problems
