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MONITORING
INITIATION PLANNING EXECUTION AND CLOSEOUT
CONTROL

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“IT AIN’T OVER ‘TIL IT’S OVER”

—YOGI BERRA

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 PROJECT CLOSE OUT

 The final phase of the project life-cycle.

 This phase commences upon completion of all the project
deliverables in the scope statement.
 It is a process that provides for acceptance of the project by the
project’s sponsor, completion of various project records, final
revision and issue of documentation to reflect its final condition,
and the retention of essential project documentation.

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 “The Project Closing Process Group consists of those processes performed
to conclude all activities across all Project Management Process Groups to
formally complete the project, phase, or contractual obligations. This
process group, when completed, verifies that the defined processes are
completed within all of the Process Groups to close the project of phase, as
appropriate, and formally establishes that the project or project phase is
complete”

According to A Guide To The Project Management Body of Knowledge

(PMBOK® Guide) – Fifth Edition,
 Project closeout is a combination of :

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 Project closeout is a combination of :

6 7 8 9 10

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 Project closeout is a combination of :

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 OBJECTIVE

 Project closure activities ensure the recording

project documents, archiving in organizational
process assets, making final payments, releasing
resources and completing the project.

 Every project teaches lessons to the organization

whether it’s a success or is a failure.
 GOAL

 to end the project in a way that reflects favorably upon

the team, the team leader ad the organization.

 to conclude all facets of the project to the satisfaction

of upper management before the team members start
to leave the team.
 Perpetual
Closure
Normal
Closure
CONDITIONS FOR
PROJECT CLOSURE

Failed
Projects

Premature
Closure

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NORMAL CLOSURE
The common condition of
project closure is when the
project is completed as
planned. This is when the
project objectives are
achieved, the client accepts
the project and normal
project closure
commences.
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PREMATURE CLOSURE
Many projects do not achieve all
their deliverables or are not given
the opportunity to so. Instead, they
are closed prematurely by
eliminating elements of the project
originally identified in the project
scope.

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 PREMATURE CLOSURE
A project may be concluded as premature closure due to following reasons:

 It is due to costs, where the client reduces funds on the project or the project
has already consumed the budget.
 It may be canceled outright.
 It may become irrelevant over time and be quietly shut down.
 It may become technologically obsolete due to a significant breakthrough by
the competition.
 It may fail through a lack of top management support, organizational
changes, or strategic priority shifts.
 It may be terminated due to catastrophic failure.

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PERPETUAL CLOSURE
Some projects never seem to end.
• These are projects that have had
numerous delays, set backs and
problems.
• Perpetual projects also suffer from
endless scope creep, add-ons and
changes.
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PERPETUAL CLOSURE
The problem with these types of projects is that:

They never achieve their goals or

objectives, due to the changes and
consistent scope screep.

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 PERPETUAL CLOSURE
Thus, the project manager needs to fix the scope
and plan for closure.
• Redefining the project scope so project closure is
forced, limiting budget or resources, or setting a
time limit can do this.
As a result, any additions that the client requests
can be viewed as a second phase of the project,
rather than the project being perpetual.
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FAILED PROJECTS
Far too often projects
close because they have
failed. There are a
number of causes for
project failure. It is not
uncommon for the client
to run out of funds, thus
permanently killing the
project.
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 • ADMINISTRATIVE CLOSURE
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• CONTRACT CLOSURE
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ADMINISTRATIVE CLOSURE
A process which defines activities,
interactions, and related roles
and responsibilities of the project
team members and other
stakeholders involved in
executing the administrative
closure procedure for the
projects.
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In this process, activities should be included:

1 2 3 4 5

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In this process, activities should be included:

6 7 8

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 CONTRACT CLOSURE
 It includes activities and interactions needed to settle
and close any contract agreements established for
the project, as well as those related to supporting the
formal administrative closure of the project.

 It involves verification that all work has been

completed correctly and satisfactorily, updating of
contract records to reflect final results, and archiving
information for future use.

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In this process, activities should be included:

1 2 3

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 THE KEY
ELEMENTS OF
PROJECT
CLOSE-OUT

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1 Verify acceptance of final project deliverables

2 Conduct post-project assessment and lessons learned

3 Conduct post-project review and evaluation

4 Recognize and celebrate outstanding project work

5 Complete and archive final product records

6 Ensure transfer of knowledge

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1 Verify acceptance of final project deliverables

 The first step of the close-out process is the customer's

acceptance of the final deliverables of the project.
 This is a critical and important step, because it signifies
that the customer agrees that the scope of the project
and its deliverables are complete and were delivered as
agreed upon by all parties.

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2 Conduct post-project assessment and lessons learned

 In addition to communicating the closure of a project in writing,

it is also advisable to have a mechanism for group review &
assessment of the project.

 Lessons learned should draw on both positive experiences–

good ideas that improve project efficiency or save money, and
negative experiences– lessons learned only after an undesirable
outcome has already occurred.

 Lessons learned sessions are a valuable closure mechanism for

team members, regardless of the project's outcome.
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The lessons learned session is typically a meeting
that includes:

• Project team
• Stakeholder representation including external
project oversight, auditors, and/or QA
• Executive management
• Maintenance and operations staff
• Project support staff

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Participants in lessons learned sessions typically discuss
questions similar to the following:

1. Did the delivered product meet the specified

requirements and goals of the project?
2. Was the customer satisfied with the end product(s)? If
not, why not?
3. Where costs budgets met? If not, why not?
4. Was the schedule met? If not, why not?
5. Were risks identified and mitigated? If not, why not?
6. Did the project management methodology work? If not,
why not?
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Participants in lessons learned sessions typically discuss
questions similar to the following:

7. What could be done to improve the process?

8. What bottlenecks or hurdles were experienced that
impacted the project?
9. What procedures should be implemented in future
projects?
10.What can be done in future projects to facilitate
success?
11.What changes would assist in speeding up future
projects while increasing communication?
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3 Conduct post-project review and evaluation

 A post-project review provides a record of the

history of a project. It provides written
documentation of the planned and actual budget,
the baseline and actual schedule, and documents
recommendations for other projects of similar size
and scope.

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The table of contents should
include the following items:

• Project organization including • General techniques used for

staffing and skills project communication
• Schedules, WBS • General techniques for
• Successful risk assessment and managing customer
mitigation techniques, e.g. expectations
what risks occurred and what • Short-tem success factors and
techniques were used to how they were met
mitigate these risks • Financial data
• Processes used for • Culture or environment
configuration management • Lessons learned
and quality assurance • Recommendations to future
project managers
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4 Recognize and celebrate outstanding project work

 Celebrating the success of completing a project

with positive reinforcement can be extremely
rewarding for project teams. When a project is
completed successfully, be certain to provide
some kind of recognition to the team. If
individuals are singled out for significant
achievements, do not forget to recognize the
entire team as well.
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5 Complete and Archiving Final Project Records

 Historic project data is an important source of

information to help improve future projects.

 All records, both electronic and hard copy should

be stored according to record retention
guidelines. The technical records will be turned
over to the personnel responsible for
maintenance and operation of the system or
program after it has been deployed.
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 A Project archives includes:

1 2 3 4
description the the a point of
of the files application location contact for
being used to where further
stored create the information
they are
archived
materials stored
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Project data to be archived:
Project Charter

Project Plan

Project Management Control Documents

• Correspondence
• Meeting Notes
• Relevant meeting notes
• Status reports
• Contract Files

Technical Documents

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Project data to be archived:

All Checklists

Information that had been placed

under configuration control

Lessons Learned

Post-project Review/evaluation

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6 Ensure Transfer of Knowledge

 Once all the project information has

been accumulated plan for knowledge
transfer where appropriate to those who
will be responsible for continued
operations. Involve the project
participants in the hand-off of
responsibility.
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IMPORTANCE
OF PROJECT
CLOSEOUT

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Confirmation of Objectives Being Met

Sense of Closure

Improving Future Engagements

Capturing the Knowledge

Tying up Loose Ends

Rewarding the Team

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1.) Confirm work is done as per the requirements

2.) Complete procurement closure

3.) Gain formal acceptance

4.) Complete final performance reporting

5.) Index and archive records

6.) Update lessons learned

7.) Hand-off completed product

8.) Release the resources

 9 Tips For
Closing A
Project The
Right Way
1. Go over every plan / timeline

• Go over every plan/timeline to make sure there

was nothing you forgot. Sometimes, when the
heat is really on during a project and you are just
trying to get to the finish line you can skip past
things accidentally. This happens, even for the
most organized PM. We all make mistakes!
2. Scour Your Notes/Messages For ‘Parking Lot’ Items

• Scour your notes/messages for anything that you

deferred from this phase if it wouldn’t fit, couldn’t be
accommodated, etc.
• For things you purposely set aside to deal with “later”,
find a solution that works for you for making what biz-
jargon folks call a “parking lot” or just somewhere you
can house things so they won’t be forgotten.
3. Write A Wrap Up Note To Your Team

• Write a wrap-up note to your team to let them

know that the project launch was successful.
• It doesn’t matter if the project was small or the
work simple – when it’s done, make sure the
team is acknowledged.
4. Close The Project With Your Client

• Wrap up the client portion of your project

to ensure they know the project has
ended (and therefore, scope has been
completed) and to congratulate them on
their new launch
5. Plan A Project Retrospective Every Time

• A retrospective is not meant to only showcase

how to fix things that went wrong, although
that tends to be the focus (especially on a
tough project).
• It’s also meant to show what went right, and
how to replicate that over other projects.
6. Ask The Client For Feedback Too

• Not all clients are open to this, and not all

companies are willing to let you ask, but if you
have a good relationship and know it won’t cause
problems, ask about what went well and what
didn’t go well.
7. Consider A Personalized Acknowledgment To Your
Teammates

• Simple things can go a long, long way in

building rapport and trust. Think about doing
something special for your team after a project,
even if it’s just bringing in their favorite treats or
buying a round at happy hour.
8. Make Sure You Follow Any Project Closure Procedure That
Your Company Or Agency Requires

• In some teams, project closure requires some

accounting updates, or possibly documentation
requirements that apply in some verticals.
• There could be any number of things that the PM is
required to do at the end of a project that you might
not think to do.
9. Take A Really Deep Breath

• Take a really deep breath, and if you can, a

nice break from work for a bit to
congratulate yourself on a job well done,
and to clear your mind for your next
launch.
• Reset for the next big wrap-up.
 The Seven
Activities of
Project
Closeout
 1
Perform project closeout
Assign one or two team members to
perform the following subtasks of
this work package:
A

 Validate and document that all the

work packages listed on the WBS
have been completed. If any work
package is not complete for some
legitimate reason, document the
reason.
B

 Review the business case

definition and charter to assure and
document that all requirements on
these documents have been
completed or resolved.
C

 Review the contract, if

there is one, to determine
that all requirements have
been met.
D

 Conduct the final project evaluation.

Each subtask should conclude with
a memo to the project manager
indicating the findings and
conclusions. Memos should be
short, simple and direct.
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Perform client closeout
 The purposes of the client closeout are to:

1. Assure that the client has accepted the

deliverables.
2.Measure the degree to which the
client is satisfied.
 SUBTASK OF CLIENT CLOSEOUT

a) requires someone to interview the client and determine

that all deliverables have been received and accepted.

b) The question of whom to survey is important. Get survey

information from all the important stakeholders in the customer
organization.
 3
Perform organizational
closeout
 Select a team member to
complete the four subtasks in
this work package:
A

 Requires the writing of a memo

to the facilities management
office stating that the project
room will be vacated on a
certain date.
B
 Releasing all borrowed or rented equipment.

 The memo or letter will need to include an

inventory of equipment being returned.

 This subtask includes reconciling any differences

between the original inventory and the return
equipment inventory.
C

 Finalizing financial records and funds is the

third subtask in this work package.

 The process and documentation must be

acceptable to the finance department; the
financial records are not reconciled until
the finance department concurs.
D

 Preparing memos of appreciation

to functional managers and other
stakeholders is a subtask of this
work package.
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Conduct Subcontractor Closeout
 The three subtasks are:

1. Determine that the subcontractors have completed

all the work for which they are responsible.

2. Reconcile the amount of monies due the

subcontractors.

3. Prepare subcontractor letters of appreciation for

each firm which performed well.
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Perform Final Risk Assessment
 This work package will require a small group of people
to perform the following risk assessment activities:

1. Identify risks
2. Estimate probability and impact
3. Stratify risks
4. Develop strategies
 The following ten categories of risks should be investigated and discussed:

1 2 3 4 5
Residual Deliverable Improper Training Maintenance
risks transference operation
 The following ten categories of risks should be investigated and discussed:

6 7 8 9 10
Fielding Cash flow Organizational Constituency Legal risks
politics acceptance
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Write the Project Final Report
 PURPOSES OF FINAL REPORT:

1. Demonstrate to upper management

that the project is indeed complete.
2. Present the final status of the
project.
The report will include the following topics:
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Conduct Team Closeout
 3.Write letters
1.Conduct the of appreciation
5.Celebrate
final lesson for functional
managers.

2.Write letters
4.Release the
of appreciation
team
for team
members.
members.
 Protects against potential risks from future disputes on scope,
contracts, warranties or expectations.

 It verifies that all project requirements have been fulfilled and

establishes future accountability for maintenance and warranties.

 Complete and well-organized documentation underscores the project

team’s credibility.

 Implementing a comprehensive, step-by-step approach to

construction management closeout procedures ensures handing over
a completed project with confidence.
Project
Closure
Report
 Is the final document that assesses the success of
the project and also catalogs project deliverables
and officially ends the project.

 The primary objective of a project closure report

is to provide a complete picture of the successes
and failures of a project.
 The important point to remember is that a final
project report is more than a simple recitation
of the history of the project; it is also an
evaluative document that highlights both the
strengths and weaknesses of the project’s
development.
The elements of the final project report include an evaluation
of a number of project and organizational factors:

• Project performance
1

• Administrative performance
2

• Organizational structure
3

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The elements of the final project report include an evaluation
of a number of project and organizational factors:

• Team performance
4

• Techniques of project management

5
• Benefits to the organization and
6 the customer
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 Closure Checklist
 a list of seemingly minor items that
must be completed before a project
can be closed. Many companies call
this closure checklist a punch list.
Onsite Project Closeout Checklist should include
the following tasks:
1. Complete all punch list items

2. Demobilize all contractors’ job storage/ trailers, temporary

facilities and equipment including temporary power poles and
lavatory facilities from the work site.

3. Deliver, organize and store attic stock (contractually required

surplus materials) such as roofing, tile, HVAC filters, ceiling tile,
etc.
4. Ensure that permanent utilities are installed, tested and
working and all project-related services and contracts, i.e.,
phone, water, power, gas and internet services are
cancelled.

5. Ensure the site is completely clean and ready for

occupancy.

6. Ensure all owner training of systems has been

completed.
Checklist to be a successful project closure

No items left over from any plans or timelines that

weren’t completed.

All items left “for later” are taken care of.

A “project is done” email/announcement has gone

out internally.

A “project is done” email has gone to the client with

important info.

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Project retrospective is done.

Feedback is collected from client.

Your teammates have been thanked appropriately by

you personally.

You’ve followed all company-required closure

procedures.

You’ve given yourself the highest high-five you can give –

outside, in the fresh air, while clearing head.

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CHECKLIST OF DUTIES

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 Some of the common reasons are:

1 2 3 4 5
Getting the The assumed Closeout Lessons learned People may
project signed urgency of all activities are analysis is viewed assume that
off discourages projects given a low simply as a because all
other closeout pressures us to priority and are bookkeeping projects are
activities. take shortcuts on easily ignored. process. unique, the
the back end. actual carryover
from project to
project is
minimal.
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 Problems
During the
Closeout
Phase
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 Everyone learns from a project, no
matter how big or small.

Experiences from one project can

strengthen our performance on future
projects, even though those projects
may be dissimilar in many ways.

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 THANK YOU!

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