4.6. Close Project or Phase

"The process of finalizing all activities across all of the Project Management Process Groups to formally complete the project or phase";

The definition shown above in italics is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute Inc., 2013

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® – Fifth Edition, Project Management Institute Inc., 2013 Figure 4-12 Page 100 Guide)

Finalizing all activities to complete the project or phase

• Handing over Deliverables
• Final User/Customer Approval
• Maintenance and Operational Arrangements
• Notifying personnel of resource release, then releasing and returning resources
• Closing registers/logs and closing files
• Comparing achievement against baseline
• Preparing and holding the Post Project Review
• Schedule the Benefits Review (Project Sponsor responsibility)
• Procurement Audits (Close Procurements)

PMBOK® Guide - authorising the subsequent phase is not part of formal phase completion.

Organizational Process Assets at Project Closure

• From the Customer formally recording acceptance and handover of the completed product, service or result to operations
• Includes the reasons why the project was taken into early termination
• Results of audits carried out at closure

- Project Files

• Updated Project Management Plan and subordinate plans, performance management and subordinate baselines, Calendars, Registers and Logs, remaining risks and unresolved issues.

- Historical Data to help going forward

• Must include lessons learned, transferred to lessons learned repository for use by future projects

Project Closure Checklist

Checklist:

• Evaluation
• Lessons learned
• Hand-over
• Celebrating our team successes

Post Project Review:

• Held immediately at project end
• Discuss what has happened, who, why, etc…
• Objective is to learn from experience
• Record for future projects
• What could be done better

Benefits Review – Project Sponsor

Good/Best practice:

• The management benefits from delivery progress information
• Identify scope for further benefits
• Compare new business with original performance
• Assess benefits realised against anticipated benefits
• Review benefits management processes
• Used to demonstrate that the project has delivered value for money to the stakeholders

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