A review of the actions that are essential for successfully closing a project.

1. Section & Lesson #:
Pre-Requisite Lessons:
Complex Tools + Clear Teaching = Powerful Results
Closing a Project
Six Sigma-Control – Lesson 11
A review of the actions that are essential for successfully closing a project.
Introduction #05 – Project Financial Savings
Introduction #10 – Project Storyboard
Lean #13 – Adapting Lean to DMAIC Flow
Six Sigma-Control #02 to #10 – All Prior Control Phase Lessons
Copyright © 2011-2019 by Matthew J. Hansen. All Rights Reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted by any means
(electronic, mechanical, photographic, photocopying, recording or otherwise) without prior permission in writing by the author and/or publisher.

2. Is the project ready to be closed?
o How do you know when the project is done?
• At a minimum, all of the actions below should be complete.
 If these are not done, then go back to your team to learn why they aren’t done and try to complete them.
o If all of the above actions are done, then there are a few final steps to close the project.
• These final steps will help ensure all communication is properly done with the team, the project
leadership (Sponsor & Champion), and any other potential stakeholders.
Copyright © 2011-2019 by Matthew J. Hansen. All Rights Reserved. No part of this publication may be
reproduced, stored in a retrieval system, or transmitted by any means (electronic, mechanical, photographic,
photocopying, recording or otherwise) without prior permission in writing by the author and/or publisher.
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Improvement Actions
Are all actions complete (and updated) on the Implementation Plan?
If any implementation actions were cancelled, were the cancellations agreed upon by the team?
Are methods defined and in-place for measuring the improvements?
Post-Improvement Actions
Have a reasonable # of measurement periods passed since improvements were implemented?
Has the data collection method been validated by the team? (e.g., does it need a MSA or FMEA?)
Have control charts been built and analyzed for measuring the improved process?
Does the process appear to be in control? (i.e., no test failures and w/in control limits?)
Does the process appear to meet the customer req’ts? (i.e., w/in customer spec limits?)
Pre-Closure Actions
Are Lean tools in-place & effective in the process? (e.g., 5S, kanban, poka-yoke, etc.)
Has a Control Plan been built and approved by the team?
Have Standard Operating Procedures (SOPs) been built and approved by the team?
Has the type and amount of financial benefits been calculated & validated by Finance?

3. Why do we need formal project closure?
o Is a formal project closure really necessary?
• Yes! Though the team may act like the project is done, the formal closure is essential.
o Why is the formal project closure so essential?
• It assures that the gains from the project will be sustained after the Black Belt leaves.
• It gives confidence to the team and leadership that the problem is fixed and won’t reoccur.
• It formally transfers management of the project improvements back to the right owners/SMEs.
 The Process Owner benefits from the successful results of the project.
 The Process Owner is more likely to provide support for future projects.
 Counteracts the “project of the month” mentality among employees.
 Other employees will see how the tools were applied toward achieving successful results.
Copyright © 2011-2019 by Matthew J. Hansen. All Rights Reserved. No part of this publication may be
reproduced, stored in a retrieval system, or transmitted by any means (electronic, mechanical, photographic,
photocopying, recording or otherwise) without prior permission in writing by the author and/or publisher.
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4. Confirm Project Closure with Sponsor
o The project isn’t closed until it’s confirmed by the Sponsor.
• If the team agrees the project is done, then it should be reviewed with the project Sponsor.
• If possible, invite the entire team to participate in the review with the Sponsor.
 The team will greatly appreciate the opportunity to meet with the Sponsor and add to the discussion.
o Tips for the final review with the Sponsor:
• Keep the review meeting brief (no more than 30 minutes); allow time for discussion.
• Use the project storyboard as your guide for discussion.
 Don’t review the entire storyboard. Stick to re-stating the problem, the improvements, and the results.
 Don’t review the Measure or Analyze phase elements unless the Sponsor asks about them or they’re
relevant to the improvements or results.
• Always give credit to the team; include specific examples of their contributions, if possible.
• Ensure you specifically ask the Sponsor: “Do you agree in closing the project?”
 This may seem obvious, but it’s always good to ask it to avoid any potential confusion later.
• Ensure you specifically ask the Sponsor: “Do you agree with the benefits from the project?”
• Ask the Sponsor if there are any other stakeholders that should view the project results.
o What if the Sponsor can’t or won’t meet for the final review?
• If the scale/scope of the project is relatively small, then notify the Sponsor in writing.
 If the Champion (and rest of team) want to close the project, then inform the Sponsor of that and give
them an opportunity to reply or keep the project open if they disagree.
 Don’t wait for a reply from the Sponsor before officially closing it.
• For projects that are large or yield large benefits/results, continue pursuing a formal review.
Copyright © 2011-2019 by Matthew J. Hansen. All Rights Reserved. No part of this publication may be
reproduced, stored in a retrieval system, or transmitted by any means (electronic, mechanical, photographic,
photocopying, recording or otherwise) without prior permission in writing by the author and/or publisher.
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5. More Actions After the Project is Closed
o Though the project may be formally closed, there are still a few wrap-up actions:
• Send a follow-up email to the Sponsor confirming project closure.
 Include an electronic copy of the storyboard and any other referenced materials.
 Re-state any follow-up actions the Sponsor requested including any other stakeholder reviews.
• Hand-off any additional opportunities or findings from the project.
 If there were any other findings that were discovered but not included in the improvements or results,
then ensure they are reviewed with the pertinent stakeholders affected by the findings.
 If these additional findings become new projects, then be ready to lead/support them as needed.
• Compile & store all electronic project files in a shared location accessible by the team.
 The team may need access to the source files used for future referencing.
 Any raw data used for analysis should identify its source and how, when & where it was pulled.
• Send the team a brief summary about the project.
 It should summarize in 2 to 3 sentences the problem statement and project results.
 It can be useful for each team member’s performance evaluation or even on their resume.
Copyright © 2011-2019 by Matthew J. Hansen. All Rights Reserved. No part of this publication may be
reproduced, stored in a retrieval system, or transmitted by any means (electronic, mechanical, photographic,
photocopying, recording or otherwise) without prior permission in writing by the author and/or publisher.
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6. Celebrate the Results with the Team!
o Take time to celebrate the results with the team.
• Schedule a team luncheon (off-site or pot-luck) or get a cake.
 If the results are significant, then don’t be afraid to ask the Sponsor if they’ll pay for the luncheon/cake.
• Ask the Sponsor if they’ll support giving awards to the team.
 If the project yielded big financial benefits, don’t be afraid to ask the Sponsor for monetary awards.
 Non-monetary awards can include certificates with the brief project summary signed by the Sponsor.
• “Say cheese!”
 Don’t forget to take pictures of the team during the celebration process.
o Why do we need to formally celebrate the project results?
• Though it’s not required, it could help in the following ways:
 Success breeds success – share the success to help encourage more success.
 People on a successful team are more willing to serve on future teams.
 The team’s work deserves recognition.
– Remember, they used advanced statistical tools to resolve a critical problem for the
business that had no known solution.
 People generally appreciate this kind of formal closure and recognition.
Copyright © 2011-2019 by Matthew J. Hansen. All Rights Reserved. No part of this publication may be
reproduced, stored in a retrieval system, or transmitted by any means (electronic, mechanical, photographic,
photocopying, recording or otherwise) without prior permission in writing by the author and/or publisher.
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7. Practical Application
o Identify at least 2 team projects or initiatives you worked on in your organization.
• Ask yourself the following for each example:
 Was there ever a formal closure done for the project?
– If not, then why not?
– What negative effects could the lack of closure have caused the team members?
– How did the lack of closure affect the ultimate results and buy-in from the project?
Copyright © 2011-2019 by Matthew J. Hansen. All Rights Reserved. No part of this publication may be
reproduced, stored in a retrieval system, or transmitted by any means (electronic, mechanical, photographic,
photocopying, recording or otherwise) without prior permission in writing by the author and/or publisher.
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