The document outlines a project proposal for relocating a software development lab from Building One to Building Three at Acme Corporation. The move must be completed by April 30, 2017. The project will benefit multiple stakeholders, including providing additional space for the Sales Department in Building One and a larger facility with newer equipment for the Software Development Lab. The project objectives are to relocate identified employees and equipment with no interruptions to lab performance. Required resources and timelines are provided, with the new location available starting March 1, 2017. Communication will be important to update all impacted employees.

1. Project Close-Out Paper Grading Guide
CPMGT/300 Version 10
3
Project Closeout Paper Grading Guide
CPMGT/300 Version 10
Project Management
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Individual Assignment: Project Closeout PaperPurpose of
Assignment
The final phase of the project, closing the project, completes the
phases of the project. Project closure is summarized through
identifying the final deliverables, customer acceptance, and
post-implementation review. How the project is termed a

2. success, lessons learned, communication to stakeholders, and
disbursement of the project team are areas to be addressed.
Grading Guide
Content
Met
Partially Met
Not Met
Comments:
The student discusses the project closeout process for the
team’s project.
The student addresses how customer final approval will be
received.
The student addresses criteria to be met for the customer to
agree that the project is successfully completed.
The student includes the lessons learned as the project is
completed, such as what was done well and what could have
been done better.
The student addresses the project team roll off, including what
happens to the project team members and how soon they can
roll off the project.

3. The student includes expectations on what forms
communication to stakeholders will take on.
The paper is 1,050 to 1,400 words in length.
Total Available
Total Earned
7
#/7
Writing Guidelines
Met
Partially Met
Not Met
Comments:
The paper—including tables and graphs, headings, title page,
and reference page—is consistent with APA formatting
guidelines and meets course-level requirements.

4. Intellectual property is recognized with in-text citations and a
reference page.
Paragraph and sentence transitions are present, logical, and
maintain the flow throughout the paper.
Sentences are complete, clear, and concise.
Rules of grammar and usage are followed including spelling and
punctuation.
Total Available
Total Earned
3
#/3
Assignment Total
#

5. 10
#/10
Additional comments:
Notes from the professor:
You are on the right rack with your quality training manual.
Great structure and format. You also covered the different
points for unit 1 - history of TQM and why quality is needed.
One of the requirements for this task, is also to identify a
specific company for which you are creating this manual. This
could be a real or fictitious company. Please also identify the
name of the company in your title page and the introduction
paragraph.
Notes from the professor:
You are on the right rack with your quality training manual.
Great structure and format. You also covered the different
points for unit 1 - history of TQM and why quality is needed.
One of the requirements for this task, is also to identify a
specific company for which you are creating this manual. This
could be a real or fictitious company. Please also identify the
name of the company in your title page and the introduction
paragraph.
1
3

6. Project Proposal
Project Proposal
Project Choice and Rationale
Our team project consists of moving the software development
lab located in Building One to the newly completed Building
Three facilities at the main corporate campus for Acme
Corporation. The move of the software development lab must
take place after March 1, 2017, and be completed by April 30,
2017, to ensure the building one space is available for use by
another Acme group. The group chose this project based on
shared experiences dealing with information technology and
department moves. The team members felt this type of project
would allow each member of the team to contribute to the final
project.
Project Stakeholder Benefits
The Sales Department will benefit by gaining access to the
freed up space; this will benefit them to have additional
conference rooms that are central to their location. The
Software Development will profit from this project by obtaining
a larger facility and newer equipment required to meet future
research and development (R&D) requirements set by corporate
direction. All employees with have increased productivity as
there will be better data connectivity in the new location.
Acme’s Customers will benefit indirectly as Acme will be able
to provide customers with an increase in product selection
throughout the upcoming years. Acme’s Vendors will also
benefit from the move as they will see an increase in demand
for new and additional equipment and support required by the
increasing lab space. Lastly, Acme’s Management and
Shareholders will see an increase in the probability that the
Software Development Group will meet their 2017 goal of
increasing final product output by 10 percent.
Project Overview
Recent explosive growth projections have prompted Acme
Corporation to issue several directives for the 2017/2018 fiscal

7. years. Two of the directives require the Software Development
Lab located in Building One to move into a larger space in
Building Three. The need to move the software lab has
prompted the creation of this project to undertake the
management of the tasks associated with the relocation. These
tasks include the preparation of the new location, movement of
current equipment, selection of employees that must move, and
acquisition of new lab equipment. The success of this project
will be measured by the successful removal of identified
hardware and personnel on or before the designated dates from
building one to the building three.
Project Mission and Objectives
The project mission is the successful relocation of the software
development lab on or before April 30, 2017, into a facility
twice the current size with additional space available for future
new hires. The primary objectives include the relocation of
identified employees and lab equipment with no perceived
interruptions to lab performance.
Project Funding
The sales group has agreed to pay 10 percent of the lab
relocation costs or up to a preset contribution cap, whichever
amount is less. The contribution by the sales group cannot be
increased. The cost to relocate the employees and associated
standard office equipment (printers/monitors/etc.) will come
directly from the facilities budget allocated by the Building
Three project funding. The remaining funding for relocation,
lab setup, and new resource acquisition will come from the 2017
R&D budget up to a preset maximum spend set by the board of
directors. The funding amount cannot be increased without
direct written approval from three of the five directors tasked
with the oversight of the R&D budget funds.
Project Timeline
The new location in building three is not available until March
1, 2017, and the Building One site must be vacated by close of
business on or before April 30, 2017. While the physical
relocation of resources has a limited time window, other tasks

8. including the identification of employees and equipment can
begin once the project is approved.
Resource Requirements
To complete the lab relocation the following tangible and
intangible resources are required:
Crown Moving Company will be required to provide the
necessary equipment, packing materials, and physical labor to
perform the actual move in three stages at the corporate contact
rates.
Human Resources which will include a selected individual from
department to act as liaison between this project team and their
department with the authority to provide information and
commitments to agreed move schedules. Departments would
include: IT, Software Development Groups, Facility, the Sales
Conference Room Project Team, and the Building Three Project
Team.
Documentation Resources to include detailed equipment and
network layout blueprints to ensure the current lab can be
recreated in the new location. Complete lists regarding which
equipment and employees are being moved, along with a list of
new equipment to be purchased and installed in the new lab.
Lab equipment usage schedule which will include the programs
and equipment being used and the dates those systems will be
available to move along with backup resources that can be used
to provide coverage for down equipment.
Project Team Assembly and Sponsorship
There are a number of important steps needed to assemble,
develop, and manage a project team. Acme can be successful in
the move by building the right team of individuals.
Communication is vital to the team; it must be accurate and on-
time. Specifically for the move, it will be necessary that all of
the impacted employees, staff, and management receive some
form of communication to provide the project status. The
chosen project manager will have to lead the project team, help
to identify overcome barriers, and ensure activities align to the
scope.

9. Having a project sponsorship is necessary for a project.
Furthermore, project leadership also holds values on a projects’
success. The project sponsor will provide the financial backing
for the project and initialize the project goal(s). Hence, the
Facilities Team and Sales Team will be a part of the decisions
made in the project. Together, the project manager and sponsors
at Acme can make the project execution can go smoothly.
Conclusion
The teams at Acme have a future of productivity ahead of them.
This will be largely in part to the project move. Once the teams
have moved the Sales Department will gain space for additional
conference rooms. Likewise, the Software Development
departments will have access to new and existing equipment,
faster data access, and produce higher outputs. It is up to the
project manager and sponsor to ensure the resources are
accounted for and the tasks for moving are carefully and
sequentially carried out within the specified date for project
completion.
References
Cobb, A.T. (2011). Leading Project Teams: The Basics of
Project Management and Team Leadership (2nd ed.). Retrieved
from
https://phoenix.vitalsource.com/#/books/9781483342375/cfi/6/2
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