This document discusses project control and closing processes. It describes monitoring project work, which involves tracking performance against the project plan and identifying variances. It also discusses administering procurements, including monitoring vendor work and conducting procurement reviews. The document outlines reporting project performance through tools like variance analysis and communication methods. Finally, it describes closing the project through activities like getting customer acceptance, releasing resources, and creating a final report with an executive summary and lessons learned.

1. 13 – Project Control & Closing
Management
Project Management Training
Created by ejlp12@gmail.com, June 2010

2. Project Control & Closing Management
Monitoring and Controlling Project Work
The processes in the Monitoring and Controlling process group concentrate on
monitoring and measuring project performance to identify variances from the project
plan and get it back on track.
The Monitor and Control Project Workprocess is concerned with monitoring all the
processes in the Initiating, Planning, Executing, and Closing process groups.
Monitor and Control Project Work Inputs
The inputs of this process include project management plan, performance reports,
enterprise environmental factors, and organizational process assets. The enterprise
environmental factors input in this process includes elements like standards, work
authorization systems, risk tolerances of your stakeholders, and project
management information systems.

3. Project Control & Closing Management
Monitor and Control Project Work Outputs
The outputs of the Monitor and Control Project Work process will also look familiar.
They are as follows:
• Change requests
• Project management plan updates
• Project document updates
Contracting Inputs
• Administer Procurements has six inputs:
• Procurement documents
• Project management plan
• Contract
• Performance reports
• Approved change requests
• Work performance information

4. Project Control & Closing Management
Work Performance Information
Work performance information concerns monitoring work results and examining the
vendor’s deliverables. This includes monitoring their work results against the project
management plan and making certain activities are performed correctly and in
sequence.
Procurement Performance Reviews
Procurement performance reviews examine the seller’s performance on the contract
to date. These reviews can be conducted at the end of the contract or at intervals
during the contract period. Procurement reviews examine the contract terms and
seller performance for elements such as these:
• Meeting project scope
• Meeting project quality
• Staying within project budgets
• Meeting the project schedule

5. Project Control & Closing Management
Inspections and Audits
• Performance Reporting
• Payment Systems
• Claims Administration
• Records Management System
Managing Contract Outputs
The outputs to the Administer Procurements process are as follows:
• Procurement documentation
• Organizational process asset updates
• Change requests
• Project management plan updates

6. Project Control & Closing Management
Establishing Performance Measurements
As mentioned, the Monitoring and Controlling process group concentrates on
monitoring and measuring project performance to identify variances from the project
plan. Report Performance is the process where the collection of baseline data
occurs and is documented and reported.
Report Performance Inputs
You’ve examined most of the inputs to the Report Performance process previously.
They are as follows:
• Project management plan
• Work performance information
• Work performance measurements
• Budget forecasts
• Organizational process assets

7. Project Control & Closing Management
Report Performance Tools and Techniques
The following are tools and techniques of this process:
• Variance analysis
• Forecasting methods
• Communication methods
• Reporting systems
Report Performance Outputs
The Report Performance process has several outputs:
• Performance reports
• Organizational process assets updates
• Change requests

8. Project Control & Closing Management
Project Closure
Closing out a project includes a daunting number of tasks. In the past and on
small projects the project manager was responsible for seeing all tasks and loose
ends were completed and signed off.
The three major deliverables for project closure are described below
1. Wrapping up the project. The major wrap-up task is to ensure the project is
approved and accepted by the customer.
2. Evaluation of performance and management of the project. Evaluation includes
team, individual team members, and project manager performance.
3. Retrospectives. Retrospectives of lessons learned are designed to improve
performance on current and future projects

9. Project Control & Closing Management
Types of Project Closure
The different types of closure are identified here:
Normal The most common circumstance for project closure is simply a completed
project. For many development projects, the end involves handing off the
final design to production and the creation of a new product or service line
Premature For a few projects, the project may be completed early with some
parts of the project eliminated. For example, in a new product development project,
a
marketing manager may insist on production models before testing.
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. At some
point the review group should recommend methods for bringing final closure to this
type of project or the initiation of another project. For example, adding a new feature
to an old project could replace a segment of a project that appears to be perpetual.

10. Project Control & Closing Management
Failed Project Failed projects are usually easy to identify and easy for a review
group to close down.
Changed Priority Organizations’ priorities often change and strategy shifts
directions. For example, during the 2008–10 financial crisis organizations shifted
their focus from money-making projects to cost savings projects.
Closure Activities
Implementing closedown
includes the following six major 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.

11. Project Control & Closing Management
Creating the Final Report
Executive Summary This summary simply highlights the key findings and facts
relating to the project implementation.
Review and Analysis Data are collected to record the project history, management
performance, and lessons learned to improve future projects.
Recommendations Usually, review recommendations represent major
improvement actions that should take place.
Lessons Learned Perhaps lessons learned are the most valuable contribution of
the closure process. Given the process evaluation and input from the stakeholder
meetings, lessons learned should be succinctly and clearly set out.
Appendix The appendix may include backup data or details of analysis that
would allow others to follow up if they wished.

12. Thank You
.