The document discusses the major tasks of project closure which include evaluating if the project delivered expected benefits, assessing what went wrong and what contributed to successes, and identifying changes to improve future projects. It also discusses monitoring activities during project closure like checking the project's role in organizational priorities and the functioning of the project team. Finally, it outlines the typical deliverables of project closure like a final report with an executive summary, analysis, recommendations, and lessons learned.

1. Project Closure
CHAPTER FOURTEEN
Copyright © 2011 by The McGraw-Hill Companies, Inc. All
rights reserved.
McGraw-Hill/Irwin

2. Major Tasks of Project Closure
• Evaluate if the project delivered the expected
benefits to all stakeholders.
–Was the project managed well?
–Was the customer satisfied?
• Assess what was done wrong and what
contributed to successes.
• Identify changes to improve the delivery of future
projects.
14–2

3. Project Monitoring Activities
• A review of why the project was selected.
• A reassessment of the project’s role in the organization’s
priorities.
• A check on the organizational culture to ensure it
facilitates the type of project being implemented.
• An assessment of how well the project team is functioning
well and if its is appropriately staffed.
• A check on external factors that might change
where the project is heading or its importance.
• A review of all factors relevant to the project
and to managing future projects.
14–3

4. Project Closure and Review Deliverables
FIGURE 14.1
14–4

5. Project Closure
• Types of Project Closure
– Normal
– Premature
– Perpetual
– Failed Project
– Changed Priority
• Close-out Plan:
Questions to be Asked
– What tasks are required
to close the project?
– Who will be responsible
for these tasks?
– When will closure begin
and end?
– How will the project be
delivered?
14–5

6. Wrap-up Closure Checklist
TABLE 14.1
14–6

7. Implementing Closedown
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 paying all bills.
5. Evaluating the project team, project team
members, and the project manager.
14–7

8. Creating the Final Report
• Executive Summary
– Project goals met/unmet
– Stakeholder satisfaction
with project
– User reactions to quality
of deliverables
• Analysis
– Project mission and
objective
– Procedures and
systems used
– Organization resources
used
• Recommendations
– Technical improvements
– Corrective actions
• Lessons Learned
– Reminders
– Retrospectives
• Appendix
– Backup data
– Critical information
14–8

9. Project Performance Evaluations
• Reasons for Poor-Quality Project Performance
Evaluations:
–Evaluations of individuals are left to supervisors of the
team member’s home department.
–Typically measure team performance only on time,
cost, and specifications.
14–9

10. Project Closeout
Checklist

11. Project Closeout
Checklist
14–11

12. Project Audits
• In-process project audits: Project audits early in
projects allow for corrective changes, if they are
needed, on the audited project or others in
progress.
• Post project audits: These audits tend to include
more detail and depth than in process project
audits.
14–12

13. The Project Audit Process
• Step 1: Initiation and Staffing
• Step 2: Data Collection and Analysis
• Step 3: Reporting
–1.Classification
–2. Analysis
–3. Recommendations
–4. Lessons Learned
–5. Appendix
• Project Retrospective
14–13

14. Project Audits: The Bigger Picture
14–14

15. 14–15