The project closure report summarizes the transportation of the Brazil men's football team project. It details the transition plan for stakeholders from London Transit and LOCOG, as well as knowledge management and lessons learned. The project met requirements despite some minor delays, and the project manager signs off to close the project.

1. Project Closure Report
MGMT 180 – Principles of Project Management
Submitted: December 12th, 2012
Project Team: Time-Ex.
Project Objective: Transportation of the Men’s Brazil Football Team
Adam Edwards
Aneesh Maredia
Gurjot Kaurnagra

2. ProjectClosure Report 2
Transition Plan
Executivesummary:
The transitionplanwill includethe release of stakeholdersinvolvedinthe contractwithLondon
transit,and the schedule teamdevelopedbyourHR specialist.Those stakeholdersinvolvedwithLOCOG
will be ina transitionstage forfuture projectsassignedbythe LOCOG.
TransitionApproach:
The transitionapproachwill startwiththe transitionof the projectsHumanResourcesteam,
whichincludesthe transportationoperationsteam, andthe transportationscheduling team. The
transitionwill alsoinvolve collectingreportsaboutthe progressof the projectduringexecutionphase in
relationtothe projectplan.Staff will be scaleddownduringtransitionasthe Londontransitcontract
expiresatprojectclose.The stakeholdersinvolvedfromLondonTransitandourprojectsscheduling
teamwill adjournfromthe projecttotake onother projectssimilarinnature.Stakeholdersfromthe
projectinvolvedwithLOCOGwill be advisedonnew projectswithinthe organizationrelatedtothis
project.
TransitionTeamOrganization:
Last Name FirstName Organization Role Roles in Transition
Zynx John LondonTransit NavigationExpert New Contractor
Locke Allen LOCOG
Venue andTransport
Security
Transition
Martian Dylan LOCOG TransitOperationsManager Transition
Gloden Jennifer LOCOG Schedule Rep. Transition
Court Steven LOCOG AccountingRep. Transition
Steel Jason LondonTransit Road Maintenance Rep. New Contractor
Stevens Emily OlympicVenues ParkingManager New Contractor
Menezes Mano OlympicGames Team Coach New Contractor
Taris Kayla LOCOG LocationsOfficer Transition
Jain Mohit LondonTransit HighwayExpert New Contractor
Knob Alexander LOCOG Sponsor Transition
Shan Michel LondonTransit Mechanical Engineer New Contractor
Wonderland John LondonTransit
Wirelesscommunication
Operator
New Contractor
Bell Ray LondonTransit CustodianManager New Contractor
Main Ken OlympicVenues Luggage Maintainers New Contractor
Henesy Mike LondonTransit Bus driverRep. New Contractor
Holland Donald LOCOG AthletesVillage Designer Transition
Bin Tom
LondonPolice
Department
LondonTrafficPolice
Constable
New Contractor
Trades Jack LOCOG Human ResourcesManager Transition

3. ProjectClosure Report 3
Ingrid Lilly LOCOG Office Administrative Rep. Transition
Edwards Adam LOCOG ProjectManager Transition
Maredia Aneesh LOCOG AssistantProjectManager Transition
Nagra Gurjot LOCOG AssistantProjectManager Transition
User Accountsand Passwords:
User accountsfrom this projectwill be transitionedtothe systemadministratorof the LOCOG.
The schedulingdepartmentof thisprojectwill administerarecord of all accounts that are to be
transitionedorhave beendisabled.Thisreportwill be approvedbythe projectmanager.
Knowledge Management
Knowledgefromthisprojectshouldbe handedtoincumbentstaff throughthe LOCOGto new
contractors of similarprojects.The LOCOGwill store informationfromthisproject,suchasquality
reports,riskregisters,and communicationregisterstobe usedina file relatedtofuture projectsof the
same topic.LOCOG has a staff that keepsandmanagesthese files;we willmake sure theyhave the
properand requireddocumentation.Thisknowledge shouldbe usefulforourprojectsstakeholders
involvedinthe LOCOG,astheymay use the knowledge astemplatesforfuture projectsuccess.
Closeout Report
LessonsLearned:
-ContingencyPlansforsicknessesorlossof workersare a great additiontoservice andmaterial
contracts
-The variousotherprovidersof transportationshouldall be checkedfirstbefore consideringthe use of
the city’smaintransportationsysteminthe citythe projectwill take place
- There mayneedto be more than one meetingonstakeholdersandtheircultural relevancies,inwhich
there ismore emphasisontheirinput
- It isimportantto developthe teamasa whole,especiallyinprojectswhere theremaybe more than
one skillssetdepartmentof humanresources
-The riskregisterof thisprojectshowshow itis importantfora projectmanagerto be skillful with
implementingchange requeststoavoidprojectfailure orstakeholderdissatisfactioninthe project.

4. ProjectClosure Report 4
PostProjectReview:
Our projectmetthe requirementsandransmoothlyforthe most part.We were laterthan
expectedontwopick-uptimes,butthiswaspartiallybecause of faltering communicationsfromthe
LocationsOfficer,andalsoan emergencythatoccurredwithone of our busdrivers.Anotherbusdriver
was summoned,andwe were only20minslate on the pick-up.Ourschedulingteamkeptourproject
and customersupto date on contingencyplans,andusedone of the back upplansto assure the project
wouldnotbe hindered.The busdrivermade a quick recovery,andour substitute driverwasallocated
back to Londontransit.The Brazil Team managerwaspleasedwithourquickaction,andthe teamdid
not mindthe wait,as theyusedsome extratime tocelebrate andvisittheirfans.
ProjectAcceptance:
Role Name Signature Date
Sponsor
ProjectManager
Team Member
Team Member
SubjectMater Expert
OtherStakeholder
ProjectManager:
I herbyrelease projectresourcesandensure thatall tasksof the Managing and Planningof the
Transportationof the Brazil Men’s Football Teamforthe 2012 OlympicGameshave beencompleted.