ABC Company Hardware Upgrade Project Closure Report

Running Head: Project Overview Statement 1
Project Overview Statement 3
Project Overview Statement
Krishna Marepalli - 170068
Harrisburg University
PMGT 540-50
PROJECT OVERVIEW STATEMENT
Project Name
Hardware Deployment for ABC Company
Project No.
Project Manager
Krishna Marepalli
Problem/Opportunity
ABC company has had serious challenges emanating from its
hardware system, which has posed major shortfalls in the proper
functioning of the company. The software system cannot
function well with the current old-hardware in place. The
central processing unit, computer data storage, monitor,

motherboard, graphic card, keyboard, and sound card are not
completely compatible with the current software and therefore
the need to deploy a more current hardware. In the past, the
ABC company staffs have been raising complains of non-
response from the current hardware to the newly innovated
software in the market. There has also been a total failure from
some other parts like motherboard and keyboard of the
computer system. Therefore, deploying a new hardware system
in the company would enable solve the challenges ABC staff
were undergoing with the old hardware. The company programs
and other activities would run very smoothly with the newly
deployed hardware in place (Kerzner & Kerzner, 2017).
Goal
The main goal of the new hardware deployment is to ensure
ABC company and their staffs easily get operations executed
with advance technological appliances. All its software and
hardware are compatible and easy work.
Objectives
· To deploy the most current hardware system to ABC company
· Ensure compatibility between the current software and the
newly deployed hardware.
· To provide all ABC Company staffs access the newly deployed
hardware system.
· Improve the overall functionality and efficient program
progress of ABC Company by hardware deployment.
· Decommission the already existing hardware system.
Success Criteria
· The new hardware is deployed, and all old hardware
decommissioned.
· All ABC staff can efficiently work and increase the
productivity of the company.
· The new hardware system becomes very reliable and efficient
for use by the ABC Company.
· The efficient flow of work is once again assured by the newly
deployed hardware (Kerzner & Kerzner, 2017).
Assumptions/Risks/Obstacles.

· A brief training on ABC staff would be carried out for
acquaintance with the newly deployed hardware.
· An assumption is that it would take a little longer time for the
new hardware to be fully deployed and the staff to get used to
it.
· Absenteeism by any staff during the training on the use of the
new hardware would be very risky.
· Availability of knowledgeable staff on matters deployment of
new hardware would create a major obstacle during the actual
deployment (Burgess, 2018).
References.
Burgess, A. (2018). AI in Action. In the Executive Guide to
Artificial Intelligence . Deploy systems faster with services that
reduce cost & demands on your IT staff. (pp. 73-89). Palgrave
Macmillan, Cham.
Kerzner, H., & Kerzner, H. R. (2017). Project management: a
systems approach to planning, scheduling, and controlling.
Hardware system in computers. John Wiley & Sons.
ScaleTopicCriteriaMax5CommentsContent
Based on / includes Stakeholder feedback
What went right
What went wrongFully met2020Clarity
Used Project Closure Template or similar object
Sufficient detail in reportMet2020Professionalism and writing
styleFully met2020SubmissionParticipation / Effort /
Principles4040CommentAssignment total100100
Unit 11 - Upload your Project Closure Report
Project Closure Report Your project is now complete! It is now
time to close the project. This is a very important step that
many organizations don't take the time to do.
Closing a project involves the following 6 steps:
1.Get client acceptance of the deliverables (this should be a
formal written sign-off)
2.Ensure that all deliverables are installed

3.Ensure that the documentation is in place
4.Get client sign-off on the final report
5.Conduct the post-implementation audit
6.Celebrate the success
For this assignment, use the Project Closure Report Template to
Prepare a Project Closure Report for your project.
In order to prepare a complete Project Closure Report, you will
need to assume that you have project stakeholders that have
provided you with feedback and you need to include that
feedback in your report.
A link to a Project Closure Survey is provided below. You could
use this type of document to gather feedback from your
stakeholders when closing your project.
Think through your project and consider your own experience
with projects.
Use the Evaluation Questions on page 609 in Chapter 13 of the
Dynamic Scheduling textbook (Ambriz).
Use all of this information to identify areas that may have gone
well and areas that may need improvement on future projects.
All sections of the Project Closure Template may not be
relevant to your project and, therefore, do not need to be
included, however, please make certain that your report is
complete.
Please note that if you are already involved in project
management and have a different template that you use for
Project Closure Reports, you are permitted to use that format
for this class, otherwise, please use the provided template.
Here are some example Deliverable Acceptance Documents
(Doc1, Doc 2), a Lessons Learned and Example Closure
Reports.

Project Closure Survey
Project Closure Report Template
Project Title
Company Name
Closure Report
Project Manager:
Date:
Version:
Version History
ID
Changes
Date Created
Author
Table of Contents
4Project Summary
5Project Results
5Scope
5Cost
5Schedule
6Success Criteria
7Key Lessons Learned

8Project Assessment
9Project Manager Assessment
10Team Assessment
11Action Items / Future Projects
12Project Acceptance
Project Summary
Project
Objectives
What were the primary objectives for this project?
Project manager
Sponsor
Start date
Planned completion date
Actual completion date
Project Results
Scope
Deliverable description
Were All Requirements Met?
Comments
Cost
Budget Item

Planned Cost
Actual
Cost
Variance
Comments
Salaries
Other internal expenses
Consulting expenses
Capital expenditures
Schedule
Deliverable Description
Planned Completion
Actual Completion
Variance
Comments

Success Criteria
Criteria
Status
Comments
Key Lessons Learned
What are the most important lessons learned during this project?
Project Assessment
Areas to Improve
Comments
Business case development
Initiation
Requirements definition
Planning
Controlling
Executing

Closing
Other
Project Manager Assessment
Areas to Improve
Comments
Integration management
Scope management
Cost management
Time management
Quality management
Risk management
Communication management
Procurement management

Human resources management
Other
Team Assessment
Areas to Improve
Comments
Professionalism
Collaboration
Teamwork
Conflict management
Responsiveness
Other
Action Items/Future Projects
What remains to be done on this project or as a result of this
project?
Project Acceptance

Signature of sponsor
Printed name of sponsor
Date
Signature of project manager
Printed name of project manager
Date
� Yes: all requirements were met; some: some of the
deliverable requirements were met; no-approved: deliverable
was dropped from project but change request was submitted; no-
unapproved: deliverable was dropped from project but change
request was not submitted
� Met: criteria were met; not met: criteria were not met
© Global Knowledge Training LLC
Closure Survey
Note: These questions are examples and the various areas
correlate to the closure report template. Modify these questions
to fit your organization. Be sure to include project team
members, project sponsors, and stakeholders in the people who

respond to the closure survey. You may also want to have a
closure workshop where project team members can discuss key
lessons learned.
Key Lessons Learned
#
Question
Agree
Neutral
Disagree
N/A
Comments
1
The project schedule was met.
2
The project came in on or under budget.
3
The deliverables on the project met their requirements.
4
The project met the original business benefits.

5
This project was successful.
6
The team was happy with the project result.
7
Senior management was happy with the project result.
8
The project met customer needs.
9
The project met its objectives.

#
Question
Comments
1
What are the top three most effective things that were done on
this project?
2
What are the top three least effective things that were done on
this project?
3
For future project teams working on similar projects, what
would you want them to learn from this project?
Project Assessment
Business Case Development
#
Question
Agree
Neutral
Disagree
N/A
Comments
1
The project business case was convincing.

2
The alternatives to the project were thoroughly researched.
3
The project fit with the corporate strategic objectives.
4
The project met the customer need as defined through market
analysis.
5
The project makes the organization more competitive in the
market.
Initiation
#
Question
Agree
Neutral

Disagree
N/A
Comments
1
The project scope was well defined.
2
Project assumptions were identified.
3
Project constraints were identified.
4
Project risks were identified, qualified, quantified, and
prioritized effectively.
5
The team understood whether sponsors felt that scope, schedule,
or cost was the most important element.

6
The initial deliverables were clearly defined.
7
The target timeline was realistic.
8
The project had clearly defined, measurable success criteria.
9
Roles and responsibilities on the project were defined and
clearly communicated.
10
The project organization structure was defined and everyone
was told his or her roles.

Requirements Definition
#
Question
Agree
Neutral
Disagree
N/A
Comments
1
The people who needed the product defined requirements.
2
The right people in the company were involved in defining
requirements.
3
Official signoff was obtained on the requirements.

4
The requirements were clear and concise.
5
The team clearly understood the goals and objectives of the
project because of the quality of requirements.
6
Technical documents were effectively completed (architecture,
functional/technical specifications, use cases, etc.).
Planning
#
Question
Agree
Neutral
Disagree
N/A
Comments
1
Project deliverables were well defined.

2
The work breakdown structure was thorough.
3
The team members who performed the work developed the work
breakdown structure.
4
The project budget was thorough.
5
The project cost benefit analysis was complete.
6
Business processes that needed to change were identified.

7
Training needs were identified.
8
A communication plan was created in conjunction with the team
and stakeholders.
9
Quality expectations for project deliverables were clearly
defined.
10
Procurement needs were identified.
11
The procurement process (RFI/RFP) was followed.

12
Vendor contracts were appropriately developed.
13
Project resources were secured.
14
The project schedule included all project work.
Controlling
#
Question
Agree
Neutral
Disagree
N/A
Comments
1
A formal change control process was followed to manage
project scope.

2
project budget changes.
3
project schedule changes.
4
Status reports were distributed on a regular basis.
5
Ongoing status reports were received from the vendor.
Executing
#

Question
Agree
Neutral
Disagree
N/A
Comments
1
Project deliverables were met.
2
The communication plan was followed.
3
Test cases were developed.
4
Test cases were executed.
5
The project deliverable met the defined quality standards.

6
Training materials were developed.
7
Training was effectively delivered.
8
New business processes were developed.
9
New business processes were implemented.
Closing
#
Question

Agree
Neutral
Disagree
N/A
Comments
1
Project deliverables were formally accepted.
2
Vendor contracts were formally ended.
3
Knowledge was transferred from vendors to employees.
4
Project deliverables were transitioned into production and onto
maintenance schedules.
Other
#

Comments
1
Include any additional comments about the project.
Project Manager Assessment
Integration Management
#
Question
Agree
Neutral
Disagree
N/A
Comments
1
The project followed the organizational project methodology.
2
The project was initiated through a project charter.
3
The project manager involved team members in analysis of
requested changes.

4
The project manager kept the team informed as to project
progress.
5
The project work breakdown structure was used to monitor the
project progress.
6
The project manager effectively managed the project.
Scope Management
#
Question
Agree
Neutral
Disagree
N/A
Comments
1
A formal change control process was used to control changes to
the initial project scope.

2
Changes to project scope were effectively managed.
3
Scope changes were effectively estimated.
Cost Management
#
Question
Agree
Neutral
Disagree
N/A
Comments
1
the initial project budget.
2

Changes to project cost were effectively managed.
3
The budget was adequate.
4
The costs of changes were effectively estimated.
Time Management
#
Question
Agree
Neutral
Disagree
N/A
Comments
1
the initial project schedule.

2
Changes to project schedule were effectively managed.
3
The schedule adjustments because of changes were effectively
estimated.
Quality Management
#
Question
Agree
Neutral
Disagree
N/A
Comments
1
The project had a quality management plan.
2
The quality management plan was followed.

3
The project manager monitored deliverables to ensure that they
met quality standards.
4
Deliverables met quality standards set for the project.
Risk Management
#
Question
Agree
Neutral
Disagree
N/A
Comments
1
Risks were identified early in the project.
2
A thorough risk response plan was created.

3
Additional risks were identified thorough the project.
4
Risks were monitored on an ongoing basis during the project.
5
New risks were communicated to the project team.
6
Risk management was a team effort.
Communications Management
#

Question
Agree
Neutral
Disagree
N/A
Comments
1
The project manager provided team members with information
that allowed them to understand the purpose and scope of the
project.
2
An effective project kickoff meeting was held.
3
Regular team status meetings were held.
4
Team meetings were effectively managed.

5
Issues were clearly communicated.
6
Effective status reports were distributed based on the agreed
upon communication plan.
7
The project manager quickly responded to communication
requests.
Procurement Management
#
Question
Agree
Neutral
Disagree
N/A
Comments
1
The project manager identified appropriate potential vendors.

2
The project manager used the RFI/RFP process effectively.
3
The project manager effectively managed the vendor
relationship.
4
The project manager effectively transitioned vendor knowledge
to full-time employees before the vendor relationship ended.
5
The vendor provided deliverables that met quality standards.
6
The vendor provided deliverables on time.

7
The vendor provided deliverables within budget.
Human Resources Management
#
Question
Agree
Neutral
Disagree
N/A
Comments
1
Project sponsors were engaged during the project.
2
Project sponsors effectively supported the project.
3
The project manager gave realistic expectations about how

much effort would be required for each team member.
4
The project manager had an effective rewards system for high
performing team members.
5
The project was effectively staffed.
6
The project organizational structure was effective.
Other
#
Comments
1
Include any additional comments about the project manager.
Team Assessment

Professionalism
#
Question
Agree
Neutral
Disagree
N/A
Comments
1
The team was respectful of each other at all times.
2
Team expectations were clearly set at the start of the project.
3
Team members had the appropriate skills to complete project
work.
4
Team members knew their roles and responsibilities.

5
The team had experience with the technology used on this
project.
6
Team members effectively fulfilled their roles and
responsibilities.
7
Team members received appropriate training that effectively
helped complete the project deliverables.
Collaboration
#
Question
Agree
Neutral
Disagree
N/A
Comments
1
Team members worked well together.

2
Team members were willing to assist each other even if the
assistance was not part of their original responsibilities.
Teamwork
#
Question
Agree
Neutral
Disagree
N/A
Comments
1
The team worked as a cohesive unit.
2
Members of the team were aware of what other team members
were working on.
3

The team communicated effectively.
Conflict Management
#
Question
Agree
Neutral
Disagree
N/A
Comments
1
Issues between team members were resolved quickly and
appropriately.
2
Inappropriate behavior was not acceptable on this project.
3
There were consequences for not completing work. or being part
of the project team.

4
There were consequences for not working as part of the team.
Responsiveness
#
Question
Agree
Neutral
Disagree
N/A
Comments
1
Team members responded to requests from other team members
in a reasonable timeframe (24 hours).
Other
#
Comments
1
Include any additional comments about the project team.
© Global Knowledge Training LLC

ITRM Guideline CPM 110-01
Date: January 23, 2006
PPRROOJJEECCTT MMAANNAAGGEEMMEENNTT
GGUUIIDDEELLIINNEE
SECTION 5 – PROJECT
CLOSEOUT PHASE
Section 5: Project Closeout
5-2
Table of Contents
Introduction............................................................................

........................................... 3
Project Closeout
Phase......................................................................................
.............. 3
Activities and Documents in the Closeout Phase
........................................................... 4
Project Closeout
Task........................................................................................
............... 4
Turnover to Operations
...............................................................................................
.... 4
Administrative Closure
...............................................................................................
.... 5
Lessons
Learned...................................................................................
............................. 6
Lessons Learned
Sessions..................................................................................
............. 7
Project Closeout Transition Checklist
............................................................................ 8
Project Closeout Report
...............................................................................................
.. 12
Project Closeout Report Instructions and Template
..................................................... 13
Post Implementation Review and Report
..................................................................... 25

5-3
Introduction
Project Closeout Phase
The Project Closeout Phase is the last phase in the project
lifecycle. Closeout begins
when the user accepts the project deliverables and the project
oversight authority
concludes that the project has meet the goals established. The
major focus of project
closeout is administrative closure and logistics.
Project closeout includes the following key elements:
• Turn over of project deliverables to operations
• Redistributing resources—staff, facilities, equipment, and
automated systems
• Closing out financial accounts
• Completing, collecting, and archiving project records
• Documenting the successes of the project
• Documenting lessons learned
• Planning for Post Implementation Review

Figure 5.1
Project Management Knowledge Areas, Lifecycle, and
Recurring Activities
5-4
Activities and Documents in the Closeout Phase
Figure 5.2
Project Closeout Phase Processes
The major activities in the Closeout Phase (Figure 5.2) consist
of tasks that are typically
administrative and logistical in nature. Initially, the focus is on
performing the tasks
associated with dispensing and reconciling personnel, property,

and funding. When these
tasks are finished, the attention of the project manager is
focused on documentation of
lessons learned and project closure. At some predetermined
point, a Post Implementation
Review of the project deliverables is conducted. The primary
documents prepared during
this phase include the Project Transition Checklist, Project
Closeout Report, and Post
Implementation Report.
Project Closeout Task
Turnover to Operations
The most important aspect of project closeout is the physical
turnover of control of the
product, good, or service delivered by the project. All project
deliverables will need to be
maintained and supported after the project team disbands. An
operational unit of the
organization (for which the deliverable is developed) assumes
responsibility for the
support of the deliverable. Procedures for this turnover and
acceptance by the operational
unit must be determined. Turnover and acceptance activities
include but are not limited
to knowledge transfer, documentation transfer, and physical
transfer of the deliverable.

5-5
A formal acknowledgement of receipt (acceptance) of the
project deliverable is executed
by the operations and project managers.
Administrative Closure
Administrative closure involves the preparation of
administrative documentation,
collection of project documentation, disposition of project
documents, and logistics
activities that ensure that the project resources are redistributed.
Administrative closure
includes, but is not limited to, task such as archiving, financial
account closure, facilities
turnover (or closure), contract closure, and personnel
reassignment.
Collecting Project Archive Data - Historic project data is an
important source of
information to help improve future projects. Typically, the
following project data is
archived:
• Project notebook
• Project concept document
• Project Charter
• Project Plan
• Project management and oversight review records
• Correspondence
• Meeting notes

• Status reports
• Contract file
• Technical documents, files, program, tools, etc.,
All records should be stored following Commonwealth of
Virginia record retention
guidelines. Summary technical information should be
electronically stored for historical
reference to facilitate later review. The project archive should
include a description of
the files being submitted, the application (including version)
used to create the archived
materials, and a point of contact.
Personnel - If personnel have been committed to the project
full-time, it is important to
get the people back into the available resource pool as quickly
as possible. This will
ensure that the staff stays busy and that other projects within
the organization do not fall
short of resources. In some cases, employee performance
reports or other documentation
must be prepared for personnel assigned to the project manager.
In matrix organizations,
the project manager should communicate to the functional
manager information about the
performance of the employee. The project manager should also
make recommendations
for recognition of performance as the case may warrant. Before
any employee is
officially transferred, the project manager or his representative
must ensure that all
project materials and property are turned over by the employee.
The project manager
must also ensure that each employee’s project hours have been

accounted for and charged
to the project.
5-6
Facilities - If the project team has occupied agency facilities for
a long period of time
during the project, it is a good idea to let the controlling
facilities personnel know that the
space used for the project will become available again. Be sure
to check facilities
guidance documentation to determine whether changes made to
the project team area
(structure, equipment, or technical modifications) are the
responsibility of the project
team after the project is complete. Returning the facility and
equipment to its original
state could add unanticipated cost and manpower to a project.
Financial Account Closure - Financial closure is the process of
completing and
terminating the financial and budgetary aspects of the project.
Financial closure includes
both (external) contract closure and (internal) project account
closure. All expenditures
must be accounted for and reconciled with the project account.

When financial closure is
completed, all expenditures made during the project have been
paid as agreed to in
purchase orders, contracts, or inter-agency agreements.
Contract closure is the process of terminating contracts with
external organizations or
businesses. These contracts may be vehicles for providing
technical support, consulting,
or any number of services supplied during the project that the
agency decided not to
perform with internal resources. Contracts can be brought to
closure for a variety of
reasons, including contract completion, early termination, or
failure to perform. Contract
closure is a typical but important part of project management.
It is a simple process, but
close attention should be paid so that no room is left for
liability of the agency.
In order to close a contract it is important to collect all of the
pertinent documentation for
review. This will include all of the original contracts and
supporting documentation such
as schedules, contract changes, and performance reports. This
documentation needs to be
reviewed thoroughly to ensure there are no unrealized contract
issues that could result in
legal liability. A thorough review of the procurement and
contracting documents must
include contract milestones, services provided or deliverables
and documentation
delivered.
To formally close a contract, the agency provides the contracted
company or organization

with a formal written notice stating the completion of the
contract and reason for
termination. Standard verbiage for acceptance and closure is
usually found in the original
contract itself.
It is also a good idea to keep a complete set of contractual
records for the project in a safe
and accessible place in case they need to be referenced at any
point in the future.
Lessons Learned
Lessons learned are the documentation of the experience gained
during a project. These
lessons come from working with or solving real-world
problems. Lessons learned
5-7
document identified problems and how to solve them. Lessons
learned are gathered to
help eliminate the occurrence of the same problems in future
projects.

Lessons learned typically provide: a brief discussion of the
problem to identify its nature,
source, and impact; site any references that provide additional
detail (references may
include project reports, plans, issue logs, change management
documents); and general
literature or guidance used from another source; and, recording
the corrective actions
taken and results.
Lessons Learned Sessions
In addition to communicating the closure of a project in writing,
it is also advisable to
have a mechanism for group review. Lessons learned sessions
are valuable closure and
release mechanisms for team members, regardless of the
project's success. The lessons
learned session is typically a meeting or a series of meetings
that may include the
following:
• Project team
• Stakeholder representation—including external project
oversight
• Executive management
• Maintenance and operation staff
For a lessons learned session to be successful the problems
encountered by the project
team must be openly presented. It is important, however, that
the problem discussions do
not merely point a finger at some target other than the project

team; responsibility and
ownership for problem areas are critical to developing useful
recommendations for future
processes.
Problems that were encountered should be prioritized with focus
on the top five to ten
problems. It is not necessary to document every small thing
that happened. However, all
legitimate problems and issues should be discussed as requested
by customers or
management.
Lessons Learned Format
There are numerous formats for documenting lessons learned.
Typically, each lesson
learned is documented on a single page. The document should
contain in its heading the
name of the project, date, and point of contact for the lesson
learned. The body should
describe the lesson learned in the following paragraphs:
• Statement of the Problem – Describe the problem that
occurred. Provide
sufficient detail to establish what happened.
• Discussion – Describe in detail the cause and impact of the
problem.
• References – Provide any references used or other sources of
information that
may be helpful in understanding the problem or corrective
actions.

5-8
• Corrective Actions – Identify what corrective actions where
taken and discuss
the results. If a corrective action was not taken, but became
apparent later,
identify this action as well.
The Project Transition Checklist provides a vehicle to verify
completion of a project
phase before beginning the next phase. The transition checklist
used at the closeout
phase focuses on completion of project tasks and satisfying
acceptance criteria.
Additionally, the transition checklist forces the project team and
using organization to
address the issue transfer for both the deliverable and associated
documentation.
Project Closeout Transition Checklist is a list of questions that
indicates necessary
actions have been accomplished before completing the Project
Closeout Report. The
checklist provides a status column where the completion status

of project elements is
recorded (as one of the answers shown below).
• Y = Item has been addressed and is completed.
• N = Item has not been addressed, and needs to be to complete
the
process.
• N/A = Item has not been addressed and is not related to this
project.
Comments or plans to complete items that have not been
addressed are also documented
on the checklist.
5-9
Provide basic information about the project including: Project
Title – The proper name used to identify this project; Project
Working Title – The working name
or acronym that will be used for the project; Proponent
Secretary – The Secretary to whom the proponent agency is
assigned or the Secretary that is sponsoring

an enterprise project; Proponent Agency – The agency that will
be responsible for the management of the project; Prepared by –
The person(s) preparing this
document; Date/Control Number – The date the checklist is
finalized and the change or configuration item control number
assigned.
Project Title:
Project Working Title:
Proponent Secretary:
Proponent Agency:
Prepared by:
Date/ Control Number:
Complete the Status and Comments column. In the Status
column indicate: Yes, if the item has been addressed and
completed; No, if item has not been
addressed, or is incomplete; N/A, if the item is not applicable to
this project. Provide comments or describe the plan to resolve
the item in the last column.
Item Status Comments/

Plan to Resolve
1 Have all the product or service deliverables
been accepted by the customer?
1.
1.1 Are there contingencies or conditions related
to the acceptance? If so, describe in the
Comments.
2.
2 Has the project been evaluated against each
performance goal established in the project
performance plan?
3.
3 Has the actual cost of the project been tallied
and compared to the approved cost baseline?
3.1 Have all approved changes to the cost
baseline been identified and their impact on
the project documented?

5-10
Plan to Resolve
4 Have the actual milestone completion dates
been compared to the approved schedule?
4.1 Have all approved changes to the schedule
baseline been identified and their impact on
the project documented?
5 Have all approved changes to the project
scope been identified and their impact on the
performance, cost, and schedule baselines
documented?
6 Has operations management formally
accepted responsibility for operating and
maintaining the product(s) or service(s)
delivered by the project?
6.1 Has the documentation relating to operation
and maintenance of the product(s) or
service(s) been delivered to, and accepted by,
operations management?
6.2 Has training and knowledge transfer of the

operations organization been completed?
6.3
Does the projected annual cost to operate and
maintain the product(s) or service(s) differ
from the estimate provided in the project
proposal? If so, note and explain the
difference in the Comments column.
7 Have the resources used by the project been
transferred to other units within the
organization?
5-11
Plan to Resolve
8 Has the project documentation been archived
or otherwise disposed as described in the

project plan?
9 Have the lessons learned been documented in
accordance with the Commonwealth Project
Management guideline?
10 Has the date for the post-implementation
review been set?
10.1 Has the person or unit responsible for
conducting the post-implementation review
been identified?
Signatures
The Signatures of the people below relay an understanding that
the key elements within the Closeout Phase section are complete
and the project has been
formally closed.
Position/Title Name Date Phone Number

5-12
A Project Closeout Report documents the completion of
closeout tasks and project performance.
The report provides a historical summary of the projects
deliverables and baseline activities over
the course of the project. Additionally, the project closeout
report identifies variances from the
baseline plan, lessons learned, and disposition of project
resources. The project closeout report
is intended to provide a concise evaluation of the project.
The project manager typically has responsibility for preparing
the report. The project manager
gets input from the entire project team, the customers, and other
major stakeholders. People
performing different functions on the project will have different
outlooks on the successes and
failures of the project and on possible solutions. The Project
Closeout Transition Checklist is
used to guide the development of the report. Lessons learned
sessions and the User Acceptance
Report are also used.

Establishing the date for a future post implementation review of
the deliverable is the final
element of the closeout report. This date must be coordinate
and agreed to by the organization
and project manager. Typically, the project manager or project
sponsor will conduct a project
implementation review after the deliverable has been in service
for a period of time adequate for
evaluation of the product or service’s successful integration into
the business. Typically, a six-
month period is adequate.
5-13
Project Closeout Report Instructions and Template
A. General Information – Basic information that identifies the
project.
Project Title – The proper name used to identify this project.
Project Working Title – The working name or acronym used to
identify the project. If an
acronym is used, define the specific meaning of each letter.

Proponent Secretary – The Secretary to whom the proponent
agency is assigned or the
Secretary that is sponsoring an enterprise project.
Proponent Agency – The agency that will be responsible for the
management of the project.
Prepared by – the person(s) preparing this document.
Date/Control Number – The date the report is finalized and the
change or configuration item
control number assigned.
B. Project Deliverables - List all product or service deliverables
in the first column. In the
second column record the date that each deliverable listed in the
first column was accepted.
Describe any contingencies or conditions related to the
acceptance of the deliverables listed
in the first column.
C. Performance Baseline - Evaluate how the project performed
against each of the
performance goals established in the Project Performance Plan.
Copy the first two columns
from the Project Performance Plan. In the third column, record
the results of the
measurement of performance prescribed in the Project
Performance Plan.

D. Cost (Budget) Baseline - State the actual cost of the project
and compare it to the planned
cost baseline. In the Variance column, record the difference
between planned and actual
cost. Provide the reason for the variance in the Explanation
column. Include in the
explanation information on any approved changes to the cost
baseline and their impact on the
project. Document and explain all cost and funding variances,
including approved changes
to the cost baseline.
E. Schedule Baseline - Compare the initial approved schedule
baseline against the actual
completion dates. Extract the WBS Elements, Start Dates, and
Finish Dates from the
baseline schedule and record them in the WBS Element, Planned
Start Date, and Planned
Finish Date Columns. Record the Actual Start Date and Actual
Finish Date for each WBS
element in the columns with those headings. In the Explanation
for Change column, provide
a brief reason for any difference(s) and describe the impact on
the project.
F. Scope - Document any changes to the project scope and
describe the impact of each change
on performance, cost, or schedule baselines in the appropriate
column.

5-14
G. Operations and Maintenance - Describe the plan for
operation and maintenance of the
product, goods, or service delivered by the project. State the
estimated annual cost to operate
and maintain the product, good, or service. If the estimated
cost differs from the original cost
estimate in the project proposal, identify where and why the
estimated cost differs. If the
operation and maintenance plan is not in place, specify when
the plan will be completed and
what the impact is of not having a plan for the operations and
maintenance of the product,
goods, or services delivered.
H. Project Resources - List the resources used by the project in
the first column. In the second
column, identify to whom the resource was transferred. In the
next column, indicate when
the resource was transferred. Account for all project resources
specified in the Resource Plan
and utilized by the project.

I. Project Documentation - Identify all project documentation
materials stored in the project
library or other repository. Identify the type of media used and
the disposition of the project
documentation (see Communications Plan).
J. Lessons Learned - Identify lessons learned for feedback to the
Commonwealth Project
Management process. Lessons learned are identified as
problems (or issues). Provide a brief
discussion of the problem that identifies its nature, source, and
impact. Site any references
that provide additional detail. References may include project
reports, plans, issue logs,
change management documents, and general literature or
guidance used that comes from
another source. Record the corrective actions taken and results
in the last column.
K. Dates for Post Implementation Review and Report - Identify
the date for completing the
post implementation report and the person responsible for this
action.
L. Approval - The person(s) making the report authenticate its
contents by signing as
appropriate.

5-15
A. General Information
Provide basic information about the project including: Project
Title – The proper name used to identify this project;
Project Working Title – The working name or acronym that will
be used for the project; Proponent Secretary – The
Secretary to whom the proponent agency is assigned or the
Secretary that is sponsoring an enterprise project;
Proponent Agency – The agency that will be responsible for the
management of the project; Prepared by – The
person(s) preparing this document; Date/Control Number – The
date the report is finalized and the change or
configuration item control number assigned.
Project Title:
Project Working Title:
Proponent
Secretary:

Proponent Agency:
Prepared by:
Date/ Control Number:
B. Project Deliverables
List all Project Deliverables and the date each was accepted by
the user. Identify any contingencies or conditions
related to the acceptance.
Deliverable Date Accepted Contingencies or Conditions

5-16
C. Performance Baseline
Document how the project performed against each Performance
Goal established in the Project Performance Plan.
Project Business Objective Performance Goal Results

5-17
D. Cost (Budget) Baseline
State the Planned Cost and Funding for the project, as approved
in the Initial Cost Baseline and the Project
Charter. State the Actual Cost and Funding at completion.
Document and explain all cost and funding variances,
including approved changes to the cost baseline.
Expenditures ($000)
Planned Actual Variance Explanation
Internal Staff Labor
Services
Software Tools
Hardware
Materials and Supplies

Facilities
Telecommunications
Training
Contingency (Risk)
Total
Funding Source ($000)
General Fund
Non-General Fund
Federal
Other
Total

5-18
E. Schedule Baseline
Compare the initial approved schedule baseline against the
actual completion dates. Enter the planned start and finish
dates from the initial schedule baseline.
Document all actual start, finish dates, and explain any schedule
variances, including approved changes to the schedule baseline
WBS Elements
Activity or Task
Planned
Start Date
Actual
Start Date
Planned
Finish
Date
Actual
Finish Date Variance Explanation of Variance

5-19
F. Scope
Document any changes to the Project Scope and their impact on
Performance, Cost, or Schedule
Baselines.
Scope Change Impact of Scope Change
5-20
G. Operations and Maintenance
Describe the plan for operation and maintenance of the product,

good, or service delivered by the project.
State the projected annual cost to operate and maintain the
product, good, or service. Identify where and
why this projection of cost differs (if it differs) from the Project
Proposal. If the operation and
maintenance plan is not in place, what is the target date for the
plan and what is the impact of not having
operations and maintenance for the product, good, or services in
place.
1. Operations and Maintenance Plan
5-21
2. Operations and Maintenance Cost
Expenditures ($000)

Internal Staff Labor
Services
Software Tools
Hardware
Materials and Supplies
Facilities
Telecommunications
Training
Contingency (Risk)
Total
Funding Source ($000)
General Fund
Non-General Fund
Federal
Other
Total

5-22
H. Project Resources
List the Resources specified in the Resource Plan and used by
the project. Identify to whom each resource
was transferred and when it was transferred. Account for all
project resources utilized by the project.
Resource
(Describe or name the resource used)
Person or
Organization Who
Received Resource Turnover Date
Project Team
Customer Support

Facilities
Equipment
Software Tools
Other

5-23
I. Project Documentation
Identify all project documentation materials stored in the
project library or other repository. Identify the
type of media used and the disposition of the project
documentation (see Communications Plan).
Report(s) and
Document(s) Media Used Storage Location Disposition
5-24
J. Lessons Learned
Identify Lessons Learned for feedback to the Commonwealth
Project Management process. Lessons
Learned should be stated in terms of Problems (or issues) and
Corrective Actions taken. Provide a brief
discussion of the problem that identifies its nature, source, and

impact. Site any references that provide
additional detail. References may include project reports,
plans, issue logs, change management
documents, and general literature or guidance used that comes
from another source.
Statement of Problem Discussion References Corrective Actions
K. Dates for Post Implementation Review and Report
Identify the date for completing the post implementation report
and the person responsible for this action.
Action Date Responsible Person
Post - Implementation
Review
Post - Implementation
Report
L. Approvals

Position/Title Signature/Printed Name/Title Date
Project Manager
Project Sponsor
Program/Agency Management
5-25
Post Implementation Review and Report
A Post Implementation Review and Report documents the
successes and failures of the
project deliverable. The review process should be directed by
the project sponsor or

manager. The review is a collection of data from the
organization and users about the
deliverable. The data will be used in a report that is focused on
how well the deliverable
performed, how well users accepted the deliverable, and what is
the actual cost to operate
and maintain the deliverable. Fundamentally, the report
addresses whether or not the
projected return on investment was achieved.
The report will specifically address:
• How well the deliverable solved the Business Problem
identified in
the Project Charter
• Impact the deliverable had on the Agency Core Business
Activities
• Project Performance Measures
• Actual operational cost versus projected operational cost
• User acceptance or satisfaction with the delivered product
• Organizational change required or resulting from the
deliverable
• Actual Return on Investment for the period versus projected
return on
investment
Post Implementation Report Format
Cover Page
Title
Organization or Agency
Date

Authors Name
Address
Phone Number
Email Address
Report Body
Executive Summary
Table of Contents
Introduction
Background
Post Implementation Review process or methodology
used
Project Proposal
Project Charter
Findings
Recommendations
Deliverable Acceptance
State Agency – Website Redesign and Consolidation
Project Manager: Joey Bishop
Project Number: PROJ004797
Task Manager (if applicable):
Acceptance/Rejection Date:
Contract Number: 14-PSC-88888
Review Due Date: March 10, 2014Description of Deliverables
80 Hours Onsite Support for Development Cutover- The support
of State Agency in the release and cutover to production is
provided with an onsite Catapult result.Criteria for acceptance:
Resource supports the troubleshooting and fix resolutions
required to keep site up and operational from a Monrovia
Industries scope responsibility through February 21.Methods
used to assess quality: Review of test plan and test scripts and
test results.Deliverable Acceptance

Accepted
Rejected
Reason(s) for Rejection (Please be specific about what is
missing or not working.)Completed By:Date:
Customer:
Date:
Project Manager:
Submitted by Tom Sheives, Project Manager
Date Submitted: March 10, 2014
OIT-EPPMO-PM-0012-Project Deliverables Acceptance Form
V01.doc
August 2012
April 1, 2014
Lessons Learned – Website Redesign and Consolidation Project
1. Successes - what was learned that worked well and should
continue.
0. Contract was at the level of detail that allowed us to manage
within contract and meet customer expectations
0. Customer sponsor Randy Hampton was terrific in
understanding that this was a two sided engagement – we both
wanted a great product but also wanted it to be good financially
for us the vendor and STATE AGENCY
0. Jeff Dalton provided good technical leadership to arrive at a
solution
0. Pontus delivered good value during project in building the
farms and trouble shooting issues and keeping track of actions
0. Having David as an advocate and technical lead from STATE
AGENCY was very helpful

0. Initial kickoff of requirements gathering and design
specifications provided good start to project
0. STATE AGENCY did what it took to migrate the content
leveraging its internal staff - Doug did a great job in making
sure the content got migrated
0. Custom applications were reviewed thoroughly along the way
from a user perspective
0. Project manager communications between Tom and Nina
helped keep the project on track without a lot of extra time
spent
0. Escalations at the end of issues by Randy, Doug, Dave and
Nina helped close out the project successfully
0. Weekly status and issue discussions seemed to keep project
communication going and issue resolution progressing
0. MS Project schedule was used for the first 2/3 of the project
and helped us understand impacts of delays
1. Challenges -. what was learned that did not work well and
needs to change.
1. STATE AGENCY was not aware of the BING costs until
application developed – application had to be significantly
modified to work with the lower cost solution and better APP
Dev solution using Google
1. IT was not in the loop enough and proactive enough in the
project – they only responded to issues and problems - did not
really leverage the Monrovia Industries architecture that was
developed and documented
1. It took months longer for IT to stand up server farms
1. Monrovia Industries took longer than we would have liked to
explore the automated migration solution – STATE AGENCY
was ready to manually migrate but this was delayed in hopes of
obtaining an automatic approach.
1. Seemed like DNR/IT wanted an Operations guide but wasn’t
in the contract
1. David did not have enough power within IT organization to
make things happen – Randy did not either.

1. There was some lack of clarity towards end on who was to
migrate the content
1. Recommendations - suggestions going forward and the
benefits.
2. When considering alternative 3rd party solutions like Bing or
Google, make sure the client understands the tradeoff and as
well as the developers
2. Hold biweekly reviews with DNR IT and particularly review
design documentation review with them and get them to sign off
on them early
2. I don’t know how to get IT to actually deliver on Server Farm
earlier – we needed maybe a DNR IT sponsor that was on our
team – executive or mid level with moxy to make things happen
2. Make earlier decisions on “manual” versus automated…
institute an earlier drop dead date..
2. From DNR IT side, make sure operations guides are included
in the contract if important.
2. Better clarity on the migration roles – contract tried to
highlight them out.
Deliverable Acceptance
State Agency – Website Redesign and Consolidation
Project Manager: Joey Bishop
Project Number: PROJ004797
Task Manager (if applicable):
Acceptance/Rejection Date:
Contract Number: 14-PSC-88888
Review Due Date: February 18, 2014Description of
Deliverables
Content Migration CM1, CM2, CM3, CM4, CM5, CM6, CM7,
CM8 - The migration of content from SharePoint 2007 to
SharePoint 2013 has been completed and tested by the internal
test group in the internal acceptance tests conducted on

February 10-11. This migration of content is now submitted for
final approval based on the tests conducted on February 10-11
and the defects addressed and fixed by February 14.Criteria for
acceptance: The content was divided into 8 equal chunks
according to the contract. In actuality, the content was
migrated in two segments, Parks Content and non-Parks
Content. All segments have been migrated with support from
Monrovia Industries. Test scripts were developed for the user
tests and acceptance of content.Methods used to assess quality:
Review of test plan and test scripts and test results.Deliverable
Acceptance
Accepted
Rejected
Reason(s) for Rejection (Please be specific about what is
missing or not working.)Completed By:Date:
Customer:
Date:
Project Manager:
Submitted by Tom Sheives, Project Manager
Date Submitted: February 18, 2014
OIT-EPPMO-PM-0012-Project Deliverables Acceptance Form
V01.doc
August 2012

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