We're still working away here in Project Integration Management.
The good news this is the last process we have to talk about in this knowledge area.
This is also the largest knowledge area so I know you invested a lot of time in this chapter.
Let's talk about closing the project or phase to close the project or phase we're talking about the
whole project is done.
Remember at the end of each phase we could do closing but we could also be closing out a contract so
that's a closing activity.
Let's look at our egos here to close the project or phase so to close out the project or phase our inputs.
We need to charter the project management plan and a whole bunch of project documents the assumption
log your basis of estimates change log issue log Lessons Learned register your milestone list your communications
the QC measurements the different quality reports requirements documentation the Risk Report The risk
register so a lot of businesses going into closing out the project or phase because I need that stuff
to create the final report and to confirm that everything's been done according to plan and everything's
closed out I'll have accepted deliverables and business documents the business case and the benefits
management plan tools and techniques we've seen all of these already expert judgment different types
of data analysis the new one we have here is regression analysis we'll talk about that coming up and
then meetings outputs of close to project or phase you have lessons learned register the actual product
the final product product service or result transition the actual final report and then OPI updates
because what you create now becomes part of Opie a administrative closure this is a term that describes
to the confirmation that all of your documents and deliverables are current.
So that's the first part of the Ministry of closure this is the actual process I should say of how you
close out the project now administrative closure is not a process one of forty nine processes but it's
really the execution of closing the project or phase it's how you officially closed down the busy work
of closing down a project making sure that all your issues are resolved and then all of your deliverables
they've signed off on their formally accepted and that all of the cost you want to gather all the cost
make sure all the costs are charged the projects you can close out the project financially administrative
closure is all about closing all your project accounts so all those different accounts different vendors
that everyone's paid or invoices or purchase orders all of that has to be done financial closure your
personnel on the team they're no longer needed because we're closing down the project so they're reassigned
to other projects so they go back to operations or whatever the case may be you might have access project
materials so you're in construction and you've had some backup material or you have some some spare
parts or whatever the case may be what do you do with that how do you get that into inventory or can
you send it back to the vendor for a refund or can another project utilize it.
So what do you do with that excess material you've got to put it somewhere you can't just ignore it
and then reallocating any facilities or equipment so a way in your organization of saying All right
we're no longer using this piece of equipment it's open if somebody wants to use it and then creating
your final project report redefined What's the project successful or not.
Throughout the project you can do closing when it comes to contract closure so you close out your contractual
agreements it just you know a formal way of saying both parties kept up their end of the bargain here.
If you do have any claims you have to finalize open claims so a claim is a disagreement about who's
in the wrong here where you tell the vendor you don't think this is of quality and the vendor saying
hey it's exactly what you asked for.
So pay us you're like I'm not paying you oh yes they are.
So you had this back and forth and it's no fun for anyone.
So you have to finalize those claims as part of contractual closure if everything goes smoothly which
most of time I think it does or might be some small claims here and there are issues here and there
to resolve but you update your records to reflect the results and then you archive that contract administration
for future usage.
So that helps you in the future say oh I've got a I want to work with this vendor before or you want
to stay away from that vendor and here's why.
So you archive that information.
It's called the procurement file and we'll see that in chapter 12 in the.
A long way from now.
Right.
We're here in chapter four.
Some things that you do in closing you have to create a final report.
You could do this for the whole project or each phase.
You may have to audit the project or the phase was it successful it was it a failure and upfront I remember
in our benefits management plan in our charter in our scope we set the criteria for success.
So that's what we're measuring against manage knowledge it continues on.
How do you share that or transfer that knowledge.
So this thing you've created it's going to go into operational transfer.
They need some training or instruction or communication about it.
We're going to complete lessons learned and then archive that project information some other closing
activities.
You've got to transfer the product service or results in to the next phase into productions or into
operations.
So whatever you create somebody's got to take it known and be responsible for it.
Now we'll also finalize any suggestions for improvement so anything in the project we could have done
better and anything in the organization that would have worked better.
So some of these policies you might realize are kind of outdated or not very useful.
So can you make some recommendations here.
Sending in those suggestions on to the appropriate organizational unit.
So H.R. your PMO whatever department you're working with and you want to measure stakeholder satisfaction
make certain that people are happy with what you've created.
So how do you measure that and quantify happiness.
So you need some surveys and interviews and things of that nature in some instances people are not happy
and the project's been terminated so early project closure project was not doing well on time or cost.
So it was canceled.
So when you have a project that's terminated you just don't walk away from it.
We still have to do some closing here.
So why was it terminated.
Maybe it wasn't a bad thing.
Maybe there was a new technology or that you made a realization that this wasn't feasible so you're
going to save time and money.
It's not always a bad thing when a project gets canceled.
Often it is though you have to talk to the stakeholders and to go ahead and complete as many project
closure activities that you can do like ensuring that all of the payments have been made ensuring that
the access materials have been accounted for and are released.
Any resources that you reserved are released.
So you've got to make sure that everything's closed down so other people can use those resources and
materials and so on.
You do create a project final report even if the projects terminated early and when the project successful
you have this final project report and it's basically a summation of what happened in the whole project
or in that phase it defines what was met and then what about quality and any variances.
So what happened there and was it of quality and acceptable with some variances.
What about cost than time.
So are there any variances with cost or schedule any variances here.
What about the validation.
So the customer signs off on it that you have the final product and they accept it and it's goods you
need to sign off.
You may have to talk about did the project meet or fail meeting the business objectives.
That's no good.
If you have business value or cost right to control or the schedule is way too long.
That affects business value.
And what about the risk in the project where those handled appropriately and how were they closed out
and what can you learn from that.
All right a lot of information here when it comes to closing.
Remember you can close the project and you can close the face.
Great job.