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Additional information on project closure is provided in 13
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1 Klenke, Maggie Using Selection Criteria in Vendor Bid Analysis, The Call Center
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School, http://wwwswpporg/newsletter/fall08/managinghtml
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Closing the Project: Are We There Yet
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PMP Certification: A Beginner s Guide
Key Skills & Concepts
Importance of properly closing the project Formal acceptance (getting the signoff in writing) The two closing processes Reverse engineering Lessons learned Exit criteria and common closure activities Conducting lessons learned/closure meeting Rewards and recognition Finding team members/assets a home Final project closure report Plan for record retention Celebrate! Reminder of the AIM strategy Next steps where to go from here (steps to apply for a PMI exam)
ou are approaching the end of your project (and this book) Closing the project is probably the least planned and potentially the most difficult part of managing a project So how do you ensure you bring your project to a successful close The answer is by using good sound project management discipline You want to manage the project closure phase of the project life cycle just like any other phase by using the five process groups, as appropriate You should remember them by now; they are Initiating, Planning, Executing, Monitoring and Controlling, and Closing You might think you can focus only on the Closing process group and that is not the case As mentioned before, all process groups work interactively
13: Closing the Project: Are We There Yet
Importance of Project Closure
Closing the project or phase is as important as starting a new project As the PM, you need to manage project closure as a project in itself That s right, you need to initiate project closure, verify the scope and deliverables of project closure, make sure you have authorization to close out the project (potentially a separate project charter with focus on the closing phase), plan for it, and ensure proper staffing, adequate time/schedule, sufficient budget, and so on, to meet the approved closure dates and deliverables
Formal Acceptance
One way to ensure proper project closure is to make it official by getting the final acceptance (sign-off) in writing We talked about risk management in 11 and how you must plan for and manage risk throughout the project life cycle This is especially important during project closure The project is not officially complete until the paperwork is done and signed by the approving sponsor(s) Most project managers have a fear of surprises Surprises are great for birthdays, but not when closing a project One of the greatest surprises on any project is when you go to the project sponsor (customer) to obtain formal acceptance of project completion and you discover they don t want the project to end Either they really like the work performed and thus feel confident about adding more features or, on the other side of the coin, they feel they didn t get all they expected and want you to deliver more If you have planned well and properly documented the project scope and deliverables (what I call lining up your ducks ) by defining the acceptance criteria, communicating the plan and measurement objectives, and obtaining formal acceptance from the sponsor(s), then you should experience few or no surprises at the end of the project
At the end of the project, the success or failure of a project depends entirely on measured results and perception For example, a project may be on time and on budget, but may not meet the customer s expectations PMI feels issues/conflicts should be resolved in favor of the customer Therefore, you need to manage customer expectations effectively early and often especially when closing the project
Three Takeaway Points
A really good way to manage customer expectations, the project as a whole, and project closure is to remember the three key takeaway points from 2 In my opinion, they are essential to helping you close down your projects Hopefully, by now you remember them If not, now is a good time to ask the expert for a refresher
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