Project Closure

Closing out a project includes a daunting number of tasks. In the past and on small projects the
project manager was responsible for seeing all tasks and loose ends were completed and signed off.
This is no longer trueMany tasks overlap, occur simultaneously, and require coordination and
cooperation among these stakeholders.
The three major deliverables for project closure are described below:
1. Wrapping up the project. The major wrap-up task is to ensure the project is approved and
accepted by the customer. Other wrap-up activities include closing accounts, paying bills,
reassigning equipment and personnel, finding new opportunities for project staff, closing
facilities, and the final report.
2. Evaluation of performance and management of the project. Evaluation includes team,
individual team members, and project manager performance.
3. Retrospectives. Retrospectives of lessons learned are designed to improve performance on
current and future projects.

Types of Project Closure

The different types of closure are identified here:
 Normal : The most common circumstance for project closure is simply a completed project.
- For many development projects, the end involves handing off the final design to
production and the creation of a new product or service line.
- For other internal IT projects, such as system upgrades or creation of new inventory
control systems, the end occurs when the output is incorporated into ongoing
operations.
 Premature: For a few projects, the project may be completed early with some parts of the
project eliminated.
 Perpetual: Some projects never seem to end. At some point the review group should
recommend methods for bringing final closure to this type of project or the initiation of
another project.
 Changed Priority : Organizations’ priorities often change and strategy shifts directions.

Wrap-up Closure Activities

Implementing the closure process includes several wrap-up activities. Many organizations
develop lengthy lists for closing projects as they gain experience. These are very helpful and ensure
nothing is overlooked. Implementing closedown includes the following six major activities:
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 seeing all bills are paid.
5. Delivering the project to the customer.
6. Creating a final report.

Creating the Final Report

The final project report summarizes project performance and provides useful information for
continuous improvement.
  Executive Summary This summary simply highlights the key findings and facts relating to the
project implementation. For example, the project goals for the customer were met, or not.
Are stakeholders satisfied that their strategic intents have been met? What has been user
reaction to quality of the deliverables?
 Review and Analysis Data are collected to record the project history, management
performance, and lessons learned to improve future projects. Analysis examines in detail the
underlying causes of problems, issues, and successes. The analysis section includes succinct,
factual review statements of the project—for example, project mission and objectives,
procedures and systems used, and organizational resources used. It is common to collect
data from the organizational view and from the team view.
 Recommendations Usually, review recommendations represent major improvement actions
that should take place. For example, to avoid rework, the report for a construction project
recommended shifting to more resilient building material.
 Lessons Learned Perhaps lessons learned are the most valuable contribution of the closure
process. Given the process evaluation and input from the stakeholder meetings, lessons
learned should be succinctly and clearly set out. Stress the need to help others in future
projects.
 Appendix The appendix may include backup data or details of analysis that would allow
others to follow up if they wished. It should not be a dumping ground used for filler; only
critical pertinent information should be attached.

Post-Implementation Evaluation
1. Team Evaluation
Evaluation of performance is essential to encourage changes in behavior and to support
individual career development and continuous improvement through organizational learning. In a
macro sense, the evidence today suggests that performance evaluation is not done well. See
Research Highlight: Measures of Team Performance. The major reasons cited by practitioners are
twofold:
1. Evaluations of individuals are still left to supervisors of the team member’s home
department.
2. Typical measures of team performance center on time, cost, and specifications.
The results of team evaluation surveys are helpful in changing behavior to better support team
communication, the team approach, and continuous improvement of team performance.
2. Individual, Team Member, and Project Manager Performance Reviews
Organizations vary in the extent to which their project managers are actively involved in the
appraisal process of team members. Performance appraisals generally fulfill two important
functions. The first is developmental in nature: the focus is on identifying individual strengths and
weaknesses and developing action plans for improving performance. The second is evaluative and
involves assessing how well the person has performed in order to determine salary or merit
adjustments. These two functions are not compatible.
Individual Reviews
Organizations employ a wide range of methods to review individual performance on a project.
In general, review methods of individual performance center on the technical and social skills
brought to the project and team. Some organizations rely simply on an informal discussion between
the project manager and the project member. Other organizations require project managers to
submit written evaluations that describe and assess an individual’s performance on a project.
Regardless of the method, the project manager needs to sit down with each team member and
discuss his or her performance. Here are some general tips for conducting performance reviews:
 Always begin the process by asking the individual to evaluate his or her contributions to the
project.
 Avoid, when possible, drawing comparisons with other team members; rather, assess the
individual in terms of established standards and expectations.
 When you have to be critical, focus the criticism on specific examples of behavior rather
than on the individual personally.
 Be consistent and fair in your treatment of all team members.
 Treat the review as only one point in an ongoing process.
Retrospectives
Lessons learned Although the past processes have been useful for closure and lessons learned, sadly
their real value has not been exploited. Large, multinational companies with projects spread across
the globe have been disappointed in their failure to effectively mine lessons learned. Smaller
organizations observed, they too were not reaping the golden rewards of lessons learned.
Retrospectives methodology has several embedded, distinguishing characteristics to ensure its
effectiveness and value:
 Uses an independent facilitator.
 Includes a minimum of three in-process learning gates during the project life cycle.
 Has an owner.
 Develops a repository that is easy to use.
 Mandates a discipline that ensures retrospectives are used.
Initiating the Retrospective Review
The review process depends primarily on organization size and project size. Every effort should be
made to make the project review a normal process rather than a surprise notice. In small
organizations and projects where face-to-face contact at all levels is prevalent, the closure may be
informal and only represent another staff meeting.
Use of an Independent Facilitator The retrospective methodology uses an independent facilitator to
collect and implement lessons learned to improve management of current and future projects. A
project facilitator is a guide who leads the project team through an analysis of project activities that
went well, what needs improvement, and development of a follow-up action plan with goals and
accountability.
Selection of a Facilitator
Characteristics of a Facilitator
The key requirement in selection of the facilitator is independence. It is imperative that the closure
facilitator possess the following characteristics, at a minimum:
1. No direct involvement or direct interest in the project.
2. Perceived as impartial and fair.
3. Respect of senior management and other project stakeholders.
4. Willingness to listen.
5. Independence and authority to report review results without fear of recriminations from special
interests.
6. Perceived as having the best interests of the organization in making decisions.
7. Broad-based experience in the organization or industry
Roles of a Facilitator
There are good reasons for using an independent facilitator. Lessons learned exercises can have
negative consequences. The facilitator needs to be careful to avoid blame and allow stakeholders to
feel safe to provide input.
Managing a Retrospective
Having a facilitator available at the start of a project is preferred. The retrospective approach
stresses gathering lessons learned during project execution and using them to change remaining
work. Experience tells us memories fade as time passes; people leave the project. If lessons learned
are not captured early, they may be lost. Catching lessons midway in the project life cycle allows for
changing the way the remaining work is performed.
Overseeing a Post-Project Retrospective
In retrospective methodology, the facilitator uses several questionnaires as a starting point to
conduct the post-project retrospective. These surveys often offer clues to unrecognized deeper
problems.
Process and Methods Review
Process review begins with a review of the strategic intent of the project, selection criteria, project
charter, project objectives, project scope, and acceptance criteria.
Organizational Review
It is therefore important to assess what fundamental organizational culture properties affect project
successes and failures or become a hindrance to project teams. Again, survey questionnaires are
easy, quick, and inexpensive to develop and collect data.
Utilization of Retrospectives
Each retrospective is assigned an owner, typically a team member who is very interested in and
familiar with the retrospective. This team member/owner will serve as the contact point for anyone
needing information (expertise, contacts, templates, etc.) relating to the retrospective.
Archiving Retrospectives
One repository search engine uses the following classification scheme to allow prospective project
stakeholders to start their search for information related to their prospective project:
 Project type—e.g., development, marketing, systems, construction.
 Size—monetary.
 Number of staff.
 Technology level—low, medium, high, new.
 Strategic or support.
Celebration Celebration is an opportunity to recognize the effort project stakeholders contributed.
Even if the project did not reach its objectives, recognize the effort and goals that were achieved. If
the project was a success, invite everyone who in some way contributed to project success. Thank
the team and each one individually.
Concluding Retrospective Notes
The retrospective methodology is more inclusive and disciplined than past lessons learned
approaches. The lessons learned are often the single best source of information a project manager
or team can use in planning their next project. Retrospectives are a main change agent for
developing best project-management practices across the organization. Retrospective methodology
is one positive step toward ensuring lessons learned are developed and implemented.