Project Management
Chapter 13. Closing the Project
,13.0 Learning Objectives and Overview
Learning Objective
1. Explain the importance and benefits of the project closure.
2. Elaborate on the activities conducted by the project team while closing a project.
3. Explain the post-implementation review.
4. Describe how the benefits realization is monitored and validated following the
closing phase of a project.
Overview
As discussed in Chapter 1 “Introduction to Project Management”, projects are temporary. They have a
definite beginning and ending date. Projects finish when their unique outcomes (i.e., results,
deliverables) are produced and become available for the client and its end users as well as the
customers to use. Once the project deliverables are approved by the internal or external client (or an
inspection and acceptance committee), the project manager can start the closing phase. Although
closing a project might seem easier compared with the implementation phase, this process still requires
delicate attention as detailed in the following sections.
355
, Project Management
13.1 Closing the Project
All projects end. Some of them are completed successfully when their triple constraints are within the
acceptable ranges (e.g., budget is overrun by 7% when the range is 10%), project objectives are
accomplished, and the stakeholders, in particular the client, are happy with the outcome. However, as
discussed in Chapter 1 (see 1.4 Project Success), it is not uncommon for many projects to underperform
due to various factors such as scope creep (i.e., uncontrolled expansion of product requirements and
project activities), schedule delays, budget overruns, and miscommunication with stakeholders, or to
fail that leads to early termination. In both cases, whether they are successful or not, projects need to
be closed. Therefore, project managers must lead the process to formally close the project. This process
helps project managers, teams, project sponsors, and internal and external stakeholders evaluate the
project performance, and assess what went right and wrong. Figure 13.1, which is originally available
in Chapter 1, exhibits the project life cycle if the project follows all the phases, and can make it to the
end of the project by producing the deliverables.
Figure 13.1: Project Life Cycle Phases (including the pre-project and post-project works)
Project completion is often the most neglected phase of the project life cycle. Once the project is over,
it’s easy to pack things up, throw some files in a drawer, and start moving right into the initiation phase
of the next project. Hold on. We are not done yet. When closing the project, the project manager
reviews the project management plan to ensure that all project work is completed and that the project
has met its objectives. It is of high importance here to highlight that project closure cannot start unless
the deliverables (e.g., a new mobile application for online shopping, a new data center for an insurance
company, a newly developed diabetics medication, an apartment complex that is ready to accept new
tenants, an improved business process, etc.) are ready to use. Therefore, the implementation phase in
the project life cycle is completed with the acceptance of these deliverables (Figure 13.1) and signals
356
Chapter 13. Closing the Project
,13.0 Learning Objectives and Overview
Learning Objective
1. Explain the importance and benefits of the project closure.
2. Elaborate on the activities conducted by the project team while closing a project.
3. Explain the post-implementation review.
4. Describe how the benefits realization is monitored and validated following the
closing phase of a project.
Overview
As discussed in Chapter 1 “Introduction to Project Management”, projects are temporary. They have a
definite beginning and ending date. Projects finish when their unique outcomes (i.e., results,
deliverables) are produced and become available for the client and its end users as well as the
customers to use. Once the project deliverables are approved by the internal or external client (or an
inspection and acceptance committee), the project manager can start the closing phase. Although
closing a project might seem easier compared with the implementation phase, this process still requires
delicate attention as detailed in the following sections.
355
, Project Management
13.1 Closing the Project
All projects end. Some of them are completed successfully when their triple constraints are within the
acceptable ranges (e.g., budget is overrun by 7% when the range is 10%), project objectives are
accomplished, and the stakeholders, in particular the client, are happy with the outcome. However, as
discussed in Chapter 1 (see 1.4 Project Success), it is not uncommon for many projects to underperform
due to various factors such as scope creep (i.e., uncontrolled expansion of product requirements and
project activities), schedule delays, budget overruns, and miscommunication with stakeholders, or to
fail that leads to early termination. In both cases, whether they are successful or not, projects need to
be closed. Therefore, project managers must lead the process to formally close the project. This process
helps project managers, teams, project sponsors, and internal and external stakeholders evaluate the
project performance, and assess what went right and wrong. Figure 13.1, which is originally available
in Chapter 1, exhibits the project life cycle if the project follows all the phases, and can make it to the
end of the project by producing the deliverables.
Figure 13.1: Project Life Cycle Phases (including the pre-project and post-project works)
Project completion is often the most neglected phase of the project life cycle. Once the project is over,
it’s easy to pack things up, throw some files in a drawer, and start moving right into the initiation phase
of the next project. Hold on. We are not done yet. When closing the project, the project manager
reviews the project management plan to ensure that all project work is completed and that the project
has met its objectives. It is of high importance here to highlight that project closure cannot start unless
the deliverables (e.g., a new mobile application for online shopping, a new data center for an insurance
company, a newly developed diabetics medication, an apartment complex that is ready to accept new
tenants, an improved business process, etc.) are ready to use. Therefore, the implementation phase in
the project life cycle is completed with the acceptance of these deliverables (Figure 13.1) and signals
356
