PM Foundations – Project Closure
February 27, 2011 1 Comment
Here a few thoughts about a best practice area that is often minimized or entirely overlooked – project closure. At the end of a project, many project managers are hurriedly preparing for their next project or client, and miss a prime opportunity to leave a lasting impact on the client organization.
Project closure starts with effectively shutting down project activities, validating all product deliverables are complete & key product issues closed, and smoothly transitioning resources to new roles (onto new projects, or within operational functions). The PMBOK refers to this process as contract closure.
The second best practice area is gathering customer input about the project, and facilitating lessons learned. There are a lot of good resources available for gathering customer feedback for project work, and the easiest way to evaluate the quality of this data is to ask two questions of yourself and the project team:
Is this information actionable?
How likely will the organization do something with this information?
Although I place a high value on customer input and recommended next steps, the true sign of a well run project is demonstrated in the final project performance report (also referred to as the Post Project Assessment):
How well can you reconcile actual delivery dates to original baseline dates?
How well are budget variances explained through approved corrective actions?
Are project quality metrics well articulated?
The critical success factors of a solid project performance close-out are creating a strong and well understood project baseline, and diligently managing to the baseline throughout the project life cycle. Assuming these processes are performed properly, the final project performance report represents a summarization vs. data compilation & analysis effort.