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Controlled Closure

This section deals with ending a project in a controlled manner, whether this is because the project has gone to plan, or has been abandoned or failed. Crucial to this phase is the capturing of those things that went well and also those things that did not in a lessons learned report.

Close the project

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Click for slide: Close the project

What you need to do

Set up formal controls for implementing project closure whether closing goes to plan or is premature (perhaps because the project has been abandoned or failed).

Project reporting

Produce an end project report, and 'lessons learned' reports to the role responsible for organisational standards (such as a centre for excellence).

Follow-on actions

Document any 'unfinished business' that those responsible for managing a service or contract after the project closure will need to be aware of.


 

Points to consider

You will need to make a clear statement about the reason for closure; where problems have been encountered, ensure that the organisation can learn from the experience.

Project reporting:

The project should be evaluated to ensure that the product or change it delivered is really dealing with the issues it was designed to solve. This evaluation should be systematic and have success criteria clearly defined.

Thus the end project report captures how well the project performed against it's project initiation document especially planned cost, schedule, tolerances, revised business case and final project plan. The lesson learned report captures and shares lessons that can be usefully applied to other projects.

In construction projects the post project review generates the end project report and lesson learned report.

Follow-on actions:

These can include:

  • Remaining risks and issues

  • Change requests that have been deferred

  • Outstanding actions from acceptance and rollout, for example where functionality is to be delivered late

  • Ongoing problems with the works or services


 

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