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PROJECT OR PHASE CLOSURE

Project closure represents the final stage of the project life cycle. Closure is not done
to complete the work; it is done to close the project or phase. What does this mean?
Some people confuse closure as the stage where the technical work is completed. No.
The work is started and completed in execution. Execution is the stage that creates
project deliverables. The closure stage is more of a “post-project work” exercise. It is
an administrative process (also called administrative closure) that brings all project
activities to finality across all knowledge areas after the technical work has been
completed. The completion of work, however, is not the only condition that requires
administrative closure. When a project fails or gets terminated, closure is also
performed, and the reason for closure is reflected among closure documents. This helps
the organization benefit from lessons learned gathered on the experience for use on
future projects. Project managers who do not possess a professional sense of closure
expect things to naturally dissolve once the technical work is completed. But proper
project closure benefits the team, the performing organization and the customer.


The Case about Phase Closure


Technically, phases are seen as “sub-projects” within the larger objective. When a
project is pursued in multiple phases, each phase mimics the project life cycle. Each
phase is initiated, planned, executed and closed. Some projects will require each
phase to be chartered before the work begins in them. Similarly, most projects will
require administrative closure to be performed for each phase. The rigour and
comprehensiveness applied to phases however differ among projects and among
organizations.

Let’s take a look at what happens during project or phase closure:

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 
Tidying Up


Closure presents the opportunity to clean up, literally and figuratively, ensures
everything has been truly brought to finality across all knowledge areas, and allows
you to transition peacefully. During closure the project manager must confirm all
procurement relationships have been brought to a close, contractors have been paid
and there are no outstanding disputes or claims.


Final Acceptance and Sign-Off


During closure, there is acceptance of final deliverable by the customer with reference
to the validate scope process. Remember, during scope validation, the customer
formally accepts interim deliverables until the last item is produced. Under closure, all
deliverables are put together to constitute the final deliverable. If validate scope is
thoroughly done, then the final acceptance of the whole happens almost automatically
because your project is a sum of its parts and acceptance for its parts is acceptance
for the whole. Through this effort, the team obtains sign-off from the customer.


Financial Report


Most projects report separately on how financial resources were expended for the
project. In financial reporting, we begin with the project’s cost objective spelt out in the
charter that established the constraint for the development of the cost baseline. We
also highlight on the differences between planned and actuals that led to the use of
contingency reserves. Changes that resulted in the inclusion of management reserves
or the revision of the cost baseline are also addressed in financial reporting. The
performance of the cost as communicated by the Cost Performance Index (CPI)
throughout the various stages are also addressed along with strategies used to
address variances throughout the project life cycle. As a matter of fact, a larger portion

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of this document could actually be a compilation of financial performance reports
forwarded to key stakeholders from time to time throughout the project life cycle.


Retrospectives and Lessons Learned


During project closure the team retrospects the entire project in order to gather feedback
to advance organizational learning. The lessons learned gathered throughout the
project comes in handy in this exercise. Being intentional about retrospections promotes
concrete and conscious knowledge on what worked and what didn’t, contributing more
effectively to the outcomes of future projects. Giving team members the opportunity to
share their experiences in an open manner without fear or intimidation allows them the
psychological safety to contribute relevant ideas for future improvements. Team
members flow better when they are well-informed about the purpose and intentions of
retrospectives.


Regression Analysis


Regression Analysis is performed as part of retrospectives to analyze the variables

that contributed to project success. It is a statistical data analysis technique that helps
predict outcomes from data and their relationship. Performing regression analysis
during closure helps the team understand the factors that contributed to the project’s
success with the view of leveraging lessons for future projects.


Project Closure Report


During project closure, we produce (create or compile) a final report beginning with a
statement of value created by the project. The report typically touches on the business
objectives and how the project fulfilled them within the processes; how planned works

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were carried out and completed; the performance of each constraint: scope, schedule,
cost, quality, resources, risks, procurements; how procurements were closed out;
changes that were carried out and the impact of those changes, etc. If you happen to
augment a closure report with a verbal presentation, seize the opportunity to make a
lasting impression on the organizational leaders and key stakeholders in attendance.
Appreciate them for making this project possible. Show how the experience you have
gathered on the project will help your career. Emphasize on the lessons learned.
Highlight on major points of the closure report, don’t over-elaborate since all the fine
details are already contained in the written document. Above all, wish them well as
you bow out with grace.


Handover


This is an official handover of the tangible project deliverable [in your custody] to the
customer. If the project is to create a residential facility for the Ababio family, then
handover is demonstrated when you transfer the keys of the property to the customer
who represents the family – a change of custody.


Decommission of Resources


During closure, the project manager officially releases all resources assigned to the
project. Personnel are officially closed and signed off. If team members were taken
from functional units, they are returned and reassigned to their functional managers.
Those that were recruited from external sources are officially closed and signed off.
Logistics, machinery and equipment are also returned to their sources – a PMO may
facilitate this for those resources that were taken from the organization. During closure
we also confirm the return of externally rented machinery and equipment, lest the
project accrue expenditure even after closure.

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 
Emotional Closure, Acknowledgement, Team Celebration


Closure offers an opportunity for emotional closure for each of the team members that
has been with you, and, for what we have said about emotional intelligence, it must be
done well. Closure is an opportunity to boost the team’s confidence and morale
towards their next endeavour. It is a moment to acknowledge their contribution and
celebrate their efforts. Each of them must proceed away with a full sense of
accomplishment. Some team members will be moving on to “nothing” and will be
looking forward to accessing their chances with the next prospect. Wish them well.
Don’t forget virtual team members. Remember to appreciate the efforts of other
persons and departments beyond the team who may have also contributed towards
the project’s success. Climaxing with a party in a way that is allowed in your
organization’s culture will also be superb.


Archiving Project Information


Finally, during project closure, we archive project information, lessons learned,

templates and checklists, etc. and update OPAs for use on future projects and to advance
organizational knowledge assets. This exercise is typically done collaboratively with
the organization’s PMO. In today’s digital world, project information can also be
digitized and stored in the organization’s digital repositories.


Some Key Points to Remember


1. Lessons learned are collected and updated throughout the project; they are
typically compiled during project closure.

2. Lessons learned registers benefit the current project, future projects and the
organization as a whole.

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3. Formal acceptance confirms completion of the project work that results in final
sign-off.

4. All activities of closure as spelt out in the project management plan must be
performed before a project is deemed closed. If deliverables have been handed
over but archiving project information has not been completed, the project cannot
be deemed closed.

5. For very formal, huge and complex projects, closing is done at the end of each
phase.

6. One of the biggest problems of closure is getting some of the team members to
stay on with you to perform administrative closure. To them, the work is done and
over for them on the execution stage.

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