Project Management Process

1. Project Management Process Transition & Closure Transition and closure is the final step in the Project Management ProcessTransition and closure is the final step in the Project Management Process

2. Project Management Process Transition and Closure is the completion of a major activity, phase, or the project itself. Waiting until the work is �completed� � ends often with unsatisfactory consequences. Planning for Transition or Closure began in Plan the Work with the Transition & Closure Plan. The Project Management Plan identifies the work to be completed on this project or phase. The transition or closure plan identifies the transition point or closure of activities. Transition and Closure activities occur throughout the project � some are continuous from the very first day to the very last day and all require careful planning, budgeting and scheduling. Transition and Closure is the completion of a major activity, phase, or the project itself. Waiting until the work is �completed� � ends often with unsatisfactory consequences. Planning for Transition or Closure began in Plan the Work with the Transition & Closure Plan. The Project Management Plan identifies the work to be completed on this project or phase. The transition or closure plan identifies the transition point or closure of activities. Transition and Closure activities occur throughout the project � some are continuous from the very first day to the very last day and all require careful planning, budgeting and scheduling.

4. Implement the Transition and Closure Plan Project Performance Baseline Schedule Closure Financial Closure Review the Project Performance Baseline to ensure all activities are performed as planned. Tracking and monitoring the schedule and budget is critical as your begin to close out all activities. Review the Project Performance Baseline to ensure all activities are performed as planned. Tracking and monitoring the schedule and budget is critical as your begin to close out all activities.

5. Implement Transition/ Closure Plan Acceptance of Work Review criteria & checklists Establish a date for formal acknowledgement Transfer of responsibility Demobilization Reassign staff, facilities, services, & equipment Provide clear communication to affected staff Verify completion of work products As the work leading up to the transition event proceeds Report progress and changes to those involved in the acceptance process. Review the criteria and checklist, Establish a date for formal acknowledgement of the acceptance of the work. Acceptance acknowledges the transfer of responsibility and should be formally acknowledged in writing. Demobilization: Completion of the work generally leads to the reassignment of staff and return/transfer of unneeded facilities,equipment and the cancellation of unneeded services. As work progresses, refine and complete plans for demobilizing staff, facilities, equipment and services. Keep communication with affected staff members clear & provide advance notice of changes to those affected. Verify that all work is complete and acceptable As the work leading up to the transition event proceeds Report progress and changes to those involved in the acceptance process. Review the criteria and checklist, Establish a date for formal acknowledgement of the acceptance of the work. Acceptance acknowledges the transfer of responsibility and should be formally acknowledged in writing. Demobilization: Completion of the work generally leads to the reassignment of staff and return/transfer of unneeded facilities,equipment and the cancellation of unneeded services. As work progresses, refine and complete plans for demobilizing staff, facilities, equipment and services. Keep communication with affected staff members clear & provide advance notice of changes to those affected. Verify that all work is complete and acceptable

6. Implement Transition/ Closure Plan Financial Closure Review requirements & procedures Contact Region & Program Management As the work leading up to the transition event proceeds Report progress and changes to those involved in the acceptance process. Review the criteria and checklist, Establish a date for formal acknowledgement of the acceptance of the work. Acceptance acknowledges the transfer of responsibility and should be formally acknowledged in writing. Demobilization: Completion of the work generally leads to the reassignment of staff and return/transfer of unneeded facilities,equipment and the cancellation of unneeded services. As work progresses, refine and complete plans for demobilizing staff, facilities, equipment and services. Keep communication with affected staff members clear & provide advance notice of changes to those affected. Verify that all work is complete and acceptable As the work leading up to the transition event proceeds Report progress and changes to those involved in the acceptance process. Review the criteria and checklist, Establish a date for formal acknowledgement of the acceptance of the work. Acceptance acknowledges the transfer of responsibility and should be formally acknowledged in writing. Demobilization: Completion of the work generally leads to the reassignment of staff and return/transfer of unneeded facilities,equipment and the cancellation of unneeded services. As work progresses, refine and complete plans for demobilizing staff, facilities, equipment and services. Keep communication with affected staff members clear & provide advance notice of changes to those affected. Verify that all work is complete and acceptable

8. Lessons Learned Compare Planned vs. Actuals Report & Share Lessons Learned Lessons Learned Database wwwi.wsdot.wa.gov/IPD/WSDOT+Lessons+Learned.htm Final closure meeting Compare what was planned against what actually occurred What went well, what didn�t & why? Documenting lessons learned should be a continuous sharing process, and should be a standing agenda item in team meetings. Remember to document lessons learned into the Lessons Learned database The final closeout meeting should include a review of lessons learned � experience & knowledge learned can be used on the next project Compare what was planned against what actually occurred What went well, what didn�t & why? Documenting lessons learned should be a continuous sharing process, and should be a standing agenda item in team meetings. Remember to document lessons learned into the Lessons Learned database The final closeout meeting should include a review of lessons learned � experience & knowledge learned can be used on the next project

10. Reward & Recognize Positive reinforcement Performance metrics Individual & Team Senior Management Timing is everything Positive reinforcement through a project specific reward and recognition program is one way to develop and maintain the teams motivation and loyalty during the project. Identify appropriate project rewards and recognition for exemplary performance. Consider non-monetary recognition Senior management involvement and leadership in the program will provide support and motivation Timing is everything � frequently those whose contribution to the success of a project occurs early in the work miss out on the celebration of that success when it is realized. Never overlook the power of a simple � handwritten and sincere note. Positive reinforcement through a project specific reward and recognition program is one way to develop and maintain the teams motivation and loyalty during the project. Identify appropriate project rewards and recognition for exemplary performance. Consider non-monetary recognition Senior management involvement and leadership in the program will provide support and motivation Timing is everything � frequently those whose contribution to the success of a project occurs early in the work miss out on the celebration of that success when it is realized. Never overlook the power of a simple � handwritten and sincere note.

12. Archive Review archiving requirements Collect files, documents, & drawings Remove incomplete material Retain final documents & reports Consolidate & prepare for storage Inventory Archiving must be completed before the project can be closed out It is the process of collecting, organizing and storing contract and project files. Review archiving requirements identified in the the Transition & Closure Plan Collect all project material, files, documentation, drawings, contract documents, and electronic data. Remove inappropriate or incomplete material from the file, retain final documents and remove drafts Consolidate the files and prepare for storage according to guidelines Create an inventory of the files & their contents Begin this process early, waiting to the end of the project to start collecting the files will make the task more difficult, ineffective, and more time consuming. If you began with the end in mind archiving will be easy!Archiving must be completed before the project can be closed out It is the process of collecting, organizing and storing contract and project files. Review archiving requirements identified in the the Transition & Closure Plan Collect all project material, files, documentation, drawings, contract documents, and electronic data. Remove inappropriate or incomplete material from the file, retain final documents and remove drafts Consolidate the files and prepare for storage according to guidelines Create an inventory of the files & their contents Begin this process early, waiting to the end of the project to start collecting the files will make the task more difficult, ineffective, and more time consuming. If you began with the end in mind archiving will be easy!

13. Iterative Process MPD is a phased approach, each phase will repeat the same MPD steps Scoping, Design file, PS&E and construction will �plan their work� and then �work that plan�MPD is a phased approach, each phase will repeat the same MPD steps Scoping, Design file, PS&E and construction will �plan their work� and then �work that plan�

14. Early Involvement is Essential! The earlier project issues are identified in the process the higher the ability to affect the scope of the project. It is, generally, easier to change the scope, schedule, or budget in planning than construction. The earlier project issues are identified in the process the higher the ability to affect the scope of the project. It is, generally, easier to change the scope, schedule, or budget in planning than construction.

15. Questions?