Project Closeout: Done and Dusted!

1. Project Closeout: Done and Dusted! Scott Field, PMP ScottF1115@gmail.com August 2019 PMICLG Chapter Meeting

4. Agenda • Background & PMBOK References • Stakeholder Perspectives • PM’s Challenge • Three Areas to be Discussed • Final Tallies and Evaluations • Documentation • Legacy of the Project • Small Group Discussion • Summary & Final Thoughts

5. Every Project Has:

6. When are Projects Closed? • Project Successfully Completed • Work Delivered • Results Accepted • Project Will Be Unsuccessful – Cut Losses • Objective Can No Longer Be Met • Funding No Longer Available • Resources Not Available

7. Closing Process Group Project Closure is more than a milestone – it is a process, with deliverables, to successfully conclude your project

8. Closing Process Group • The Closing Process Group consists of those processes performed to conclude all activities across all Project Management Process Groups to formally complete the project, phase, or contractual obligations. • This Process Group, when completed, verifies that the defined processes are completed within all of the Process Groups to close the project or a project phase, as appropriate, and formally establishes that the project or project phase is complete.

9. Project Closeout All screen shots from PMBOK 5th edition

10. Project Closeout

11. PMBOK Data Flow – Closing Process

12. Phase Data Flow Diagram

13. Perspectives • Buyer • Prepare for and Take delivery • Pay the Bills • Seller • Ensure SOW is Complete • Pay the Bills • Other Stakeholders

14. New Challenge for the PM • Maintain focus on completion • PM must ensure that all work is completed, including restoration • PM must ensure the accounts are settled • PM must continue to manage and mitigate risk

15. Close Project Integration Mgmt • Process of handing over the final product in a manner that makes everyone successful (project and operational teams) • Early definition of who/what is receiving project • Organization Chart including Project team • Roles & Responsibilities • Turnover Plan • Establishes the procedures to investigate and document reasons for actions for early termination and requires stakeholder involvement

16. Closing Procurements • Verify that what should have been done in the contract was done, including payoff and signoff.

17. Closing Process • Checklists, tests and reviews • Validation and Verification • Lessons Learned • Countdowns on activities and deliverables • PM CHALLENGE: Coax optimal results from team members who are about to be released Success is delivering the work and receivers accepting results

18. Three Areas of Discussion • Final Tallies & Evaluation • Documentation • Legacy of the Project

19. Closeout Documentation • Documentation requirements (customer) • Complete drawings • Provision of people trained on operating product or facility • Customer training • Project audit • Closed invoices • Update risk and work registers • Equipment and hire returns • Warranties and guarantees settled • Update financial systems • Document lessons learned • Contract Closeout • Final report

20. Final Report Author: Project Manager Recipient: Project Sponsor

21. Final Report - Contents • Project Plan Details • Executive Summary • Purpose • Objectives • Organization • Schedule (baseline and final) • Effect of changes • Includes those not covered but recommended for attention • Budget final reconciliation • Recap of performance metrics • Results from feedback questionnaire

22. Feedback Questionnaire • Distribute prior to initiating project closure • Supplement with interviews if needed • Areas include: • Management sponsorship • Project objectives and success factors • Plan and schedule • Client/end user involvement • Acceptance criteria • Communications

23. Closeout Documentation • Documentation requirements (customer) • Complete drawings • Provision of people trained on operating product or facility • Customer training • Project audit • Closed invoices • Update risk and work registers • Equipment and hire returns • Completed punch list • Warranties and guarantees settled • Update financial systems • Document lessons learned • Contract Closeout • Final report

24. Lessons Learned – How to • Not a blame game or finger pointing • Make them timely • Make capturing them easy • Make them part of the culture • PM to do heavy lifting in documentation emphasizing • How previous lessons learned help current project • How continuous improvement can be used to make everyone’s job better and the project successful

25. Lessons Learned Ticklers • Did everyone understand & agree on project direction & objectives? • Were the appropriate skills available on project? • Were appropriate tools and techniques available and used? • Did team work well together? • Were stakeholders kept well informed of progress? • Were changes managed effectively? + & -

26. Lessons Learned Ticklers • Was the agreed project life cycle followed? • Was feedback encouraged and dealt with effectively? • Were project problems anticipated effectively? • Were our agreed procedures followed as planned? • What are your suggestions for improving…? + & -

27. Lessons Learned Storehouses • What makes the best LL storehouse? • Ease of use • Types of data included • PM references • Available to everyone (sanitized*)

28. Plan Resource Closing • Important to communicate to team • Plan how to roll off resources • Manage Flight Risk

29. Resource Closing • Comes a time when you must “let it go” • Project Deliverable • Human Resources • Some team members may find it hard to let go • See the project as “their baby” • May not see the next “opportunity” or “new beginning

30. Human Resources • PM to document individuals’ performance • Endorse contributions • Recommend for advancement • Recommend for improvement • Update resume while project is still fresh in your mind • Find a reason to Celebrate!

31. Small Group Discussion • What types of activities would you do to closeout the following types of projects? • Wedding • Job Search • Kitchen or bath remodel • OR Share a story about a good or bad project closing 5-10 min

32. Summary • All Projects End – Success often determined by “How” you finish • Buyer must ensure the Seller has fulfilled its obligations to vendors and subs • Exit Strategy: Seller must plan to retain or disperse ALL assets prior to closeout – materials, equipment, personnel • All documentation must be completed • Lessons Learned recorded • Resources released

33. Final Thoughts • Presentation Project Closeout • Deliver the presentation • Keep the audience awake/entertained • Receive feedback • Note lessons learned • Provide presentation for posting on the website • Thank the chapter and the audience for the opportunity to share with you

34. Bibliography • Mullaly, Mark (October 15, 2013), “Jekyll & Hyde PM: Managing Project Shifts” retrieved fromhttp://www.projectmanagement.com/articles/280882/Jekyll---Hyde-PM--Managing-Project-Shifts • Darter, Kenneth (April 21, 2014), “Finding the Time to Collect Lessons Learned” retrieved from http://www.projectmanagement.com/articles/283543/Finding-the-Time-to-Collect-Lessons-Learned • Darter, Kenneth (February 18, 2015), “The PM Finish Line” retrieved from http://www.projectmanagement.com/articles/290188/The-PM-Finish-Line • Darter, Kenneth (October 28, 2015), “The Art of Letting Go” retrieved from http://www.projectmanagement.com/articles/307239/The-Art-of-Letting-Go • Ray Piper, MCMI, PMP Project Cycology, (self published) 2006. • Marks, Tony 20:20 Project Management: How to deliver on time, on budget and on spec, Kogan Page, Philadelphia, 2012. • http://www.mastering-project-management.com/project-closure.html • http://www.pmi.org/learning/project-management-movies-processes-practices-7369?id=7369