Project Management > How to manage a small project > Perform a Formal Project Close

13. Perform a Formal Project Close

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Take formal steps to complete a project close process when the project is finished.

Project close - acceptance and signoffne of the most common failings is not recognizing that the project is finished. I remember a couple of projects that were overdue and over budget simply because the customer and stakeholders kept asking for revisions and changes long after all the requirements had been met. We called it "last-minute scope slide". Having a formal project close process will help keep this from happening. You'll want to have a clear definition of what finished means for your project and make sure that you call a halt to the proceedings when you reach it. You can even close a project with work still on the table. You transfer the issues to a punch list or checklist and end the project. Work on the punch list becomes post-project support. During this time, you stick to the punch list. Anything new that is requested goes onto a wishlist and waits on the next project.

Conduct the official turnover. No matter what you call it -- Final Hand-off, Production Turnover, Customer Acceptance -- you need to designate a milestone in your project close process where you officially turn the project over to its owner. A brief meeting and a customer sign off sheet comprise the the only bit of ceremony you need. Even if there are a few items remaining to be taken care of, put these on a checklist and conduct the turnover. Then take care of the items promptly.
Gather and file the project documentation. You'll need to get the original scope, any change requests, materials used in status reporting, communications from and to anyone on the team and in the list of sponsors, customers and stakeholders.  Label and file the documentation. If you've maintained a project journal, include that as well.

Issue an announcement. You should issue an announcement that the project is officially concluded and that no more expenses can be charged against it. If the project went well, you should include a brief description of the project and what it accomplished. You should also include the list of sponsors, customers and stakeholders as well as the team members.  If any team member in particular performed in an exemplary fashion, you may want to single the person out as a team VIP.

Hold a final meeting with the team. Regardless of the outcome of the project, examine and discuss the events. Brainstorm ideas on improvement, problem avoidance, improved risk management and so on. The goal is to extract as much process improvement material as possible.  Thank the team. Single out exemplary members.

Reward the team members.  If the project had a positive outcome, you should plan some type of reward for the team members. Typical rewards include:

  • An outing of some kind 
  • A party 
  • A trophy or other artifact 
  • A certificate or customer sign off sheet encase in Plexiglas 

Even if it isn't part of the formal project close process, rewarding the team is always seen as good form and will make them more likely to want to work with you again.

- Jake Alexander

 

 

 

 


 

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