Project Charter Components: The Power of the One-Page DocumentCIToolkit
A Project Charter is a one-page document that summarizes the fundamental information of a project before it begins. The information in the project charter is critical for obtaining leadership support and commitment to provide the necessary funding and resources.
The document discusses the six phases of the project management process: 1) Project Pre-initiation, 2) Project Initiation, 3) Project Planning, 4) Project Executing, 5) Project Monitoring and controlling, and 6) Project Closing. It provides details on the key activities and goals of each phase, including determining project scope, selecting a project manager, creating project plans, executing the project, monitoring progress, and closing out the project.
The document outlines the steps to properly close a project: 1) Get acceptance from the customer that deliverables meet requirements. 2) Conduct an evaluation to determine if goals/objectives were achieved on time and on budget. 3) Write a final report summarizing the project and lessons learned. 4) Celebrate the completion with the project team to recognize their work.
13 project control & closing managementDhamo daran
This document discusses project control and closing processes. It describes monitoring project work, which involves tracking performance against the project plan and identifying variances. It also discusses administering procurements, including monitoring vendor work and conducting procurement reviews. The document outlines reporting project performance through tools like variance analysis and communication methods. Finally, it describes closing the project through activities like getting customer acceptance, releasing resources, and creating a final report with an executive summary and lessons learned.
This document provides an agenda and overview for a Project Management Professional (PMP) study group session on the project framework and project management processes. The agenda includes a summary of the focus on the project framework and processes, an open forum for participant questions, study group questions, and a wrap up. The overview discusses key concepts of the project management framework, including the triple constraint of scope, time and cost, areas of PM expertise, the project management office, and differences between projects and programs. It also discusses project management processes, including the five process groups of initiating, planning, executing, monitoring and controlling, and closing as well as the Plan-Do-Check-Act cycle and the process interactions template.
In 3 sentences
Project Charter Components: The Power of the One-Page DocumentCIToolkit
A Project Charter is a one-page document that summarizes the fundamental information of a project before it begins. The information in the project charter is critical for obtaining leadership support and commitment to provide the necessary funding and resources.
The document discusses the six phases of the project management process: 1) Project Pre-initiation, 2) Project Initiation, 3) Project Planning, 4) Project Executing, 5) Project Monitoring and controlling, and 6) Project Closing. It provides details on the key activities and goals of each phase, including determining project scope, selecting a project manager, creating project plans, executing the project, monitoring progress, and closing out the project.
The document outlines the steps to properly close a project: 1) Get acceptance from the customer that deliverables meet requirements. 2) Conduct an evaluation to determine if goals/objectives were achieved on time and on budget. 3) Write a final report summarizing the project and lessons learned. 4) Celebrate the completion with the project team to recognize their work.
13 project control & closing managementDhamo daran
This document discusses project control and closing processes. It describes monitoring project work, which involves tracking performance against the project plan and identifying variances. It also discusses administering procurements, including monitoring vendor work and conducting procurement reviews. The document outlines reporting project performance through tools like variance analysis and communication methods. Finally, it describes closing the project through activities like getting customer acceptance, releasing resources, and creating a final report with an executive summary and lessons learned.
This document provides an agenda and overview for a Project Management Professional (PMP) study group session on the project framework and project management processes. The agenda includes a summary of the focus on the project framework and processes, an open forum for participant questions, study group questions, and a wrap up. The overview discusses key concepts of the project management framework, including the triple constraint of scope, time and cost, areas of PM expertise, the project management office, and differences between projects and programs. It also discusses project management processes, including the five process groups of initiating, planning, executing, monitoring and controlling, and closing as well as the Plan-Do-Check-Act cycle and the process interactions template.
In 3 sentences
MBA 6961, Project Management 1 Course Learning Outcomes .docxwkyra78
MBA 6961, Project Management 1
Course Learning Outcomes for Unit VIII
Upon completion of this unit, students should be able to:
9. Classify the main forms of project termination.
9.1 Identify the importance of the seven key steps in formal project closeout.
9.2 Identify the influence that politics, ego, and power have on termination through starvation.
10. Discuss the challenges and components of a final project report.
Reading Assignment
Chapter 14: Project Closeout and Termination, pp. 477–497
Unit Lesson
Introduction
Some projects terminate successfully and are easily closed, while others seem to go on forever, specifically if
there are still open items or change requests. Ending projects can be very challenging. The project closeout
process is not only critical to project success but also to the success of future projects. This unit will cover
processes and suggest strategies to help finalize projects.
Project Closeout and Termination
A project can be terminated when work on the substance of the project has ceased or slowed to the point that
further progress is no longer possible (Meredith & Mantel, 2012). Projects are terminated on project success
or project failure. Project managers (PMs) must guide stakeholders through the closeout activities to reach
successful project closure. Consider the following examples:
After a taxpayer expenditure of $45 million, the California Department of Motor Vehicles (CDMV)
cancelled a major project to improve their driver’s license and registration system.
The English Channel, although considered the epitome of project success in terms of scope, is also
viewed as a failure because of the $12 billion debt it incurred by the end of the project.
The Denver International Airport Automatic Baggage System is seen as a significant failure due to
budgeting and missed key milestones, resulting in premature termination.
The “Big Owe” is another prominent instance of project failure. The “Big Owe” is the nickname given
to the Montreal Olympic Stadium due to the massive debt incurred by the project and the excessive
timeline for completion.
There are countless project successes and failures. A simple search on the Internet can yield a plethora of
examples of both successful and failed projects from which we can discern valuable lessons.
Every project, whether considered a success or failure, must follow certain guidelines for closeout and
termination. Closeout and termination are as important as the other phases in a project’s life cycle:
conceptualization, planning, and execution. Closeout and termination should be a part of the project plan and
executed accordingly. Project closeout should not be undertaken as an afterthought, or simply allowed to
occur by happenstance. The main goal of project termination is to cease project activities at all levels of the
organization with nominal administrative disruption. Termination can be a lon.
This power point presentation is about Project Audit and Closure. Highlighting on its importance, the types of closures and the best practices. This power point presentation is for educational purposes only.
The document discusses project termination and final reports. It describes various activities involved in terminating a project, such as collecting time sheets and expense reports, closing out contracts, and conducting surveys. It outlines four ways a project can be terminated: by extinction, addition, integration, or starvation. The document also details what should be included in a final project report, such as an abstract, introduction, background, design description, evaluation, and appendices. A final report aims to summarize all stages of the project so that someone else could recreate the project steps.
The document discusses various aspects of project termination including:
1. Activities after project completion involve closing tasks, payments, and documenting lessons learned.
2. Projects can terminate through extinction (success), addition (institutionalization), integration (distribution to parent organization), or starvation (budget cuts).
3. A final report summarizes all project stages and allows readers to recreate the project steps. It includes sections like abstract, introduction, background, design, realization, evaluation, lessons learned, and references.
Project management involves planning, organizing, and managing resources to successfully complete projects within defined objectives and constraints. It has five main stages: initiation, planning, execution, monitoring and controlling, and closing. Key aspects of project management include defining project scope and objectives, developing a work breakdown structure and schedule, managing risks and issues, monitoring progress, and ensuring project closure. Effective project management requires integrating various technical and human factors to deliver projects on time, within budget and meeting specified requirements.
There are four main ways to terminate a project: extinction, addition, integration, and starvation. Extinction occurs when a project is completed or unsuccessful. Addition happens when a successful project becomes institutionalized. Integration distributes project resources among existing organization elements. Starvation is a slow termination through reduced funding. The termination process involves deciding whether to terminate based on factors like technical advances and cost-effectiveness, then carrying out an orderly shutdown overseen by a termination manager.
The document discusses the process of formally closing a project. It involves gaining acceptance of final products/services, reflecting on lessons learned, and creating project archives and reports. A Project Review and Closure Report is produced to tidy up any loose ends, review project outputs and success, outline outstanding issues/recommendations, and inform future projects. The report is developed towards the end of the project when all outputs have been delivered.
This document discusses the process of closing a construction project. It involves several key steps:
1) Creating a punch list of deficiencies to be addressed by the contractor. 2) Issuing a certificate of substantial completion to end liquidated damages when the project is sufficiently complete. 3) Obtaining a certificate of occupancy when the project complies with codes. 4) Demobilizing resources like staff. 5) Financially closing out the project through final payment, releasing guarantees, and settling changes. 6) Formally closing the contract by submitting as-built drawings, manuals, warranties, and test reports. 7) The project manager analyzes costs and gathers feedback. 8) Lessons learned are documented for future projects.
This document provides a Project Management Plan (PMP) template for a project. The PMP defines how the project will be executed, monitored, controlled and closed. It includes sections on the project scope, constraints, approach, organization, roles and responsibilities, stakeholders, risks, schedule, financials, communication plan, change management process, and next steps. The PMP is a communication tool and living document that is updated throughout the project.
Project Planning and Excution chapter 6.pptadabotor7
Fundamental business information systems concepts including: trends, components, and roles of information systems and competitive advantage concepts and applications
Introduction to international project managementprakashnachnani
This document provides an introduction to international project management. It defines what constitutes a project and lists key characteristics such as being temporary, having unique deliverables, and allowing for progressive elaboration. Projects are also purposeful, logical, structured, involve conflict and risk, and have limited resources. Typical project phases include initiation, definition, feasibility study, execution, and conclusion. Key project management activities involve planning, scheduling, and controlling. Common problems include poor planning, lack of leadership, unclear requirements, and missed deadlines. Project types can be manufacturing, construction, management, or research oriented.
The project charter is the first document created for a project that defines the project's key elements. It establishes the authority of the project manager and outlines the project objectives, scope, stakeholders, costs, benefits, risks, and schedule. The charter for a diesel hydrodesulphurization unit project at an oil refinery seeks to reduce sulfur emissions from diesel by building new desulfurization facilities over 27 months at an estimated cost of 5500 million rupees in order to meet new fuel standards.
System Analysis & Design (CHAPTER TWO) (1).pptAynetuTerefe2
This document discusses project management concepts related to developing information systems. It begins by explaining that while technology aspects of IS development are attractive, project management is an important skill. It then outlines the four main phases of project management: initiating, planning, executing, and closing. For each phase, it describes key elements and activities involved, such as establishing teams, defining tasks, scheduling, monitoring progress, communication, and post-project reviews. Graphical tools for representing project plans like Gantt charts are also introduced.
HD version: http://1drv.ms/1i8AvZc
This is my publication on the introduction to project management. In this publication I overview important project management terms, definitions, project life cycles, and key project management software and tools
The document provides an overview of a lecture on project planning and management. It introduces the course instructor and outlines the course objectives and outcomes. It then discusses what a project is, highlighting the key criteria of being completed on time, within budget, and meeting quality requirements. Various examples of time-bound, cost-bound, performance-bound, and safety-bound projects are provided. The remainder of the document describes the purpose and process of project planning, including creating a scope statement, project plan, schedule, and ongoing responsibilities like monitoring quality and risks and effective communication. The planning phase is emphasized as critical for outlining deliverables, timelines, roles and preventing issues.
The document discusses applying project management in the workplace. It covers project management overview, why projects fail, pre-project activities, activities during the project, and closing the project. Pre-project activities include developing a comprehensive project plan, scope statement, and stakeholder buy-in. During project execution, the project manager measures actual performance against the baseline and ensures deliverables meet requirements. For closing, the project manager reviews prior information, documents lessons learned, and obtains customer sign-off to indicate acceptance and project closure.
The document provides an overview of the PRINCE2 project management methodology. It introduces the 7 PRINCE2 processes: starting up a project, directing a project, initiating a project, controlling a stage, managing product delivery, managing a stage boundary, and closing a project. For each process, it describes the purpose, objective, context, activities, and tailoring guidelines. It also discusses how to tailor the processes for different project situations like simple projects, agile projects, and supplier-led projects.
Continuous Improvement Infographics for LearningCIToolkit
The purpose of this section is to provide all the continuous improvement tools in an infographic format. These flashcards are easy to read and understand, and very useful if you are looking for brief, concise, and to-the-point summaries. They are quick refreshers for continuous improvement and can speed up the learning process.
Continuous Improvement Posters for LearningCIToolkit
The intention of this section is to provide all the continuous improvement tools in a poster format that is easy to print and share. These posters are great tools for training, sharing and posting, and can also be distributed as hand-outs during continuous improvement workshops.
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Similar a The Final Activity in Project Management
MBA 6961, Project Management 1 Course Learning Outcomes .docxwkyra78
MBA 6961, Project Management 1
Course Learning Outcomes for Unit VIII
Upon completion of this unit, students should be able to:
9. Classify the main forms of project termination.
9.1 Identify the importance of the seven key steps in formal project closeout.
9.2 Identify the influence that politics, ego, and power have on termination through starvation.
10. Discuss the challenges and components of a final project report.
Reading Assignment
Chapter 14: Project Closeout and Termination, pp. 477–497
Unit Lesson
Introduction
Some projects terminate successfully and are easily closed, while others seem to go on forever, specifically if
there are still open items or change requests. Ending projects can be very challenging. The project closeout
process is not only critical to project success but also to the success of future projects. This unit will cover
processes and suggest strategies to help finalize projects.
Project Closeout and Termination
A project can be terminated when work on the substance of the project has ceased or slowed to the point that
further progress is no longer possible (Meredith & Mantel, 2012). Projects are terminated on project success
or project failure. Project managers (PMs) must guide stakeholders through the closeout activities to reach
successful project closure. Consider the following examples:
After a taxpayer expenditure of $45 million, the California Department of Motor Vehicles (CDMV)
cancelled a major project to improve their driver’s license and registration system.
The English Channel, although considered the epitome of project success in terms of scope, is also
viewed as a failure because of the $12 billion debt it incurred by the end of the project.
The Denver International Airport Automatic Baggage System is seen as a significant failure due to
budgeting and missed key milestones, resulting in premature termination.
The “Big Owe” is another prominent instance of project failure. The “Big Owe” is the nickname given
to the Montreal Olympic Stadium due to the massive debt incurred by the project and the excessive
timeline for completion.
There are countless project successes and failures. A simple search on the Internet can yield a plethora of
examples of both successful and failed projects from which we can discern valuable lessons.
Every project, whether considered a success or failure, must follow certain guidelines for closeout and
termination. Closeout and termination are as important as the other phases in a project’s life cycle:
conceptualization, planning, and execution. Closeout and termination should be a part of the project plan and
executed accordingly. Project closeout should not be undertaken as an afterthought, or simply allowed to
occur by happenstance. The main goal of project termination is to cease project activities at all levels of the
organization with nominal administrative disruption. Termination can be a lon.
This power point presentation is about Project Audit and Closure. Highlighting on its importance, the types of closures and the best practices. This power point presentation is for educational purposes only.
The document discusses project termination and final reports. It describes various activities involved in terminating a project, such as collecting time sheets and expense reports, closing out contracts, and conducting surveys. It outlines four ways a project can be terminated: by extinction, addition, integration, or starvation. The document also details what should be included in a final project report, such as an abstract, introduction, background, design description, evaluation, and appendices. A final report aims to summarize all stages of the project so that someone else could recreate the project steps.
The document discusses various aspects of project termination including:
1. Activities after project completion involve closing tasks, payments, and documenting lessons learned.
2. Projects can terminate through extinction (success), addition (institutionalization), integration (distribution to parent organization), or starvation (budget cuts).
3. A final report summarizes all project stages and allows readers to recreate the project steps. It includes sections like abstract, introduction, background, design, realization, evaluation, lessons learned, and references.
Project management involves planning, organizing, and managing resources to successfully complete projects within defined objectives and constraints. It has five main stages: initiation, planning, execution, monitoring and controlling, and closing. Key aspects of project management include defining project scope and objectives, developing a work breakdown structure and schedule, managing risks and issues, monitoring progress, and ensuring project closure. Effective project management requires integrating various technical and human factors to deliver projects on time, within budget and meeting specified requirements.
There are four main ways to terminate a project: extinction, addition, integration, and starvation. Extinction occurs when a project is completed or unsuccessful. Addition happens when a successful project becomes institutionalized. Integration distributes project resources among existing organization elements. Starvation is a slow termination through reduced funding. The termination process involves deciding whether to terminate based on factors like technical advances and cost-effectiveness, then carrying out an orderly shutdown overseen by a termination manager.
The document discusses the process of formally closing a project. It involves gaining acceptance of final products/services, reflecting on lessons learned, and creating project archives and reports. A Project Review and Closure Report is produced to tidy up any loose ends, review project outputs and success, outline outstanding issues/recommendations, and inform future projects. The report is developed towards the end of the project when all outputs have been delivered.
This document discusses the process of closing a construction project. It involves several key steps:
1) Creating a punch list of deficiencies to be addressed by the contractor. 2) Issuing a certificate of substantial completion to end liquidated damages when the project is sufficiently complete. 3) Obtaining a certificate of occupancy when the project complies with codes. 4) Demobilizing resources like staff. 5) Financially closing out the project through final payment, releasing guarantees, and settling changes. 6) Formally closing the contract by submitting as-built drawings, manuals, warranties, and test reports. 7) The project manager analyzes costs and gathers feedback. 8) Lessons learned are documented for future projects.
This document provides a Project Management Plan (PMP) template for a project. The PMP defines how the project will be executed, monitored, controlled and closed. It includes sections on the project scope, constraints, approach, organization, roles and responsibilities, stakeholders, risks, schedule, financials, communication plan, change management process, and next steps. The PMP is a communication tool and living document that is updated throughout the project.
Project Planning and Excution chapter 6.pptadabotor7
Fundamental business information systems concepts including: trends, components, and roles of information systems and competitive advantage concepts and applications
Introduction to international project managementprakashnachnani
This document provides an introduction to international project management. It defines what constitutes a project and lists key characteristics such as being temporary, having unique deliverables, and allowing for progressive elaboration. Projects are also purposeful, logical, structured, involve conflict and risk, and have limited resources. Typical project phases include initiation, definition, feasibility study, execution, and conclusion. Key project management activities involve planning, scheduling, and controlling. Common problems include poor planning, lack of leadership, unclear requirements, and missed deadlines. Project types can be manufacturing, construction, management, or research oriented.
The project charter is the first document created for a project that defines the project's key elements. It establishes the authority of the project manager and outlines the project objectives, scope, stakeholders, costs, benefits, risks, and schedule. The charter for a diesel hydrodesulphurization unit project at an oil refinery seeks to reduce sulfur emissions from diesel by building new desulfurization facilities over 27 months at an estimated cost of 5500 million rupees in order to meet new fuel standards.
System Analysis & Design (CHAPTER TWO) (1).pptAynetuTerefe2
This document discusses project management concepts related to developing information systems. It begins by explaining that while technology aspects of IS development are attractive, project management is an important skill. It then outlines the four main phases of project management: initiating, planning, executing, and closing. For each phase, it describes key elements and activities involved, such as establishing teams, defining tasks, scheduling, monitoring progress, communication, and post-project reviews. Graphical tools for representing project plans like Gantt charts are also introduced.
HD version: http://1drv.ms/1i8AvZc
This is my publication on the introduction to project management. In this publication I overview important project management terms, definitions, project life cycles, and key project management software and tools
The document provides an overview of a lecture on project planning and management. It introduces the course instructor and outlines the course objectives and outcomes. It then discusses what a project is, highlighting the key criteria of being completed on time, within budget, and meeting quality requirements. Various examples of time-bound, cost-bound, performance-bound, and safety-bound projects are provided. The remainder of the document describes the purpose and process of project planning, including creating a scope statement, project plan, schedule, and ongoing responsibilities like monitoring quality and risks and effective communication. The planning phase is emphasized as critical for outlining deliverables, timelines, roles and preventing issues.
The document discusses applying project management in the workplace. It covers project management overview, why projects fail, pre-project activities, activities during the project, and closing the project. Pre-project activities include developing a comprehensive project plan, scope statement, and stakeholder buy-in. During project execution, the project manager measures actual performance against the baseline and ensures deliverables meet requirements. For closing, the project manager reviews prior information, documents lessons learned, and obtains customer sign-off to indicate acceptance and project closure.
The document provides an overview of the PRINCE2 project management methodology. It introduces the 7 PRINCE2 processes: starting up a project, directing a project, initiating a project, controlling a stage, managing product delivery, managing a stage boundary, and closing a project. For each process, it describes the purpose, objective, context, activities, and tailoring guidelines. It also discusses how to tailor the processes for different project situations like simple projects, agile projects, and supplier-led projects.
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The intention of this section is to provide all the continuous improvement tools in a poster format that is easy to print and share. These posters are great tools for training, sharing and posting, and can also be distributed as hand-outs during continuous improvement workshops.
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research is to determine the effect of performance appraisal on employee motivation and retention.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
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Introduction
All projects must be implemented within a specific period of time.
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The process of closing the project is an important aspect in project management.
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Introduction
This process is however one of the most neglected project management
activities.
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Neglecting this phase can lead to missed opportunities for learning and improvement,
as well as potential issues with stakeholders and resource allocation.
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Definition
A project closure is a formal document that summarizes the project and
enables assessment of the project outcome against its initial objectives.
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Definition
A Project Closure formally indicates that all project activities have been
completed and that the project has reached its conclusion.
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It marks the end of the project lifecycle and signifies that the project team can now
move on to other endeavors.
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Definition
A Project Closure is a place of . . .
Summarizing Project Results
During project closure, a summary of
the project results is compiled which
provides a snapshot of the project’s
progress and outcomes
Validating Accomplishment of Goals
It ensures the project did what it set
out to do. It looks at what was planned
versus what actually happened to see if
the project achieved its goals
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Benefits
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Allows to reflect on what went well
and what could be improved.
Formally hands off the project to the
process owner.
Provides a clear endpoint for the
project.
Provides an opportunity to establish
controls to sustain the benefits
achieved.
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Key Elements
A project closure typically includes the following key elements . . .
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Project Information
A brief description of
the project including its
purpose and scope.
Final Deliverables
All project deliverables
that are completed and
handed over.
Objectives
What the project was
intended to accomplish
throughout its lifecycle.
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Key Elements
A project closure typically includes the following key elements . . .
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Benefits Obtained
Financial benefits (hard
savings, net gains, ROI,
etc.) as well as soft
savings.
Schedule
Actual vs. estimated
date of completion.
Stakeholders
Key stakeholders who
will be impacted by the
project.
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Key Elements
A project closure typically includes the following key elements . . .
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Key Metrics
Primary and financial metrics
Initial vs. final defect levels
DPMO, Sigma level, cycle time
reduction, etc.
Tracking these metrics is important not only during the project period but
also several years after project completion.
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Other Elements
A project closure may include the following optional elements . . .
Controls in Place
Audit checklists
Control charts
Visual controls
Standard work
Preventive maintenance
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Other Elements
A project closure may include the following optional elements . . .
Shortfalls
Shortcomings or deviations
from the project plan as
well as recommendations
for future projects.
Resource Release
Releasing project
resources such as team
members, equipment,
and budget allocations.
Lessons learned
Should reflect on the
project to identify
successes, failures, and
areas for improvement.
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Stakeholder Acceptance
At this stage, it is important to obtain signatures from key stakeholders to
confirm that the project is completed, and its goals have been met.
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Signing off on the project closure serves as formal approval of the project outcomes.
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Further Information
It is important at this stage to close all contractual obligations with external
vendors or contractors.
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Further Information
Celebrating the achievements of the project team is a way to acknowledge and
appreciate the hard work, dedication, and contributions of team members
throughout the project lifecycle.
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It encourages a culture of gratitude and recognition, leaving team members proud
and eager for future projects.