Project Closeout Process Report for the Team’s Project
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Project Closeout Process Report for the Team’s Project
When the project is completed, it is usually closed out officially through a process known as closeout process. Closeout process guarantees both the customers and shareholders that the project is fully completed. Effective delivery of a project is well-defined by the accomplishment of all deliverables following the objectives of both cost and time. Approval of the report entails customers’ deeper understanding of the importance of the project, and a common consensus by all parties that the project is completed and ready to be closed (Chugh, 2011). The report document is usually written officially and signed by all stakeholders. Although some stakeholders usually ignore the process of project closing, and they take it as a burden that is only completed to meet the administrative requirement. Closeout process is important just like any other stage of the project and therefore, should be completed before dissolving the team (Sampietro, 2016).
Receiving Final Approval
There are several activities involved in closeout process. First, it is important to get the approval of the final project to close out the team project effectively. Then, documents are drafted and a meeting set to facilitate the signing of all documents. During this meeting, which is held by customers, shareholders and project team, the closeout report is tabled, and the clients’ final approval is acknowledged in writing. When all parties agree to finalize the project, the project manager sends the findings to all clients using the stated channel (Sampietro, 2016). These channels include fax, physical delivery to the client’s place, telephone, videoconferencing and email. After getting the findings, the clients read them keenly and then write feedback to the team. Subsequently, the project manager with the rest of the team holds a meeting to discuss these feedbacks (Chugh, 2011).
The acceptance test is an integral procedure of closing out a team project. There is a need to give a test during this process to ensure that the project is finalized. For instance, if the completed project is about information technology and software, it is necessary to apply user testing. It is also important to give a checklist to ensure all clients’ requirements have been met. The checklist gives both shareholders and clients the necessary confidence because it proves that everything is carefully done (Rogers, 2012).
Criteria of the Project
Before the clients agree to close out the project, some criteria should be met. Some of these criteria are: If all objectives of the project are accomplished if the set money for the project has been utilized fully and if the project’s results are satisfactory. In every project, all these criteria have to be verifiable. The client should be satisfied with all answers given to these criteria, and if not satisfied, the project cannot clout out. It is responsible for the manager to make sure that all the objectives of the project are met, and the provided fund is properly utilized (Sampietro, 2016).
Without the adequate fund, the project cannot be completed. It is important to utilize the provided fund properly. The financial manager should account for all used fund to ensure that there is no misappropriation. In case the client is not happy with how money is accounted for, the project financial manager should sort this grievance. Proper utilization of fund is critical to the achievement of the project. The client should get the remaining fund after completing the project (Rogers, 2012).
The other criterion is if the completed project has achieved all the objectives initially set by the client. Should the client feel unsatisfactory with the outcome, and give unfavourable feedback, the project is declared incomplete. In this circumstance, the client highlights all areas of concern, and in return, the project manager directs the team members to sort all the issues. But if the client feels that all objectives have been met, the project is declared complete (Chugh, 2011).
Learned lessons
The learned lessons are fundamental because they help the project team to accomplish the future tasks at ease. A comprehensive summary of everything that worked, those that did not work, and the underlying reason for the failed parts are given in this section. Both weaknesses and strengths are pinpointed and are used to complete future projects. Every project, either failed or completed, provides with learning lessons because every experience teaches the team something new (Jugdev, 2012).
All high and low points of the task are usually discussed positively during the process and is no room for pointing fingers to individuals. The team brainstorm, receive positive criticism and learn from the previous mistakes (Jugdev, 2012). During the review process, the team also highlights the major challenges faced when undertaking the project. When taking future projects, the team will apply the previous solutions to solve similar problems. It is important to document the whole review process for future reference (Fahri et al., 2015).
Roll Off of the Team
Project roll-off is another important step after the review process. In this step, the project manager informs the team members about the next task in hand, or when they are supposed to roll off the project. Often, the team members are allowed to take a rest before embarking on the next project. The roll off usually start after the team is paid, and have submitted a copy of both team and project reviews. The team members are also informed of the existing training opportunities to attend during their free time, although some members are left to train the recruits (Rao, 2008).
After completing the project, every team member is rolled off depending on the assigned responsibilities during the project. The project manager evaluates all team members individually. The evaluation helps to understand the individual contribution toward the success of the project. Here, some members are fired while others are promoted for their good work. In case there is a new project, the team manager informs the member on the return date (Chugh, 2011)
Communication with Shareholders
The communication entails both the feedback from the clients and the in-depth review of both the project and members reviews. Shareholders usually receive a comprehensive closeout report, which gives detailed information about the project, from the start to the end. Subsequently, the project manager waits for feedback from the shareholders and act upon their directions (Rao, 2008).
Conclusion
Proper closure of the project is an indicator that the project as completed. Clients, team members and shareholders should ensure that all the objectives of the project are achieved. Proper testing and documentation are equally important. All documents related to the project should be stored safely for easy retrieval in future. If the organization decide to keep the documents electronically, it should use standard identification convention to sort and group the documents by name. Correspondingly, if the organization decides to keep the documents in the form of papers, the proper expiration date of the papers should be indicated so that they can be destroyed in future. Being professional in all stages of the project process, including the closeout stage enhances future relationships with both shareholders and clients. Clients are more likely to return and do other businesses with the organization if it has a habit of reviewing, reporting and closing out the completed project properly.
References
Chugh, R. (2011). Analysis of Project Management in Theory and Real World: An Information System Case. In IEEE International Conference on Information Management and Engineering (ICIME2011), 1-11. https://www.researchgate.net/publication/275771612_Analysis_of_Project_Management_in_Theory_and_Real_World_An_Information_System_Case
Fahri, J., Biesenthal, C., Pollack, J., & Sankaran, S. (2015). Understanding megaproject success beyond the project closeout stage. Construction Economics and Building, 15(3), 48-58. https://www.researchgate.net/publication/282451108_Understanding_Megaproject_Success_beyond_the_Project_Close-Out_Stage/fulltext/567eb67c08aebccc4e05d8a4/Understanding-Megaproject-Success-beyond-the-Project-Close-Out-Stage.pdf
Jugdev, K. (2012). Learning from lessons learned: Project management research program. AmericanJournal of Economics and Business Administration, 4(1), 13.
Rao, S. (2008). Influence of Organizational Behavior on Construction Project Closeout. Michigan State University. Construction Management.
Rogers, J. (2012). Opportunity Lost: Mismanagment of the Closeout Phase of Construction Projects. Purdue University, 1(3), 1-47. https://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.882.1197&rep=rep1&type=pdf
Sampietro, M. (2016). Project Team Members and Project Meetings, 2(3), 1-7. https://www.researchgate.net/profile/Marco_Sampietro/publication/307558411_Project_Team_Members_and_Project_Meetings/links/57c84ba108aec24de044efe7.pdf