Project Closeout Management. More than just goodbye and move
on!Dr. Terry Cooke-Davies. Human Systems Human Systems
International Limited, 2000-2002
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4th European Project Management Conference, London, 6-7 June
2001
. . .but there are so many other things to do.
Close-out management isnt exciting . . . .
. . .if anything, its worthy & boring. Human Systems
International Limited, 2000-2002
I know how important project close-out management is . . .
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4th European Project Management Conference, London, 6-7 June
2001
PMBOK Guide Processes.10.4 Administrative ClosureInputs1.
Performance measurement documentation. 2. Documentation of the
product of the project. 3. Other project records.
Tools & techniques1. Performance reporting tools and
techniques.
Outputs1. Project archives. 2. Formal acceptance. 3. Lessons
learned.
Human Systems International Limited, 2000-2002 1996 PMI3
4th European Project Management Conference, London, 6-7 June
2001
PMBOK Guide Processes.12.6 Contract Close-outInputs1. Contract
documentation.
Tools & techniques1. Procurement audits.
Outputs1. Contract file. 2. Formal acceptance and closure.
Human Systems International Limited, 2000-2002 1996 PMI4
4th European Project Management Conference, London, 6-7 June
2001
We Know What We Should Do
Finish the work
Hand over the product*
Get acceptance*
Review performance* Harvest benefits
Put everything to bed* (e.g. Contracts*) Disband the team
Human Systems International Limited, 2000-2002
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4th European Project Management Conference, London, 6-7 June
2001
Finish the Work Small elements get left. Loose ends remain
untied. So involve the customer. Use punch lists. Increase review
frequency.
Human Systems International Limited, 2000-2002
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4th European Project Management Conference, London, 6-7 June
2001
Hand Over the Product
Plan handover carefully. Train users. Share designs and
concepts. Manage warranty.
Human Systems International Limited, 2000-2002
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4th European Project Management Conference, London, 6-7 June
2001
Gain Acceptance. Accomplish clear cutoff. Emotional barriers.
Lacks confidence. Doubts benefits. Hassle from users. Doesn t want
product.
So plan acceptance early. Build relationship. Human Systems
International Limited, 2000-2002
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4th European Project Management Conference, London, 6-7 June
2001
Harvest Benefits.The strategic environment for projects.
Corporate Strategy and Goals.
Practices on individual projects.
Processes and decisions to translate strategy into programmes
and projects, and resource them.Project Project to deliver Project
to deliver Project to deliver to deliver
Operations management to derive benefit from the products.
Product. Product. Product. Product.
Exploit Exploit Product for Exploit Product for Exploit Product
for Product for
Benefit. Benefit. Benefit. Benefit.
Human Systems International Limited, 2000-2002
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4th European Project Management Conference, London, 6-7 June
2001
Review Lessons. Assess success. Elusive concept.
Two stage process. Immediate with team. Later with
sponsor/users.
How to create climate for honesty (immediate)? Clear ground
rules. Description then interpretation. Prevention for future, not
blame for past.
Review benefits delivered (later). Right attendees. Focus on
product in operation.
Human Systems International Limited, 2000-2002
Communicate findings.
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4th European Project Management Conference, London, 6-7 June
2001
Put it All to Bed.Boring, boring, boring. Complete technical
documentation. Archive records. Hand back resources. Integrate
benefits into customers business plans.
Human Systems International Limited, 2000-2002
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4th European Project Management Conference, London, 6-7 June
2001
Disband the Team.
This is about ending relationships!! Close down contracts.
Release resources. Celebrate success. Give honest feedback.
Human Systems International Limited, 2000-2002
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4th European Project Management Conference, London, 6-7 June
2001
The Reality is Different Getting paid (or delivering product)
drives closeout. Acceptance becomes acrimonious. No (or nominal)
post-project reviews. Finalising records is low priority. Lessons
may be recorded and filed, but they arent learned. Human Systems
International Limited, 2000-2002
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4th European Project Management Conference, London, 6-7 June
2001
For Good Reasons. Completing records is a distraction. Closeout
activities cost (optional) money. Myth that learning is personal.
Only lip service to importance. PMs are task oriented, and move on.
Misunderstanding of depth of difference between projects and
operations. Human Systems International Limited, 2000-2002
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4th European Project Management Conference, London, 6-7 June
2001
But There are Unforeseen Consequences.Transferring lessons
learned from project to project.
Projects
Capture External Inputs
75%
60%
Storage
Effective Communication
55%
25% Human Systems International Limited, 2000-2002
Application
New Projects
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4th European Project Management Conference, London, 6-7 June
2001
Executives and Project Sponsors
Customer or Sponsor
Executives, Managers or Sponsors
?Project or Stage Closeout Activities Lessons Learned Startup
Activities New Project or Stage Project Team Project Managers and
Project Teams Human Systems International Limited, 2000-2002
Members of Other Live Projects
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4th European Project Management Conference, London, 6-7 June
2001
We Need a New Way of Thinking.Projects
Capture External Inputs
Team A
Storage
Effective Communication
Team BNew Projects
Application
Human Systems International Limited, 2000-2002
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4th European Project Management Conference, London, 6-7 June
2001
This is one reason why community is important.
How can we develop social mechanisms to learn lessons?
The two teams each belong to the project management community.
Team A
Team B
Human Systems International Limited, 2000-2002
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4th European Project Management Conference, London, 6-7 June
2001
Knowledge resides in community. Shared quest. Maintain
standards. Community infrastructure. Peer reviews. Awards &
prizes. Apprenticeship. Human Systems International Limited,
2000-2002
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4th European Project Management Conference, London, 6-7 June
2001
Communities are not TeamsPurpose Community of Practice Project
team Formal work group Informal network Members GluePassion, shared
goals & commitment. Projects milestones and goals.. Job
requirements and common goals.. Mutual needs.
DurationAs long as interest remains. Until project completion.
Until next reorganisation. As long as people have need to
connect.
Develop capabilities Members who & manage select themselves.
knowledge. Accomplish specific task. Deliver product or service.
Collect and share business information. People assigned by
management. All who report to groups manager. Friends and business
acquaintances.
Source: Wenger & Schneider, HBR January-February 2000 Human
Systems International Limited, 2000-2002
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4th European Project Management Conference, London, 6-7 June
2001
And Knowledge Management Is Not About IT and Intranets.Creating
Knowledge
Sharing information
Gathering data
Human Systems International Limited, 2000-2002
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4th European Project Management Conference, London, 6-7 June
2001
Knowledge Management Success Criteria.Commitment Continuity
Community Cooperation Credibility Creativity Collateral
Human Systems International Limited, 2000-2002
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4th European Project Management Conference, London, 6-7 June
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Knowledge NetworksBetween projects
Within organisations
Between units
Between organisations
RegionallyBy perspective
GloballyBy application area Human Systems International Limited,
2000-2002
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4th European Project Management Conference, London, 6-7 June
2001
Transform boring project close-out management . . . .
. . .into the fun and challenge of learning new things. Human
Systems International Limited, 2000-2002
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4th European Project Management Conference, London, 6-7 June
2001
Project Closeout Management
Human Systems International Limited, 2000-2002
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4th European Project Management Conference, London, 6-7 June
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