| DescriptionThe well known English phrase | | | | Planning the reviews should include the |
| "last but not least" could not better | | | | appropriate time and place for the workshops |
| describe how important the project closeout | | | | and most important the people that will be |
| phase is. Being the very last part of the | | | | invited. Choosing the right people for the |
| project life-cycle it is often ignored even | | | | review will enhance the value of the meeting |
| by large organizations, especially when they | | | | and help the learning process while having an |
| operate in multi-project environments. They | | | | objective critique not only by the team |
| tend to jump from one project to another and | | | | members but also from a neutral external |
| rush into finishing each project because time | | | | auditor. The outcome of this review should be |
| is pressing and resources are costly. Then | | | | a final report which will be presented to the |
| projects keep failing and organizations take | | | | senior management and the project sponsor. |
| no corrective actions, simply because they do | | | | Whitten (2003) also notices that "often just |
| not have the time to think about what went | | | | preparing a review presentation forces a |
| wrong and what should be fixed next time. | | | | project team to think through and solve many |
| Lessons learned can be discussed at project | | | | of the problems publicly exposing the state |
| reviews as part of the closeout phase. | | | | of their work".5. Disband the project |
| Closure also deals with the final details of | | | | teamBefore reallocating the staff amongst |
| the project and provides a normal ending for | | | | other resources, closeout phase provides an |
| all procedures, including the delivery of the | | | | excellent opportunity to assess the effort, |
| final product. This paper identifies the | | | | the commitment and the results of each team |
| reasons that closeout is neglected, analyzes | | | | member individually. Extra-ordinary |
| the best practices that could enhance its | | | | performance should be complemented in public |
| position within the business environment and | | | | and symbolic rewards could be granted for |
| suggest additional steps for a complete | | | | innovation and creativity (Gannon, 1994). |
| project closeout through continuous | | | | This process can be vital for team |
| improvement.Project managers often know when | | | | satisfaction and can improve commitment for |
| to finish a projects but they forget how to | | | | future projects (Reed, 2001). Reviewing a |
| do it. They are so eager to complete a | | | | project can be in the form of a reflective |
| project that they hardly miss the completion | | | | process, as illustrated in the next figure, |
| indicators. "Ideally, the project ends when | | | | where project managers "record and critically |
| the project goal has been achieved and is | | | | reflect upon their own work with the aim of |
| ready to hand over to customer" (Wellace et. | | | | improving their management skills and |
| al, 2004, p156). In times of big booms and | | | | performance" (Loo, 2002). It can also be |
| bubbles, senior management could order the | | | | applied in problematic project teams in order |
| immediate termination of costly projects. A | | | | to identify the roots of possible conflicts |
| characteristic example of that is Bangkok's | | | | and bring them into an open |
| over investment in construction of | | | | discussion.Ignoring the established point of |
| sky-scrapers, where most of them left | | | | view of disbanding the project team as soon |
| abandoned without finishing the last floors | | | | as possible to avoid unnecessary overheads, |
| due to enormous costs (Tvede, 2001, p267). | | | | Meredith and Mandel (2003, p660) imply that |
| Projects heavily attached to time can be | | | | it's best to wait as much as you can for two |
| terminated before normal finishing point if | | | | main reasons. First it helps to minimize the |
| they miss a critical deadline, such as an | | | | frustration that might generate a team |
| invitation to tender. Kerzner (2001, p594) | | | | member's reassignment with unfavourable |
| adds some behavioural reasons for early | | | | prospects. Second it keeps the interest and |
| termination such as "poor morale, human | | | | the professionalism of the team members high |
| relations or labour productivity". The | | | | as it is common ground that during the |
| violent nature of early termination is also | | | | closing stages, some slacking is likely to |
| known as 'killing a project' because it | | | | appear.6. Stakeholder satisfaction PMI's |
| "involves serious career and economic | | | | PMBoK (2004, p102) defines that "actions and |
| consequences" (Futrel, Shafer D & Shafer L, | | | | activities are necessary to confirm that the |
| 2002, 1078). Killing a project can be a | | | | project has met all the sponsor, customer and |
| difficult decision since emotional issues | | | | other stakeholders' requirements". Such |
| create pride within an organization and a | | | | actions can be a final presentation of the |
| fear of being viewed as quitters blurs | | | | project review which includes all the |
| managerial decisions (Heerkens, 2002, | | | | important information that should be |
| p229).RecognitionThe most direct reason that | | | | published to the stakeholders. This |
| Project Closeout phase is neglected is lack | | | | information can include a timeline showing |
| of resources, time and budget. Even though | | | | the progress of the project from the |
| most of project-based organizations have a | | | | beginning until the end, the milestones that |
| review process formally planned, most of the | | | | were met or missed, the problems encountered |
| times "given the pressure of work, project | | | | and a brief financial presentation. A well |
| team member found themselves being assigned | | | | prepared presentation which is focused on the |
| to new projects as soon as a current project | | | | strong aspects of the projects can cover some |
| is completed" (Newell, 2004). Moreover, the | | | | flaws from the stakeholders and make a |
| senior management often considers the cost of | | | | failure look like an unexpected success.Next |
| project closeout unnecessary. Sowards (2005) | | | | StepsEven when the client accepts the |
| implies this added cost as an effort "in | | | | delivery of the final product or service with |
| planning, holding and documenting effective | | | | a formal sign-off (Dvir, 2005), the closeout |
| post project reviews". He draws a parallel | | | | phase should not be seen as an effort to get |
| between reviews and investments because both | | | | rid of a project. Instead, the key issue in |
| require a start-up expenditure but they can | | | | this phase is "finding follow-up business |
| also pay dividends in the future.Human nature | | | | development potential from the project |
| avoids accountability for serious defects. | | | | deliverable" (Barkley & Saylor, 2001, p214). |
| Therefore, members of project teams and | | | | Thus, the project can produce valuable |
| especially the project manager who has the | | | | customer partnerships that will expand the |
| overall responsibility, will unsurprisingly | | | | business opportunities of the organization. |
| avoid such a critique of their work if they | | | | Being the last phase, the project closeout |
| can. As Kerzner (2001, p110) observe, | | | | plays a crucial role in sponsor satisfaction |
| "documenting successes is easy. Documenting | | | | since it is a common ground that the last |
| mistakes is more troublesome because people | | | | impression is the one that eventually stays |
| do not want their names attached to mistakes | | | | in people's mind.Continuous improvement is a |
| for fear of retribution". Thomset (2002, | | | | notion that we often hear the last decade and |
| p260) compares project reviews with the | | | | review workshops should be involved in it. |
| 'witch hunts' saying that they can be "one of | | | | The idea behind this theory is that companies |
| the most political and cynical of all | | | | have to find new ways to sustain their |
| organizational practices where the victims | | | | competitive advantage in order to be amongst |
| (the project manager and the team) are blamed | | | | the market leaders. To do so, they must have |
| by senior management". While he identifies | | | | a well-structured approach to organizational |
| top management as the main responsible party | | | | learning which in project-based corporations |
| for a failure, Murray (2001) suggest that the | | | | is materialized in the project review. |
| project manager "must accept ultimate | | | | Garratt (1987 in Kempster, 2005) highlighted |
| responsibility, regardless of the factors | | | | the significance of organizational learning |
| involved". A fair-minded stance on these | | | | saying that "it is not a luxury, it is how |
| different viewpoints would evoke that the | | | | organizations discover their future". Linking |
| purpose of the project review is not to find | | | | organizational learning with Kerzner's (2001, |
| a scapegoat but to learn from the mistakes. | | | | p111) five factors for continuous improvement |
| After all, "the only true project failures | | | | we can a define a structured approach for |
| are those from which nothing is learned" | | | | understanding projects.This approach can be |
| (Kerzner, 2004, p303).AnalysisWhen the | | | | implemented in the closeout phase, with |
| project is finished, the closeout phase must | | | | systematic reviews for each of the above |
| be implemented as planned. "A general rule is | | | | factors. Doing so, project closure could |
| that project closing should take no more than | | | | receive the attention it deserves and be a |
| 2% of the total effort required for the | | | | truly powerful method for continuous |
| project" (Crawford, 2002, p163). The project | | | | improvement within an organization. Finally, |
| management literature has many different sets | | | | project closeout phase should be linked with |
| of actions for the last phase of the project | | | | PMI's Organizational Project Management |
| life cycle. Maylor (2005, p345) groups the | | | | Maturity (OPM3) model where the lessons |
| necessary activities into a six step | | | | learned from one project are extremely |
| procedure, which can differ depending on the | | | | valuable to other projects of the same |
| size and the scope of the | | | | program in order to achieve the highest |
| project:1. CompletionFirst of all, the | | | | project management maturity |
| project manager must ensure the project is | | | | height.References1. A Guide to Project |
| 100% complete. Young (2003, p256) noticed | | | | Management Body of Knowledge, 2004, 3rd |
| that in the closeout phase "it is quite | | | | Edition, Project Management Institute, USA, |
| common to find a number of outstanding minor | | | | p1022. Arora M, 1995, Project management: One |
| tasks from early key stages still unfinished. | | | | step beyond, Civil Engineering, 65, 10, |
| They are not critical and have not impeded | | | | [Electronic], pp 66-683. Barkley & Saylor, |
| progress, yet they must be completed". | | | | 2001, Customer-Driven Project Management, |
| Furthermore, some projects need continuing | | | | McGraw-Hill Professional, USA, p2144. Bucero |
| service and support even after they are | | | | A, 2005, Project Know-How, PM Network, May |
| finished, such as IT projects. While it is | | | | 2005 issue, [Electronic], pp 20-225. Crawford |
| helpful when this demand is part of the | | | | K, 2002, The Strategic Project Office, Marcel |
| original statement of requirements, it is | | | | Dekker, USA, p1636. Department of Veteran |
| often part of the contract closeout. Rosenau | | | | Affairs, 2004, Project Management Guide, |
| and Githens (2005, p300) suggest that "the | | | | Office of Information and Technology - USA |
| contractor should view continuing service and | | | | Government, p137. Dvir D, 2005, Transferring |
| support as an opportunity and not merely as | | | | projects to their final users: The effect of |
| an obligation" since they can both learn from | | | | planning and preparations for commissioning |
| each other by exchanging | | | | on project success, International Journal of |
| ideas.2. Documentation | | | | Project Management vol. 23, [Electronic], pp |
| | | | 257-2658. Futrel R, Shafer D & Shafer L, |
| Mooz et. al (2003, p160) defines | | | | 2002, Quality Software Project Management, |
| documentation as "any text or pictorial | | | | Prentice Hall PTR, USA, p10789. Gannon, 1994, |
| information that describe project | | | | Project Management: an approach to |
| deliverables". The importance of | | | | accomplishing things, Records Management |
| documentation is emphasized by Pinkerton | | | | Quarterly, Vol. 28, Issue 3, [Electronic], pp |
| (2003, p329) who notes that "it is imperative | | | | 3-1210. Heerkens G, 2002, Project Management, |
| that everything learned during the project, | | | | McGraw-Hill, USA, p22911. Kempster S, 2005, |
| from conception through initial operations, | | | | The Need for Change, MSc in Project |
| should be captured and become an asset". A | | | | Management: Change Management module, |
| detailed documentation will allow future | | | | Lancaster University, [Electronic], slide |
| changes to be made without extraordinary | | | | 1612. Kerzner H, 2004, Advanced Project |
| effort since all the aspects of the project | | | | Management: Best Practices on Implementation, |
| are written down. Documentation is the key | | | | 2nd Edition, Wiley and Sons, p30313. Kerzner |
| for well-organized change of the project | | | | H, 2001, Project Management - A Systems |
| owner, i.e. for a new investor that takes | | | | Approach to Planning, Scheduling and |
| over the project after it is finished. | | | | Controlling, 7th Edition, John Wiley & Sons, |
| Lecky-Thompson (2005, p26) makes a | | | | New York, p59414. Kerzner H, 2001, Strategic |
| distinction between the documentation | | | | Planning For Project Management Using A |
| requirements of the internal and the external | | | | Project Management Maturity Model, Wiley and |
| clients since the external party usually | | | | Sons, pp 110-11115. Lecky-Thompson G, 2005, |
| needs the documents for audit purposes only. | | | | Corporate Software Project Management, |
| Despite the uninteresting nature of | | | | Charles River Media, USA, p2616. Loo R, 2002, |
| documenting historical data, the person | | | | Journaling: A learning tool for project |
| responsible for this task must engage | | | | management training and team-building, |
| actively with his assignment.3. Project | | | | Project Management Journal; Dec 2002 issue, |
| Systems Closure | | | | vol. 33, no. 4, [Electronic], pp |
| | | | 61-6617. Maylor H, 2005, Project Management, |
| All project systems must close down at the | | | | Third Edition with CD Microsoft Project, |
| closeout phase. This includes the financial | | | | Prentice Hall, UK, p34518. Mooz H, Forsberg K |
| systems, i.e. all payments must be completed | | | | & Cotterman H, 2003, Communicating Project |
| to external suppliers or providers and all | | | | Management: The Integrated Vocabulary of |
| work orders must terminate (Department of | | | | Project Management and Systems Engineering, |
| Veterans Affairs, 2004, p13). "In closing | | | | John Wiley and Sons, USA, p16019. Murray J, |
| project files, the project manager should | | | | 2001, Recognizing the responsibility of a |
| bring records up to date and make sure all | | | | failed information technology project as a |
| original documents are in the project files | | | | shared failure, Information Systems |
| and at one location" (Arora, 1995). Maylor | | | | Management, Vol. 18, Issue 2, [Electronic], |
| (2005, 347) suggest that "a formal notice of | | | | pp 25-2920. Newell S, 2004, Enhancing |
| closure should be issued to inform other | | | | Cross-Project Learning, Engineering |
| staff and support systems that there are no | | | | Management Journal, Vol. 16, No.1, |
| further activities to be carried out or | | | | [Electronic], pp 12-2021. Organizational |
| charges to be made". As a result, unnecessary | | | | Project Management Maturity (OPM3): |
| charges can be avoided by unauthorized | | | | Knowledge Foundation, 2003, 3rd Edition, |
| expenditure and clients will understand that | | | | Project Management Institute, |
| they can not receive additional services at | | | | USA22. Pinkerton J, 2003, Project Management, |
| no cost.4. Project Reviews | | | | McGraw-Hill, p32923. Reed B, 2001, Making |
| | | | things happen (better) with project |
| The project review comes usually comes after | | | | management, May/Jun 2001 issue, 21, 3, |
| all the project systems are closed. It is a | | | | [Electronic], pp 42-4624. Rosenau & Githens, |
| bridge that connects two projects that come | | | | 2005, Successful Project Management, 4th |
| one after another. Project reviews transfer | | | | Edition, Wiley and Sons, USA, p30025. Sowards |
| not only tangible knowledge such as numerical | | | | D, 2005, The value of post project reviews, |
| data of cost and time but also the tacit | | | | Contractor, 52, 8, [Electronic], |
| knowledge which is hard to document. | | | | p3526. Thomset R, 2002, Radical Project |
| 'Know-how' and more important 'know-why' are | | | | Management, Prentice Hall PTR, USA, |
| passed on to future projects in order to | | | | p26027. Whitten N, 2003, From Good to Great, |
| eliminate the need for project managers to | | | | PM Network, October 2003 issue, |
| 'invent the wheel' from scratch every time | | | | [Electronic]28. Young, 2003, The Handbook of |
| they start a new project. The reuse of | | | | Project Management: A Practical Guide to |
| existing tools and experience can be expanded | | | | Effective Policies and Procedures, 2nd |
| to different project teams of the same | | | | Edition, Kogan Page, UK, p256Dimitris |
| organization in order to enhance project | | | | Litsikakis is currently studying MSc Project |
| results (Bucero, 2005). Reviews have a | | | | Management in one of the top business schools |
| holistic nature which investigate the impact | | | | in UK, Lancaster University. He has published |
| of the project on the environment as a whole. | | | | a series of articles in Ne.O (New Technology |
| Audits can also be helpful but they are | | | | Observer). |
| focused on the internal of the organization. | | | | |