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Project Closure Kit

Method 123 Project Closure Kit

Why are so many projects closed so poorly, with loose ends popping up months later and the same mistakes repeated on future projects? Whatever the reason, this situation doesn't have to be your situation. The Project Closure Kitprovides a formal, yet flexible, system for closing a project. It provides an easy way for you to turn over deliverables and documentation to the customer, properly terminate supplier contracts, and release resources. It even provides a post-project review tool so you can see what you're doing that works and what needs improvement.

The Project Closure Kit provides you with Project Closure Report and Post Implementation Review documents, which eliminate some problems you really don't want to have to deal with. By closing projects properly, you can efficiently measure the business benefits, communicate the value to the stakeholders, determine the overall success of the project, and develop insight into lessons learned so future projects are more profitable.

Benefits of this Project Closure Kit include:

  • Clear completion criteria
    • .
  • Nothing lost in the cracks--outstanding issues and tasks are listed.
  • Deliverables delivered in a planned manner.
  • Proper cancellation of supplier contracts.
  • Proper release of project resources.
  • Ability to review project performance.
  • Ability to review project conformance, with simple checklists.
  • Ability to document achievements.
  • Ability to document needed improvements.

    • This Project Closure Kit includes these "best practice" templates (also available individually):

  • Project Closure Report.
  • Post Implementation Review.

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    The project management kit includes the following templates which are also available individually:

    Project Execution

  • Time Management Process

  • Timesheet Form

  • Timesheet Register

  • Cost Management Process

  • Expense Form

  • Expense Register

  • Quality Management Process

  • Quality Review Form

  • Deliverables Register

  • Change Management Process

  • Change Request Form

  • Change Register

  • Risk Management Process

  • Risk Form

  • Risk Register

  • Issue Management Process

  • Issue Form

  • Issue Register

  • Procurement Management Process

  • Purchase Order Form

  • Procurement Register

  • Acceptance Management Process

  • Acceptance Form

  • Acceptance Register

  • Communications Management Process

  • Project Status Report

  • Communications Register

  • Phase Review Form (Execution)

    • Project Initiation

  • Business Case

  • Feasibility Study

  • Terms of Reference

  • Job Description

  • Project Office Checklist

  • Phase Review Form (Initiation)

    • Project Planning

  • Project Plan

  • Resource Plan

  • Financial Plan

  • Quality Plan

  • Risk Plan

  • Acceptance Plan

  • Communications Plan

  • Procurement Plan

  • Tender Management Process

  • Statement of Work

  • Request for Information

  • Request for Proposal

  • Supplier Contract

  • Tender Register

  • Phase Review Form (Planning)

    • Project Closure

  • Project Closure Report
  • Post Implementation Review

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        Other Method 123 Offerings
  • PM Templates
  • Project Initiation Kit
  • Project Planning Kit
  • Project Execution Kit
  • Change Management Kit
  • Risk Management Kit
  • Issue Management Kit
  • Quality Management Kit
  • Project Closure Kit
    •    More Management Tools
  • Project Planner
  • PM Methodology
  • MPMM Professional Edition
  • Standard Edition
  • Educational Edition
  • PM Courses
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    Some quick project management tips:

    • Define the scope and stick to it. Re-evaluate often. Scope creep is the most common cause of project failure.
    • When a scope change is indicated, provide the customer with an estimate and treat the scope change as if it's an additional project.
    • Live by "garbage in, garbage out." A little extra time spent ensuring you have accurate progress data allows you to let your project management software keep track of what's actually falling behind and what you need to do next.
    • Keep documentation current. This doesn't mean churn out paperwork (you should try to avoid paper, actually). It means you make a habit of updating key project documents regularly so that anyone consulting the system gets a reliable update.
    • Eliminate information silos. Paper notes, spreadsheets on individual computers, and other forms of rat holing produce a situation in which you have multiple versions of the same data. Use a central system.
    • Actively seek input from team members. People working where the action is will have information you can't get any other way.
    • Check on resources. Don't assume the resources you requested (e.g., parts you ordered) will automatically show up on time. Track their progress to ensure they will.
    • Communicate often. The operative word is "communicate." That means having something to say. For example, let people know what part of the project is behind schedule (or over budget) and what the plan is for addressing that. Similarly, let people know what is on time and under budget, and what is coming up that may change that.
    • Find nice things to say. Project management by exception is a self-fulfilling prophecy. This approach means you are always dealing with problems. A good leader encourages people and makes them feel appreciated, by noticing specific things they are doing well. People who are thus encouraged and appreciated tend to prevent or solve problems for you.
    • Take a methodical approach to managing projects. With the Method 123 products, you will find this approach easier to implement.
    • Standardize wherever practical. That's hugely advantageous, and the Method 123 products facilitate standardization.
    • Look for upsell opportunities. This does not mean you permit scope creep. It means you look for opportunities to use available resources to propose additional scope for additional revenue. Be sure you evaluate the possible effect on project completion before proposing any additional work. In some cases, you might consider proposing additional work so that you can get additional time for completing the original contract. In other cases, you don't want to propose additional work because it will interfere with completing the original contract. And in other cases, it's additional time and money for the additional work with no effect on the original project.
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