Project End Checklist13 Important Steps

With these principles in mind, the 13 steps included in the Project End Checklist will ensure that we perform a complete project close and leave the stakeholders with a positive lasting impression of our project management abilities.


Develop a Project End QA Checklist to improve both your and your organization's performance.

Leverage a standard form to document client acceptance and approval of project deliverables. This will streamline the process and help condition the stakeholders to perform this important activity.


Gain client acceptance Personally, I would make sure you have this completed before you attempt to close the project. This is most often handled as exit criteria for user acceptance, post-implementation walkthrough, or a final tollgate meeting (or a combination of these). The key here is to make sure the client has formally verified and accepted the project deliverables. You need to have this documented.


Transition deliverables to owner Complete the necessary steps to properly hand off the project deliverables to their intended owner.


Requirements for formal contract closeout procedures should be defined in the contract's term and conditions.


Close out contract obligations Work with your procurement advisors to make sure that all obligations of the contractual relationship have been met and that all exit criteria has been satisfied.


Capture lessons learned Both the positive and negative aspects of the project should be recorded. Ideally, this will allow future projects to duplicate the constructive aspects of your project and avoid similar downfalls or mistakes. Of course, this is easier said than done. See the section "Common Project Closing Challenges" later in this chapter for more on this.


Update organization's central information repository Archive all project management records and as many project deliverables as possible to the organization's central information repository (or knowledge management system). Assuming the repository is easily accessible, searchable, and the contents are protected by a configuration management process, this is powerful way to reduce learning curves and gain efficiency on future projects.


Issue final financials Depending on the nature of the project, work with accounting and procurement to make sure that all financial transactions have taken place, such as invoice generation and final payments. In addition, you should develop the final project financial reports, such as budget summary and variance analysis.

Lessons learned should be documented throughout the project lifecycle and include both positive and negative aspects of the project. This will allow future projects to duplicate the constructive aspects of your project and avoid similar downfalls or mistakes.



Close accounts and charge codes While working with the accounting department, make sure that the process for closing all associated accounts and charge codes is completed.


Update resource schedules This is a step that should occur throughout the project. Make sure that the resource scheduling arm of your organization knows well in advance when your project team members will be completed with their assignments on your project and will be available for other opportunities.


Conduct performance evaluations While you should offer performance feedback to team members throughout the project, make sure to complete the formal performance evaluation forms and process when their work assignment is completed. This formal documentation is often key to the individual's career and compensation growth.

A common approach for creating an organizational resume is to develop a white paper that summarizes the business challenge, goals, approach, key deliverables, and value achieved by the project and organization.



Update resume Make sure to update your personal résumé to accurately reflect your project experience, including your roles, responsibilities, accomplishments, and impact. Encourage your other team members to do the same.


Market project accomplishments The organizational résumé is a trademark of professional services organizations, but one that can be employed by all organizations and departments. Capture the project highlights and accomplishments in a format that enables the organization to effectively communicate its successes and the value it has offered.


Ask for referrals/references Of course, the best testament to client satisfaction is whether the sponsoring individuals (organization) will officially endorse your work. At both a personal and organizational level, this should be the goal from the start. Make sure to ask for it, if the goal has been achieved.


Most of the Project End Checklist tasks can be performed at the end of each project phase too.


Celebrate! Nothing helps bring closure to a project better than an official celebration that recognizes the team's contributions and the accomplishment of the project goals. Make sure to plan the celebration event from the start.

Part i. Project Management Jumpstart

Project Management Overview

The Project Manager

Essential Elements for any Successful Project

Part ii. Project Planning

Defining a Project

Planning a Project

Developing the Work Breakdown Structure

Estimating the Work

Developing the Project Schedule

Determining the Project Budget

Part iii. Project Control

Controlling a Project

Managing Project Changes

Managing Project Deliverables

Managing Project Issues

Managing Project Risks

Managing Project Quality

Part iv. Project Execution

Leading a Project

Managing Project Communications

Managing Expectations

Keys to Better Project Team Performance

Managing Differences

Managing Vendors

Ending a Project

Absolute Beginner[ap]s Guide to Project Management
Absolute Beginner[ap]s Guide to Project Management
ISBN: 078973821X
Year: 2006
Pages: 169 © 2008-2020.
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