Describe five closure activities that must take place to effectively close out a project. In respond

  

Describe five closure activities that must take place to effectively close out a project. In responding to at least two of your peers, compare and contrast closure activities and lessons learned from completing a project.
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Peer Review #1
Jeremy Fecteau Posted
In the project closeout a few of the steps that need to be taken to ensure successful completion of
the project are to be taken. Again I will share some of my experiences as it helps me with the full
understanding and maybe it helps someone else. I know I have had my screw ups in the past and will
have them in the future, but, I will continue to minimize and strive forward. Again thank you all for
reading and the feedback on my posts.
Complete the project scope of work
In completing a project, the project scope is to be completed tip to tail. This is making sure
that not only the main scope of the job is completed, but the details and the punch list. I made a
mistake before on one project I was working on and I was called out for it. I was green as green could
be. I was tasked with retrofitting some lights and replacing ceiling tiles in the plant manager’s office
& conference room as the whole space was to be re-done. I walked the job before it was completed
and then had to go speak out on it to my boss’s. When I went and told them I informed them it
should be done in the next few minutes as the last of the ceiling tiles were going in and that the
plant manager could go in and use the office and conference room. What I missed on, was the fact
that the carpenters were done for the day and the plant managers office was missing 2 rows of tiles.
After the meeting with the boss’s, 20-30 minutes later just after I had left I got a call and was
informed that I misspoke and was laid into about the details of the job that I had missed.
Complete procurement closure
After the job is completed, the requests for payment from contractors and suppliers come in
and expect to be paid for services rendered. Now, working in a plant there are certain advantages
that I have had in the past where I was able to use my credibility to influence a contractor without a
written PO. Most times this was unacceptable practice as it went against company policy for 3
quotes. But, sometimes the job has to be done immediately. With a written PO, the goods and
services are stated that each party will be paid on a draw or at predetermined times based upon the
invoiced amount.
With these invoices many of the services rendered did not have to be reviewed as I was
always on the job and know when the invoices were coming. After all PO’s that were closed that was
against the requested funds funding, a notification to accounting and finance was then pl aced that
the entire project had been completed. The only was the project could then be closed out was if the
project was within +/- 10% of the job and that was with a written statement of why these costs were
different. If the project was within 3% the job could be closed out without any problems or written
statements. The funding for these was based upon an entire budget for the entire plant and the
project came from a specific line item that had a general designation.
Stakeholder approval
Before turning over the projects it is important to get the final approval of the stakeholder
as well. This is to ensure that their vision has been meet. Many times in projects that I have done, I,
myself am the primary stakeholder along with the end user as the hourly skilled trades. In one
project I had I was tasked with installing double sided monitors for the assembly line. These monitors
were showing station build information and down stations. As we were installing the new monitors
the locations were changed and new services had to be made up. Upon completing the project as
this was done on a weekend. I received a call first thing in the morning being screamed at by my
director (Boss’s Boss) and the director of assembly telling me I made a mistake and the new monitors
are in the wrong locations and to come out to the floor. I made it to the floor and met both directors
and informed them that I had made several attempts to contact individuals regard the location of the
first monitor s it was leaning on a piece of duct work and that the monitor needed to be moved. I
had made the decision to move the monitor 10 feet as I did not get a response back and that stopped
them both dead in their tracks. I informed them that I could have the duct work cut and t hat the A/C
would be taken out for the 15 stations and would be more then happy to have it removed as I then
do not have to listen to the hourly workers complain about air temp. After the encounter both
parties were satisfied and the project was closed out.
Complete final performance rating
“The Closing stage provides an ideal place to reflect on the team’s accomplishments and to
congratulate them on their hard work. (Mindedge)” This one is difficult for me to come to terms
with. The only time I have actually seen anything like this is at the end of a major project when a new
assembly line was completed and the major stakeholders were there along with special guests and it
became a big hoopla. For the most part I work facilities and there is no time for team reflection or to
go to a safe space. The most congrats were telling the guys good job and them being paid.
This is the same with performance rating, in the plant there was not secondary evaluation of
the performance of the previous job other than to make sure it was still working and performing as
intended.
Hand off product
In the handing off of the project to the stakeholders going back to the section with getting
their approval is key. Once the approval has been received and the full project is completed, the
product/project can be turned over. Many times these projects I have done were done and turned
over before invoicing was completed as well as job close out. This was due to the project needed to
be up and running and it needed to be done now. Once the projects were officially completed within
the financial office these were officially handed over to the specific department. One instance I came
into was during a bathroom renovation in an office space. The project manager of the job selected
faucets that do not have rebuild kits for them and were residential use faucet. In an industrial
building with hundreds of employees using a faucet a day, these faucets died out within a couple
weeks and had to be replaced. The stakeholder that sponsored the project was very frustrated that I
had to bill him out for new more expensive faucets that hit his departmental daily budget and that it
was not billed to the project. I explained to him that it was after the fact a nd that the project was
already closed out.
MindEdge Inc. (2014). Learning Module 9. QSO – 640: Project Management. Retrieved July 12, 2019
from:https://snhu.mindedgeonline.com/content.php?cid=87500
Peer Review #1
Gemma Naiken posted
Closing the project informs the stakeholders that the project is now completed and that all
activities are finished, stakeholders are satisfied, experiences and learning have been
discussed and recorded, and acknowledges and celebrates the accomplishments of those that
worked on the project (MindEdge, 2014, M 9). The closing process is best seen as a checklist
to ensure that all steps are closed appropriately and consists of:
1. Meeting the stakeholder expectations and project plan by successfully completing all
project deliverables;
2. Communicating to stakeholders the results and conclusions from the project;
3. The transfer of the projects products, services, and/or results to the ongoing teams;
4. Gathering of project records, reviewing of lessons learned, and archival of project data
for future company use;
5. Delivery of performance feedback to the project team;
6. Completion of final project paperwork;
7. Closure of all contracts (as necessary).
Almost 2 years ago I was brought into the Red Lobster team to bring the benefits management
process in-house. This was no small undertaking and the project spanned several teams and
had both internal and external parties working on it for the 8 months of the project
schedule. Once all the development was completed and the enrollments were finalized we
were considered live and the close out process could begin. To close out the project some of
the steps we took were:
1. We transferred the knowledge and responsibility for running the day to day events and
updating the system information to the ongoing team. We used the external SMEs that
were brought in for the project and set up training schedules that allowed for the
knowledge to be transferred. We also developed a OneNote document that is shared
across the team to document the learning and provide standard operating procedures at a
glance.
2. We held formal meetings with our stakeholders to present the data and findings from the
implementation. We provided the conclusions drawn from the project on future changes
and shared the statistics on usage from the go live and feedback from employees on the
system.
3. We held a full project team meeting where we identified the lessons learned and
reviewed our issues log. This meeting allowed for free flowing feedback and open table
discussions on the project. We used this to learn from our mistakes and triumphs and
have used the report from that meeting on future projects.
4. We used a checklist of all contracts and worked with our broker to ensure that they were
all signed, sealed, and delivered. In this step it was necessary to get the sign off from
each team who touched the contracts including legal, benefits, IT, and security. This
sign-off is stored in our project database and used annually as reference for the next
open enrollment session.
5. We reviewed all documentation of plan rules, definitions, and files to ensure that all
were completed. Again we used a checklist to make sure nothing was missed.
This project was deemed successful by all stakeholders and met all requirements and
expectations. Overall the project has saved the company $2M a year in administrative costs
but the lessons learned were intense and we continue to add to them even after the project has
closed as a living breathing document!
Reference:
MindEdge Inc. (2014). Learning Module 9. QSO – 640: Project Management. Retrieved July
12, 2019 from: https://snhu.mindedgeonline.com/content.php?cid=87509

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