By definition, projects are short term initiatives,
having a defined beginning and end, designed to fill a specific purpose.
Projects differ from long term operations in that they are temporary
by design (although this status does nothing to diminish their value).

Since projects are temporary, they must come to an end, one way or
another. While some projects may reach an untimely end through cancellation,
most projects reach their planned conclusion. In fact, projects are
initiated to produce a specific unique outcome, and when that outcome
is delivered, the project comes to an end. This “end” is a process in
and of itself, formally referred to as project closure. As a key part
of the project lifecycle, closure practices are designed to fill the
following needs:

• To transition project deliverables to their long term operational
  status.
• To release the project team for other projects or to return
  to operational positions.
• To complete any remaining obligations and conduct formal practices
  for project review.
• To recognize the work and efforts of the project team and commitment
  of the project stakeholders.
• To establish a record of project results to build on for the
  future.

Finding the “High Notes�? for Project Closure

Is it always possible to end on projects a “high note”? It all depends
on how you define high note. Projects “end” for various reasons and
in various degrees of “success”. We all hope and work for the timely
closing…. on budget, having delivered all planned outcomes as needed
and promised. In these cases, the “high note” is self evident (i.e.
we did it!). But some projects end prematurely, and some projects end
late, over budget, and without having achieved all planned outcomes.
Where are the high notes then?

Whether a project ends as a total success, partial success, complete
failure, cancelled initiative, or some other designation, the project
must still be “closed” in order to formally terminate the work effort.
No matter how the project ends, close-out deliverables and events should
always take advantage of the available “high notes” in context of the
closing circumstances. Depending on closing status, these “high notes”
can consist of accomplishments (recognizing what went right) and/or
teachable moments* (recognizing what went wrong and how to learn from
it). No matter how a project goes, there will likely always be accomplishments
to celebrate (ranging from deliverables to
teamwork) and always something
to learn. The key is to find all the “high notes” and used them to close-out
the project with the best impression and outlook for the future.

Teachable Moments at Project Closings: When projects do not end
as anticipated, high notes can still be found in “above and beyond”
effort, dedication to quality, teamwork, willingness to take risk,
and the need to overcome difficult obstacles. See:
Graceful Exits from Troubled Projects

Key Steps for Project Closure Planning

Closure steps and requirements should be planned before project work
begins as part of the governance phase of the project management process.
These are the primary questions to be considered….

Have acceptance criteria been properly defined and approved?

Acceptance criteria define the form and function of specific project
deliverables, establishing end-user expectations and requirements, and
forming the basis by which project deliverables are accepted or rejected.
Once acceptance criteria are approved, they form a “contract” under
which the project is performed, setting expectations and creating consensus.
As such, acceptance criteria should not be changed once a project is
underway unless a formal change process is applied. Without acceptance
criteria, meaningful “closure” cannot be obtained, as there may be no
specific measurement for completion. This exposes the team to the risk
of not achieving acceptable results (no matter what is actually achieved). 
(Also Read: Setting Project
Success Criteria)

What are the expected needs for operational and ownership
transition?

Depending on the type of project at hand, transition needs will vary.
As closure activities are planned, specific transition/turnover requirements
must be carefully considered (weighing timing, complexity, value and
risk). Typically, transition/turnover activities are dependent upon
the status of the required project deliverables. When a deliverable
is under development, the project team is in control. Once a deliverable
is ready for production, ownership must be transitioned to operational
ownership so that the deliverable can be used and maintained. Turnover
planning typically involves end-user training, operations training and
the preparation of procedural and technical documentation.

What are the closure related resource requirements?

• What types of resources will be required for project closure (considering
  timing, technical requirements, management obligations, execution tasks,
  skills and responsibilities)?
• Who will be involved in the closure process (including management
  and end-users)?
• As the project draws to a close, how will project team members
  be reassigned to other projects?
• Who will be involved in the post project review process (to analyze
  project results and performance)?

What is the project “mood” and perception prior to closing?

Closure needs and strategies will vary based on the status of the
project as it comes to an end. Closure takes on a very different tone
when the project is not viewed as a “success” or if the project has
come to an untimely, unexpected end. In these cases, transition needs
may change, and there may be little appetite for a celebratory “recognition”
event to mark the projects end. That does not mean you can simply walk
away, abandoning the project at the side of the road. In these cases,
planned closure events (meetings) can be used to actively review what
went right, what went wrong, and to learn from the difference.

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Wrap Projects Up with a Close-out Event

Much like the project kickoff, the project “closeout” is part “meeting”
and part public relations event. When planning closeouts, you must consider
the timing, logistical requirements, costs, purpose, formality, (business,
celebration or both?)attendees, and expected results. Your intended
goal is to end your project on all the available “high notes”, with
positive perceptions intact, ready for the next project to build on
every accomplishment and learn from every lesson.

Closeout To-Do Checklist List:

• Identify closeout purpose and “high notes” as appropriate to
  closing status.
• Schedule the closeout event.
• Make all appropriate arrangements to meet logistical requirements.
• Extend invitations to all attendees.
• Prepare required materials and distribute as needed in advance
  of the event.
• Practice, practice, practice (your presentation).
• Conduct the closeout.

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