e

ut
t rib
is
D
LESSON 6
or
CLOSE THE
te
PROJECT/PHASE
a

• Project/Phase Closure
lic

• Benefits Realization
• Knowledge Transfer
up
D

©2023Project Management Institute, Inc. All rights reserved.

Version 3.2 | 2023 Release 1
This material is being provided as part of a PMI® course.
ot

1
N
o
D

Licensed For Use Only By: Nanda Kishore Kakulla 8252561 Dec 15 2023 3:04
 e
ut
t rib
is
Learning Objectives

D
or
• Define the reasons and activities related to the closure of a phase or a project.

• Explain the benefits gained from a project or phase, and how they are managed,
te
sustained, etc.

• Examine the reasons for knowledge transfers and how they relate to the closure of
a

a phase or project.
lic
up
D

©2023Project Management Institute, Inc. All rights reserved.

This material is being provided as part of a PMI® course.
2
ot

2
N
o
D

Licensed For Use Only By: Nanda Kishore Kakulla 8252561 Dec 15 2023 3:04
 e
ut
t rib
is
D
or
te
Project/Phase Closure
TOPIC A
a
lic
up
D

©2023Project Management Institute, Inc. All rights reserved.

This material is being provided as part of a PMI® course.
3
ot

3
N
o
D

Licensed For Use Only By: Nanda Kishore Kakulla 8252561 Dec 15 2023 3:04
 e
ut
t rib
is
Why Projects
Stakeholders accept deliverables based on acceptance criteria
or Phases

D
established at the beginning of the project in the project management
Close plan
Fulfillment Acceptance criteria may be modified during a project life cycle
or
Use the requirements traceability matrix to ensure completion and
approval of all requirements
te
At the end of an iteration, the team and stakeholders assess the
a

product/service against their mutually agreed definition of done

lic

(DoD)
Final acceptance occurs prior to product release.
up

Acceptance criteria and definition of done (DoD) express the

same status of stakeholder satisfaction with the product. Teams
may use the terms interchangeably.
D

©2023Project Management Institute, Inc. All rights reserved.

This material is being provided as part of a PMI® course.
4
ot

4
N
o
D

Licensed For Use Only By: Nanda Kishore Kakulla 8252561 Dec 15 2023 3:04
 e
ut
t rib
is
Why Projects
or Phases

D
Close
Premature or • Requirements/needs change
Forced Closure or
• Project/deliverable is no longer feasible

• (Internal) Organization makes a change to the business case.

te
• (External) A legal or regulatory change prohibits progress.
a

• Project/deliverable is no longer desirable

lic

• Impediment encountered
Can anyone share an
example of a forced • Financial support is not available to complete the requirements
project or phase
up

closure? • Risks with significant consequences make successful completion

impossible
D

©2023Project Management Institute, Inc. All rights reserved.

This material is being provided as part of a PMI® course.
5
ot

5
N
o
D

Licensed For Use Only By: Nanda Kishore Kakulla 8252561 Dec 15 2023 3:04
 e
ut
t rib
is
Close Project or Phase Activities

D
• Acceptance of deliverables or product by customer
• Transition of deliverables or product to customer or
• Notify enterprise and organizational functions; update OPAs
te
• Prepare final report
• Conclude external obligations, including legal, regulatory, contractual — e.g., transfer of liability,
a

closure of all accounts in financial system

lic

• Archive project information

• Release resources (human, financial and physical assets)
up

These activities are part of the Close Project or Phase process and are typically
included in the project management plan and in the WBS, under the project
D

management function. ©
2023 Project Management Institute, Inc. All rights reserved.
6
This material is being provided as part of a PMI® course.
ot

6
N
o
D

Licensed For Use Only By: Nanda Kishore Kakulla 8252561 Dec 15 2023 3:04
 e
ut
t rib
is
Transitions
(Handovers)

D
Deliverables are handed to the customer or owner.
Transition/handover specifications for deliverables are in the
• Some
organizations
or
project management plan.
te
use a rollout or
transition plan. A tailored solution that delivers value — most likely in an
incremental way — to the organization.
a

• This is not a
project
lic

management
plan component.
Every iteration output is handed to the product owner.
up
D

©2023Project Management Institute, Inc. All rights reserved.

This material is being provided as part of a PMI® course.
7
ot

7
N
o
D

Licensed For Use Only By: Nanda Kishore Kakulla 8252561 Dec 15 2023 3:04
 e
ut
t rib
is
Transition /
Handover

D
Ensure your customer is ready for change and success!
Readiness
Readiness may require additional change management
or
activities to ensure adoption and overcome resistance.

Especially critical if an existing product or service is

being upgraded.
te

Assess the readiness of all parties:

a
lic
up

End The Project Support

Users Business Team Staff
D

©2023Project Management Institute, Inc. All rights reserved.

This material is being provided as part of a PMI® course.
8
ot

8
N
o
D

Licensed For Use Only By: Nanda Kishore Kakulla 8252561 Dec 15 2023 3:04
 e
ut
t rib
is
Transition /
Handover

D
Effective transitions or handovers of deliverables or products enable
Activities end-user awareness, increasing the likelihood of successful adoption
and, therefore, of benefits realization.
or
Transition requirements can include:
te
• Training on the new product or service
• Documentation for the product/deliverable
a

• Effective communication between the project team and the

lic

organization
• Post-implementation support (aka “hypercare”)
up

Where are the transition requirements recorded in a predictive

project?
D

©2023Project Management Institute, Inc. All rights reserved.

This material is being provided as part of a PMI® course.
9
ot

9
N
o
D

Licensed For Use Only By: Nanda Kishore Kakulla 8252561 Dec 15 2023 3:04
 e
ut
t rib
is
Interactive / Activity

D
Do you remember the difference between
or
te
explicit and tacit knowledge?
Discuss the importance of transferring both
a

kinds of knowledge from the project team

lic

to the customer.
Give an example of how your team has
done it in the past.
up
D

©2023Project
©2023 ProjectManagement
ManagementInstitute,
Institute,Inc.
Inc.All
Allrights
rightsreserved.
reserved.
This material is being provided as part of a PMI® course.
10
10
ot

10
N
o
D

Licensed For Use Only By: Nanda Kishore Kakulla 8252561 Dec 15 2023 3:04
 e
ut
t rib
is
Paying and DO DON’T
Closing

D
Contracts
• Notify the appropriate entity • Delay payments until project or

or
(usually accounts payable)
when work has been fulfilled
and contracts can be paid
phase closure, unless specified
in the contract
te
• Pay suppliers or vendors in
accordance with contract terms
a
lic

Some payments may have

been made during the
project and the contract may
up

have been closed

D

©2023Project Management Institute, Inc. All rights reserved.

This material is being provided as part of a PMI® course.
11
ot

11
N
o
D

Licensed For Use Only By: Nanda Kishore Kakulla 8252561 Dec 15 2023 3:04
 e
ut
t rib
is
Finalizing Contracts

D
Archiving contracts means collecting, indexing
and filing:
•
•
Contract schedule
Scope
or
•
te
Quality
• Cost performance
a

• Contract change documentation

lic

• Payment records and financial documents

• Inspection results

• “As-built” or “as-developed” documents,

up

manuals, troubleshooting and technical

documentation
D

©2023Project
©2023 ProjectManagement
ManagementInstitute,
Institute,Inc.
Inc.All
Allrights
rightsreserved.
reserved.
This material is being provided as part of a PMI® course.
12
12
ot

12
N
o
D

Licensed For Use Only By: Nanda Kishore Kakulla 8252561 Dec 15 2023 3:04
 e
ut
t rib
is
ECO Coverage

D
1.8 Negotiate project agreements
or
te
• Verify objective(s) of the project agreement is met (1.8.3)
2.17 Plan and manage project/phase closure or transitions
a

• Validate readiness for transition (e.g., operations team or next

lic

phase) (2.17.2)
• Conclude activities to close out project or phase (e.g., final lessons
learned, retrospectives, procurement, financial, resources) (2.17.3)
up
D

©2023Project Management Institute, Inc. All rights reserved.

This material is being provided as part of a PMI® course.
13
ot

13
N
o
D

Licensed For Use Only By: Nanda Kishore Kakulla 8252561 Dec 15 2023 3:04
 e
ut
t rib
is
D
or
te
Benefits Realization
TOPIC B
a
lic
up
D

©2023Project Management Institute, Inc. All rights reserved.

This material is being provided as part of a PMI® course.
14
ot

14
N
o
D

Licensed For Use Only By: Nanda Kishore Kakulla 8252561 Dec 15 2023 3:04
 e
ut
t rib
is
Early and
Long-Term

D
Benefits Benefits accrue at various stages depending on:
Realization • Project life cycle used

Some benefits are

• Intended outcomes
or
• Nature of the project work

immediate while others

te
could take a few months
to years! Can you identify a type of project in which value is delivered
a

very early?
lic

And a project in which value is delivered months or even years

after transition?
up
D

©2023Project Management Institute, Inc. All rights reserved.

This material is being provided as part of a PMI® course.
15
ot

15
N
o
D

Licensed For Use Only By: Nanda Kishore Kakulla 8252561 Dec 15 2023 3:04
 e
ut
t rib
is
Benefits Transition and Sustainment
Responsibilities

D
Any improvement or modification to delivered
benefits is a new project
or
te
• Handover/transition Any improvements or modifications to delivered
• Review of the benefits are proposed as work for the next/future
a

benefits iteration and placed/reprioritized on the backlog

lic

management plan

Organizations and teams tailor solutions for benefits

up

realization and sustainment — e.g., post-

implementation support (aka “DevOps” or “hypercare”)
D

©2023Project Management Institute, Inc. All rights reserved.

This material is being provided as part of a PMI® course.
16
ot

16
N
o
D

Licensed For Use Only By: Nanda Kishore Kakulla 8252561 Dec 15 2023 3:04
 e
ut
t rib
is
Benefits Transition and Sustainment
An Explanation

D
Project Team Product Owner or
Customer
Project Manager

Delivers benefits to customer

organization or
• Ensures continued generation of
improvements and delivered benefits
• Captures additional customer inputs
Works with customer to identify work required for
desired improvements

Provides planned performance

te
Compares actual performance to planned Uses metrics chosen with team to measure
data performance, including KPIs performance

Works with business owner to

a

suggest benefits realization Implements benefits realization metrics at Collaborates with team to determine suitable
metrics, including frequency suitable intervals, tailored to needs metrics
lic

and monitoring responsibilities

Determines if any remaining • Identifies risks, processes and tools needed
risks might prevent benefit Monitors risks on impediments log and
to ensure continued benefits realization
collaborates with team about response
up

achievement • Monitors risks affecting delivered benefits

Provides technical information
Collaborates with team to update technical
required to use the product or Updates technical information – e.g., FAQs
service information
D

©2023Project Management Institute, Inc. All rights reserved.

This material is being provided as part of a PMI® course.
17
ot

17
N
o
D

Licensed For Use Only By: Nanda Kishore Kakulla 8252561 Dec 15 2023 3:04
 e
ut
t rib
is
Benefits • Is a major input to authorizing the project
Management • Examines the requested benefits and determines if both the tangible

D
Plan and intangible business value will be realized from the project
• Determines the time frame for short- and long-term benefits realization

A business document
developed by the including:
or
• Identifies a benefits owner responsible for achieving the benefits,

organization to define
te
• Metrics or measurements to be used
potential benefits from the
project effort • Which individuals or groups measure results
a
lic

In the plan, determine whether any remaining project risks might prevent
benefit achievement.
up

When key stakeholders are identifying desired project benefits, let them
suggest how the benefits should be measured.
D

©2023Project Management Institute, Inc. All rights reserved.

This material is being provided as part of a PMI® course.
18
ot

18
N
o
D

Licensed For Use Only By: Nanda Kishore Kakulla 8252561 Dec 15 2023 3:04
 e
ut
t rib
is
Benefits Owner

D
• Works with project manager/team
lead during the project to ensure
planned benefits are managed as
they are delivered
or
A benefits owner may be a business
analyst, sponsor or operations manager.
te
• Assists in transitioning the
requested benefits to the receiving
a

organization
• Ensures that measurement metrics
lic

and methods are established and The product owner is responsible for
monitored making sure project work reaps benefits
up

• Reports to management on the for the organization.

realized results (value) of the
delivered benefits
D

©2023Project Management Institute, Inc. All rights reserved.

This material is being provided as part of a PMI® course.
19
ot

19
N
o
D

Licensed For Use Only By: Nanda Kishore Kakulla 8252561 Dec 15 2023 3:04
 e
ut
t rib
is
Verify Benefits Realization

D
• Using the chosen metrics, the product owner reports on progress for each tangible
benefit
or
• For intangible benefits, a subjective (qualitative) determination may be more useful

• Reporting should include:

te
• For tangible benefits—progress toward being met
• Any benefits at risk of not being realized as planned
a

• Any resulting negative impact on strategic objectives

lic

• Potential ending of the project team’s support

up

In a predictive project, once the transition is complete, who is responsible for

verifying that benefits are realized?
D

©2023Project Management Institute, Inc. All rights reserved.

This material is being provided as part of a PMI® course.
20
ot

20
N
o
D

Licensed For Use Only By: Nanda Kishore Kakulla 8252561 Dec 15 2023 3:04
 e
ut
t rib
is
ECO Coverage

D
3.2 Evaluate and deliver project benefits and
or
value
te
• Document agreement on ownership for
a

ongoing benefit realization (3.2.2)

lic

• Verify measurement system is in place to

track benefits (3.2.3)
up
D

©2023Project Management Institute, Inc. All rights reserved.

This material is being provided as part of a PMI® course.
21
ot

21
N
o
D

Licensed For Use Only By: Nanda Kishore Kakulla 8252561 Dec 15 2023 3:04
 e
ut
t rib
is
D
or
te
Knowledge Transfer
TOPIC C
a
lic
up
D

©2023Project Management Institute, Inc. All rights reserved.

This material is being provided as part of a PMI® course.
22
ot

22
N
o
D

Licensed For Use Only By: Nanda Kishore Kakulla 8252561 Dec 15 2023 3:04
 e
ut
t rib
is
Knowledge Management
During Closing

D
• Conduct retrospectives or final lessons

•
learned meetings
Archive all project information
or
• Finalize lessons learned register
te
• Add the lessons learned to the knowledge
management/lessons learned repository
a

• Transition knowledge from project team to

lic

the customer
up
D

©2023Project
©2023 ProjectManagement
ManagementInstitute,
Institute,Inc.
Inc.All
Allrights
rightsreserved.
reserved.
This material is being provided as part of a PMI® course.
23
23
ot

23
N
o
D

Licensed For Use Only By: Nanda Kishore Kakulla 8252561 Dec 15 2023 3:04
 e
ut
t rib
is
Conduct
Project

D
• Internalize learning about the work product and process
Retrospective
• Capture key successes and challenges

or
• Consider qualitative (people’s feelings) and quantitative
(measurements) data
• Use data to find root causes, design countermeasures,
te
and develop action plans for next time
• Praise, congratulate and motivate the team
a
lic

An agile team might conduct a final retrospective, while a

up

project manager holds a final “all-hands” meeting for the team

in a predictive life cycle. These are similar ceremonies for
closing a project or phase.
D

©2023 Project Management Institute, Inc. All rights reserved.

This material is being provided as part of a PMI® course.
24
ot

24
N
o
D

Licensed For Use Only By: Nanda Kishore Kakulla 8252561 Dec 15 2023 3:04
 e
ut
t rib
is
Finalize
Lessons

D
Learned
Include the following topics from the project’s

or
lessons learned register in the final report:
• Scope changes
• Schedule impacts
te
• Risks and issues
a

• Stakeholder relationships
lic

• Vendor relationships
• Artifacts
up

• Recommendations
D

©2023Project Management Institute, Inc. All rights reserved.

This material is being provided as part of a PMI® course.
25
ot

25
N
o
D

Licensed For Use Only By: Nanda Kishore Kakulla 8252561 Dec 15 2023 3:04
 e
ut
t rib
is
Consolidating Lessons
Learned

D
The following categories of lessons learned
information are especially important at the end of
a project:
• Scheduling
or
te
• Conflict management
• Sellers
•
a

Customers
• Strategic
lic

• Tactical
up

Transfer these into the lessons learned

repository.
D

©2023Project
©2023 ProjectManagement
ManagementInstitute,
Institute,Inc.
Inc.All
Allrights
rightsreserved.
reserved.
This material is being provided as part of a PMI® course.
26
26
ot

26
N
o
D

Licensed For Use Only By: Nanda Kishore Kakulla 8252561 Dec 15 2023 3:04
 e
ut
t rib
Final Report: Summary of project/phase performance result

is
D
Description Describe activity undertaken, including deliverables or milestones

Scope
Document scope evaluation criteria and give evidence of met completion criteria
objectives
Quality
objectives
or
Describe evaluation criteria for project and product quality. Verify objectives are met,
give actual milestone delivery dates and reasons for any variances
te
Cost objectives Restate acceptable cost range, give actual costs and reasons for any variances

Validation Include required approvals for final product, service or result—e.g., user satisfaction
a

information survey results

lic

Schedule Verify project objectives were completed on time; report on any variance and effects of
objectives the variance
Benefits State how the final product, service or result achieved the business needs and
up

realization expected benefits; if partial, give details of variance and fulfillment schedule
Risks or issues
encountered List risks and issues and state how they were addressed
D

©2023Project Management Institute, Inc. All rights reserved.

This material is being provided as part of a PMI® course.
27
ot

27
N
o
D

Licensed For Use Only By: Nanda Kishore Kakulla 8252561 Dec 15 2023 3:04
 e
ut
t rib
is
ECO Coverage

D
or
te
2.16 Ensure knowledge transfer for project
continuity
a

• Confirm approach for knowledge transfers

lic

(2.16.3)
up
D

©2023Project Management Institute, Inc. All rights reserved.

This material is being provided as part of a PMI® course.
28
ot

28
N
o
D

Licensed For Use Only By: Nanda Kishore Kakulla 8252561 Dec 15 2023 3:04
 e
ut
t rib
is
Don't Hesitate – Accelerate
Earn Your PMP Certification

D
With your knowledge, experience leading
projects, and the 35 hours of training you’ve
or
te
completed, you are eligible and prepared for PMP
exam success!
a
lic

Start or Continue your PMP Application Today

up
D

©2023Project
©2023 ProjectManagement
ManagementInstitute,
Institute,Inc.
Inc.All
Allrights
rightsreserved.
reserved.
This material is being provided as part of a PMI® course.
29
ot

29
N
o
D

Licensed For Use Only By: Nanda Kishore Kakulla 8252561 Dec 15 2023 3:04
 e
ut
t rib
is
D
or
te
End of Lesson 6
a
lic
up
D

©2023Project Management Institute, Inc. All rights reserved.

This material is being provided as part of a PMI® course.
30
ot

30
N
o
D

Licensed For Use Only By: Nanda Kishore Kakulla 8252561 Dec 15 2023 3:04
 e
ut
t rib
Don't Hesitate – Accelerate

is
Earn Your PMP Certification

D
or
With your knowledge, experience leading projects, and the 35 hours of training you’ve
completed, you are eligible and prepared for PMP exam success!
te
Start or Continue your PMP Application Today
a
lic
up
D

©2023Project Management Institute, Inc. All rights reserved.

This material is being provided as part of a PMI® course.
31
ot

31
N
o
D

Licensed For Use Only By: Nanda Kishore Kakulla 8252561 Dec 15 2023 3:04
 e
ut
t rib
is
Don't Hesitate – Accelerate
Earn Your PMP Certification

D
With your knowledge, experience leading
projects, and the 35 hours of training you’ve
or
te
completed, you are eligible and prepared for PMP
exam success!
a

Start or Continue your PMP Application Today

lic
up
D

©2023Project Management Institute, Inc. All rights reserved.

This material is being provided as part of a PMI® course.
32
ot

32
N
o
D

Licensed For Use Only By: Nanda Kishore Kakulla 8252561 Dec 15 2023 3:04