Nutshell: Closing time: it’s a wrap

Completing or delivering a project is – rightly – a cause for celebration. Spending time closing and evaluating it properly is a discipline worth mastering.

As Dr Seuss wrote, “Congratulations! Today is your day. You’re off to great places. You’re off and away.”

Our project has been completed and delivered. We’ve scoped, planned, managed risks implemented and monitored along the way. So, what next? Before the team disperses off on the four winds, it’s important to cover off the last phase of the project management process.

We need to close the project and evaluate how well it went. 

If the project was specified and planned well at the outset, then the core of the evaluation phase should be relatively straightforward. The fundamental approach to evaluating a project’s success is answering the question: did we achieve what we wanted to achieve?

Project closure

Closing a project formally makes sure everyone involved is absolutely clear that we’ve delivered what we said we’d deliver, that customers are satisfied with the way the project was run and with the outcomes, and that we learn from both successes and failures for next time.

There are several different ways to approach the process. For a simple framework, project management expert Mike Clayton suggests we need to work through seven essential disciplines to close the project down properly.

1. Hand over and sign off of the last of the deliverables

The first step of the closing process is also the last step of the delivery stage. We’re looking to hand over the deliverables or outcomes and receive acknowledgement that these are as required and expected. There may be a list of outstanding items to attend to (a snagging list), but the main task of the project team is complete. Securing sign-off lets us move confidently into the closing phase.

2. Review the project

So, how did it all go? How did your project delivery match up to the original plans and the objectives and goals that we originally defined? How does it perform and measure up against the schedule, budget and specification? Without a gauge against which to measure the project, it is impossible to determine its success. The more carefully the project is planned, the easier this evaluation stage will be.  

It may be that the original objectives and deliverables differ in some respects from the actual final outputs. What’s important is that there is a clear explanation for this, that the causes are examined, and that there’s a definite line of accountability. In most cases, ultimate accountability lies with us as project manager. If the objectives or deliverables were revised during the project, include why this happened in the review. In the event of any disparities, examine the impact and identify if any further work needs to be done.

The project delivery review needs to make sure that we understand how the project performed. This understanding is the basis for developing full accountability for ourselves, for the team and for the project infrastructure around it.

Measuring project success

In many ways, measuring the success of a project can be based on the three variables of the iron triangle: time, cost and quality.

• Did we meet stated milestones and deadlines? Were our assumptions correct?  

• Was our budget accurate?

• Are the deliverables as we expected and to the required standard?

We might also usefully reflect on what we hadn’t anticipated and how well we adjusted as a result. 

But, as well as looking at these key factors, we might also consider some other success criteria. Academics and researchers, Aaron Shenhar, Ofer Levy and Dov Dvir have devised a four-point framework to measure how well a project has gone. In their model, the success of the project depends on the degree to which it’s aligned with strategic goals; as well as process efficiency, it also looks at its success with customers, the wider business impact and how well the project has set us up for the future.

We can use each of the criteria listed below to assess our levels of success.

Project efficiency – time, cost, resource and quality issues.

Consider whether our project:

• was completed in or under budget?

• met stakeholders' quality expectations?

• was completed on a previously agreed schedule?

Customer impact – short- and long-term effect on the customer.

Consider whether our project:

• fulfilled a need.

• solved a problem.

• garnered feedback about customer satisfaction.

• fulfilled a technical brief.

• exceeded expectations.

Business success – the effect on the bottom-line.

Consider whether our project:

• generated more market share.

• reduced costs.

• increased profits.

• built the brand.

• created a new market.

• generated a competitive advantage.

• made customers more competitive.

The project review is also a time to reflect on more qualitative goals, including how the project team worked together, whether risks were identified and managed appropriately, and how well we communicated with stakeholders.

3. Review lessons learnt for the project

During the delivery phase, we should be reviewing lessons learnt as a continual process so that we can respond quickly to any issues that arise. But, at the close of the project, we should also gather the whole team together to review everything we've learnt.

For example, if there were unforeseen problems, consider the following:

• Why did they happen

• Whether they could have been avoided

• What their impact was

• How will they be dealt with if they arise again in the future

We should also flag what went well; we can improve people and systems better and faster by institutionalising good practices rather than just correcting poor practices. This is also an opportunity to acknowledge and recognise team and individual performance.

Make sure that the lessons we learn are noted and communicated to everyone involved so that we can use them to improve future projects. Reviewing project success is a pointless exercise if the lessons learnt aren’t applied to improve future working practices.

The Project Management Institute (PMI) outlines a five-step process for capturing lessons learned:

1. Identify the comments and recommendations.

2. Document the lessons learnt in a report so that all participants can respond to these and the learnings can be retained it for future reference.

3. Analyse and organise the lessons learnt so they can be applied and shared with other teams. They can improve the project management or be used in training sessions.

4. Store the 'lessons learnt' reports on a shared drive or in a cloud solution so that they’re available to all project teams.

5. Retrieve any lessons learnt by setting up a keyword search capability to make stored lessons learnt easily retrievable at any time during and after the project.

4. Give personal feedback 

Sit down with every team member (or if the project was a big one, workstream leaders) and give them good quality feedback that will help them to develop and become even more effective next time. And don’t wait. Once we move away from the project, it can be hard to look back.

5. Tie up loose ends

Projects create administration – and lots of it. To close the project we’ll need to deal with all of the outstanding project admin. Make a list of all of the project admin that needs to be done, such as invoicing, and work through it to clear it. We can delegate where appropriate, but we do need to make sure it’s done.

There will probably also be some important logistical arrangements to make when closing down the project, for example:

• deciding on the relevant documents and correspondence that need to be archived, and where these files will be stored.

• establishing a contact for future enquiries and letting everyone know who it is.

• preparing and working with any incoming team to hand over the project.

• reallocating any remaining project resources such as money that wasn’t spent, or materials that weren’t used.

Clear all this admin out of the way before moving on to the next discipline.

6. Recognise achievements

Celebrating achievement matters. Recognise and reward the project team for their work.

It’s vital for the team and all involved to realise something significant has been achieved and that collectively we’ve done something to be proud of.

Sometimes, concluding the team’s operations can be emotional for team members, especially if they have worked together for long periods of time. We need to be mindful of this

7. Create and sign off a project closure memo

This is a simple document that states we’ve handed over our project and we’ve got it signed off. It also signifies that we’ve done all of the reviews and that we’ve cleared our admin and celebrated our success — the project is complete and signed off.

When we’ve signed it off, we can pass it to our client, sponsor or management and ask them if they feel if the project has been completed. When they countersign, this is the moment we know for certain that it’s all done and dusted. 

Running a project review meeting

A popular way of organising the review stage of the closure process is to hold a review meeting (or project post-mortem) to evaluate the project's success formally and to capture lessons learnt so that they can inform future projects. It should be attended by all key members of the project team so that their comments, suggestions and ideas can be put forward and discussed. It’s important that both positive and negative factors are covered at the meeting.

To make the most of a review meeting, and as with all processes, think about its beginning, middle and end.

Before the meeting:

Consider who needs to attend

Not everyone involved in the project needs to be invited, but key team members (or all of them if the project team was small) and a representative from stakeholder groups or other working parties should be there. If they cannot attend, ensure that their ideas are captured in advance and shared at the meeting.

Establish priorities

It’s important to cover all aspects of the project, but priority areas likely need more focus; for example, exploring a process that went wrong. Give these more time, rather than going over established procedures that worked well.

Think about the best way to conduct the meeting

Traditional round table discussions can be very effective but can be unwieldy for larger groups or if there’s lots to cover in a short period of time. In this case, divide attendees into sub-groups, at appropriate points, to have their own discussions. Their comments can then be fed back through a designated group spokesperson. If it’s difficult to get everyone in the same place at the same time, think about holding the meeting via video conference.

Consider issuing a questionnaire in advance

This will get people to think about issues in advance. It’s also a good way to solicit feedback from team members who might be more reticent about speaking up in the meeting itself. Ask the project team to highlight what they considered to be good points and bad points, and provide their comments on what might be retained, refined or abolished. The responses received will give us an indication of what issues to spend the most time on during the review. 

Decide how will key information be captured

Capturing key information makes it visible to the rest of the team. If the meeting is in-person, consider having large sheets of paper around the room, with appropriate headings, rather than using a notepad. Visual stimuli may inspire further ideas from everyone.

Arrange a time and place for the meeting well in advance

Time and location can affect attendance, so choose the easiest or most logical option in both cases. This might involve meeting online.

Issue an agenda

An agenda will make it clear what will be covered at the meeting and gives people the chance to prepare. Issue it at least a week in advance, especially if attendees need to complete any pre-work.

Decide on a chair and a minute taker

With larger teams, it can be tough to play an active part in the review while trying to chair it. Might a third party take on this role so that we can contribute to the review ourselves?

Prepare all necessary resources and data

Think about what we’ll need to support the meeting and organise the resources and data accordingly. Visit the meeting venue in advance to check that everything needed is there and that the room set-up is appropriate.

During the meeting:

Revisit the project objective and deliverables

Start by recapping the aim of the project and its deliverables. These are the main factors that the project will be evaluated on, so everyone must be clear on them.

Be clear on the purpose of the meeting

Make sure everyone knows why they’re there and what the meeting is for. Set out the reasons for holding it so that everyone understands that the purpose of the meeting is to reach meaningful conclusions, based on the experience of the project.

Adhere to general meeting etiquette

Although considered separate from regular project progress meetings, the general principles of how a meeting should be conducted remain the same:

• The chair should control the meeting effectively but flexibly.

• Active participation should be encouraged throughout.

• Understanding should be checked at regular intervals and information summarised when appropriate.

• Discussions should not stray excessively from the agreed agenda.

• All key issues, decisions and action points should be recorded accurately.

• Disagreements must be expressed constructively and courteously.

Cover all necessary areas

A lot of information will be shared during the review meeting, so cover everything you need. Make sure you focus on some crucial areas, such as:

• Was the identification and management of risks satisfactory?

• Were the estimations for the duration and cost of the project accurate?

• Were the correct processes and procedures used; what could improve them?

• Were the resources (such as people, time and money) deployed satisfactorily?

• If suppliers were used, was their work to a high enough standard?

• What outstanding issues or activities need to be addressed?

Keep discussions focused on the project

If, for example, the objective of the project was to implement a new performance management system, the review needs to focus on the steps that were taken to implement the system and not to evaluate the system’s impact since implementation. 

Outline the next steps

Identify and agree next steps and assign any outstanding tasks. These might not directly involve the project team, but it’s good practice to inform them of any subsequent activity that will take place. 

Celebrate success

Always congratulate the team on a job well done. Even if the project has gone less well, it’s still important to acknowledge effort.

After the meeting:

Issue the minutes

Write up the minutes of the meeting and issue these as soon as possible. Make sure they clearly highlight any action points that were agreed upon.

Feedback to the project sponsor/key stakeholders

Not all project sponsors or key stakeholders will attend the review meeting. However, they’ll need a full briefing, including the discussions that took place and the actions agreed.

Update internal knowledge management systems

It’s vital to share the information and lessons learnt from the project. Decide which of the organisation’s knowledge management systems or practices are the most appropriate to do this. This could be updating a project database, revising process flows, arranging a briefing session with other leaders, adapting procedures, or updating manuals.

Quickly complete any follow-up activity

This might include conducting a formal handover meeting to a new team or arranging meetings on the back of action points that were decided on.

Congratulations!

We’ve made it to the end of the project, which has been reviewed and closed formally and any lessons learnt captured for next time. Whatever its size, the end of a project is always the time to celebrate the accomplishments of the people who have given their hard work and expertise to make the project’s goals a reality.

So, kick back, relax and celebrate. Until the next time...

Test your understanding

• Identify the four factors Shenhar, Levy and Dvir suggest we use to evaluate a project’s success.

• Explain why it’s important to capture any lessons learnt during a project.

What does it mean for you?

• Reflect on how systematically you tend to close and review projects. If you don’t already do so, might holding a more formal review meeting be helpful? If you already hold review meetings, identify two or three things you could do to make them more effective.