PJM6000- the project team will be allotted

PJM6000- Project Management Practices
Title: Project closure and Lesson learned
Northeastern University – College of Professional Studies
Student Name: Vaibhaviben Patel
Instructor: Todd Loeb
Closing of the project
Close Project or Phase is the process of deciding all activities for the project, phase, or contract. The significant bene?ts of this process are the project or phase information is archived, the planned work is completed, and organizational resources are released to pursue new endeavors(Project Management Institute, 2017).

Inputs required (Project Management Institute, 2017)
Project charter
Project management plan
Project documents
Accepted deliverables
Business documents.

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Procurement documentation
Organizational process assets
Project output
Project document update
Final product transition
Final report
The activities are required for the administrative closure of the project or phase which includes
Actions and activities necessary to satisfy completion or exit criteria for the phase or project such as:
Preparing specific that all documents and deliverables are up-to-date and that all issues are resolved
Authorizing the delivery and acceptance of deliverables by the consumers
Certifying that all costs are charged to the project
Project closing includes person rearrangement, according to the organization type the project team will be allotted to another project, or they will be back to their routine jobs, or their agreements will be defined, and they will take the project to the next contract.

Production of excess project material that means dealing with the materials and equipment that is around after the project has finished. For example, after completing a building there will be piles of bricks, sands, roof tiles, offcuts of wood, bags of cement, and so on. All this needs to be dealt with. Some can be refunded to stock, machines will be returned to the store, or returned to the production company (Project Management Institute, 2017).

Lesson learned
Being able to article lessons learned after a project is finished is one of the major responsibilities a project manager has to do. If one does not realize the mistakes of past projects, then they will likely to repeat them over and over.

In this particular task, the project manager becomes part historian and part archivist. Lessons learned is not only used in projects, but they also can be helpful on any project in which one is involved – at home in any volunteer work or in your own personal work or project. Lessons learned can help to make all the distictions on future projects to succeed if they are documented correctly (“Closing a Project or Phase”).

The Good and the Bad
Lessons learned should not emphasize on the only mistakes made during the project hey should also document the good things that happened in the project. Otherwise, all processes and decisions that made the project succeed might be missing and that would be just as bad as forgetting about the mistakes that were made. usually, everyone keeps in mind the mistakes and work to correct it, it is significant, the project team needs to recognise what worked and make sure that those procedures and techniques can be recurrent in future projects (Darter, 2014).

In the Moment
Here, the good place and time to catch up lessons learned is within a time that the project is actually taking ground. Even though people may be busy and speechless just working on the project, someone should be working to capture those items that might turn into lessons learned at the end of the project. The best time to get these items documented is right after they have happened. Otherwise, people are likely to forget about what went wrong or even luster over the problems and issues that occurred. (Darter, 2014).

Solicit Data
This is prime responsibility of the project manager, but it is essential to be followed and supported by whole management team to get the insight on lesson learned. This is required to have a cooperative effort in order to get the success. Lessons learned, and its documentation and presentation should be a routine part of project management field and needs to be implemented in the regular practices. Once people on the team get used to providing this input, the project manager may get overawed with the response. The paperwork might be tedious, the rewards are well worth the effort (Darter, 2014).

Publication or Reservation
Once the information is composed and reviewed and revised, then it is essential to make sure that it is published so that everyone engaged in the project is aware of the lessons learned, both positive and negative. It is also essential that this information can be preserved so that the organisation and the project teams can look at it and keep in mind it the next time whenever a similar project comes in the picture. Without the lessons learned from previous projects, future projects will drop into the similar routines and pitfalls that occurred in previous projects.

But building a genuinely useful “lessons learned” database that can be used to continually improve project processes involves just a few simple steps:
Recording Lessons Learned (Darter, 2014)
Document both the problem and the solution important project attributes in a single easily accessible database. This makes it easier to identify recurring issues, to update the data and to maintain the accuracy and relevancy of the data.

Ensure that the data are grouped and searchable by key attributes such as project name, type, size, business area, functional area or any other attributes that have meaning for your organisation.

Inform all project team members regarding any changes or updates in the documents with new or updated information and arrange the sessions to make an aware regarding those changes to the management staff.

Inspire Use of the Database
Allow free and informal access to the pool of knowledge and permit comments and feedback. Invite suggestions for process improvement based on the lessons learned data.

Data Review
Intermittently review the data to exclude expired or useless data to maintain the quality of database and to update the accuracy too.

Continually Improvement Processes
for problems that show similar patterns and activate appropriate process changes such as introducing additional work or changing the priority of the work flow.

A guide to the project management body of knowledge: (PMBOK® guide) (Sixth Ed.). (2017). Newtown Square, PA, USA: Project Management Institute.

Meredith, J. R., Shafer, S. M., Mantel, S. J., Jr., & Sutton, M. M. (2013). Project management in practice (Fifth ed.). S.l.: John Wiley.

Darter, K. (2014, July 27). Documenting Lessons Learned: What Have You Learned? Retrieved from https://www.projectsmart.co.uk/documenting-lessons-learned-what-have-you-learned.php
Closing a Project or Phase. (n.d.). Retrieved October 27, 2018, from https://www.greycampus.com/opencampus/project-management-professional/closing-a-project-or-phase


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