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LESSON 6
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CLOSE THE
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PROJECT/PHASE
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• Project/Phase Closure
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• Benefits Realization
• Knowledge Transfer
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Version 3.2 | 2023 Release 1
This material is being provided as part of a PMI® course.
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Licensed For Use Only By: Samuel Toriola 8541916 Nov 16 2023 10:18PM
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Learning Objectives
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• 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,
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sustained, etc.
• Examine the reasons for knowledge transfers and how they relate to the closure of
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a phase or project.
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Project/Phase Closure
TOPIC A
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Why Projects
Stakeholders accept deliverables based on acceptance criteria
or Phases
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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
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At the end of an iteration, the team and stakeholders assess the
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product/service against their mutually agreed definition of done

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(DoD)
Final acceptance occurs prior to product release.
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Acceptance criteria and definition of done (DoD) express the

same status of stakeholder satisfaction with the product. Teams
may use the terms interchangeably.
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Why Projects
or Phases
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Close
Premature or • Requirements/needs change
Forced Closure or
• Project/deliverable is no longer feasible
• (Internal) Organization makes a change to the business case.

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• (External) A legal or regulatory change prohibits progress.
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• Project/deliverable is no longer desirable

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• Impediment encountered
Can anyone share an
example of a forced • Financial support is not available to complete the requirements
project or phase
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closure? • Risks with significant consequences make successful completion

impossible
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Close Project or Phase Activities
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• Acceptance of deliverables or product by customer
• Transition of deliverables or product to customer or
• Notify enterprise and organizational functions; update OPAs
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• Prepare final report
• Conclude external obligations, including legal, regulatory, contractual — e.g., transfer of liability,
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closure of all accounts in financial system

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• Archive project information

• Release resources (human, financial and physical assets)
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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
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management function. ©
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Transitions
(Handovers)
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Deliverables are handed to the customer or owner.
Transition/handover specifications for deliverables are in the
• Some
organizations
or
project management plan.
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use a rollout or
transition plan. A tailored solution that delivers value — most likely in an
incremental way — to the organization.
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• This is not a
project
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management
plan component.
Every iteration output is handed to the product owner.
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Transition /
Handover
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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.
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Assess the readiness of all parties:

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End The Project Support

Users Business Team Staff
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Transition /
Handover
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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:
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• Training on the new product or service
• Documentation for the product/deliverable
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• Effective communication between the project team and the

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organization
• Post-implementation support (aka “hypercare”)
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Where are the transition requirements recorded in a predictive

project?
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Interactive / Activity
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Do you remember the difference between
or
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explicit and tacit knowledge?
Discuss the importance of transferring both
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kinds of knowledge from the project team

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to the customer.
Give an example of how your team has
done it in the past.
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Paying and DO DON’T
Closing
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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
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• Pay suppliers or vendors in
accordance with contract terms
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Some payments may have

been made during the
project and the contract may
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have been closed

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Finalizing Contracts
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Archiving contracts means collecting, indexing
and filing:
•
•
Contract schedule
Scope
or
•
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Quality
• Cost performance
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• Contract change documentation

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• Payment records and financial documents

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

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manuals, troubleshooting and technical

documentation
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ECO Coverage
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1.8 Negotiate project agreements
or
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• Verify objective(s) of the project agreement is met (1.8.3)
2.17 Plan and manage project/phase closure or transitions
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• Validate readiness for transition (e.g., operations team or next

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phase) (2.17.2)
• Conclude activities to close out project or phase (e.g., final lessons
learned, retrospectives, procurement, financial, resources) (2.17.3)
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Benefits Realization
TOPIC B
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Early and
Long-Term
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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

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could take a few months
to years! Can you identify a type of project in which value is delivered
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very early?
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And a project in which value is delivered months or even years

after transition?
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Benefits Transition and Sustainment
Responsibilities
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Any improvement or modification to delivered
benefits is a new project
or
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• Handover/transition Any improvements or modifications to delivered
• Review of the benefits are proposed as work for the next/future
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benefits iteration and placed/reprioritized on the backlog

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management plan
Organizations and teams tailor solutions for benefits

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realization and sustainment — e.g., post-

implementation support (aka “DevOps” or “hypercare”)
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Benefits Transition and Sustainment
An Explanation
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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

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Compares actual performance to planned Uses metrics chosen with team to measure
data performance, including KPIs performance
Works with business owner to

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suggest benefits realization Implements benefits realization metrics at Collaborates with team to determine suitable
metrics, including frequency suitable intervals, tailored to needs metrics
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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
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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
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Benefits • Is a major input to authorizing the project
Management • Examines the requested benefits and determines if both the tangible
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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
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• Metrics or measurements to be used
potential benefits from the
project effort • Which individuals or groups measure results
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In the plan, determine whether any remaining project risks might prevent
benefit achievement.
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When key stakeholders are identifying desired project benefits, let them
suggest how the benefits should be measured.
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Benefits Owner
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• 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.
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• Assists in transitioning the
requested benefits to the receiving
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organization
• Ensures that measurement metrics
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and methods are established and The product owner is responsible for
monitored making sure project work reaps benefits
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• Reports to management on the for the organization.

realized results (value) of the
delivered benefits
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Verify Benefits Realization
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• 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:

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• For tangible benefits—progress toward being met
• Any benefits at risk of not being realized as planned
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• Any resulting negative impact on strategic objectives

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• Potential ending of the project team’s support

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

verifying that benefits are realized?
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ECO Coverage
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3.2 Evaluate and deliver project benefits and
or
value
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• Document agreement on ownership for
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ongoing benefit realization (3.2.2)

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• Verify measurement system is in place to

track benefits (3.2.3)
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Knowledge Transfer
TOPIC C
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Knowledge Management
During Closing
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• Conduct retrospectives or final lessons
•
learned meetings
Archive all project information
or
• Finalize lessons learned register
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• Add the lessons learned to the knowledge
management/lessons learned repository
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• Transition knowledge from project team to

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the customer
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Conduct
Project
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• 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,
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and develop action plans for next time
• Praise, congratulate and motivate the team
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An agile team might conduct a final retrospective, while a

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

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Finalize
Lessons
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Learned
Include the following topics from the project’s
or
lessons learned register in the final report:
• Scope changes
• Schedule impacts
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• Risks and issues
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• Stakeholder relationships
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• Vendor relationships
• Artifacts
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• Recommendations
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Consolidating Lessons
Learned
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The following categories of lessons learned
information are especially important at the end of
a project:
• Scheduling
or
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• Conflict management
• Sellers
•
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Customers
• Strategic
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• Tactical
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Transfer these into the lessons learned

repository.
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Final Report: Summary of project/phase performance result
is
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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
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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
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information survey results

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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
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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
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ECO Coverage
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or
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2.16 Ensure knowledge transfer for project
continuity
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• Confirm approach for knowledge transfers

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(2.16.3)
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Don't Hesitate – Accelerate
Earn Your PMP Certification
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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

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or
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End of Lesson 6
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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!
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a
lic
up
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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
up
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e

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

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

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

product/service against their mutually agreed definition of done

Acceptance criteria and definition of done (DoD) express the

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

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

• Project/deliverable is no longer desirable

closure? • Risks with significant consequences make successful completion

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

closure of all accounts in financial system

• Archive project information

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

Especially critical if an existing product or service is

Assess the readiness of all parties:

End The Project Support

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

• Effective communication between the project team and the

Where are the transition requirements recorded in a predictive

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

kinds of knowledge from the project team

Some payments may have

have been closed

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

• Contract change documentation

• Payment records and financial documents

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

manuals, troubleshooting and technical

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

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

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

Some benefits are

immediate while others

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

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

benefits iteration and placed/reprioritized on the backlog

Organizations and teams tailor solutions for benefits

realization and sustainment — e.g., post-

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

Delivers benefits to customer

Provides planned performance

Works with business owner to

and monitoring responsibilities

achievement • Monitors risks affecting delivered benefits

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

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

• Reports to management on the for the organization.

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

• Reporting should include:

• Any resulting negative impact on strategic objectives

• Potential ending of the project team’s support

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

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

ongoing benefit realization (3.2.2)

• Verify measurement system is in place to

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

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