For what three reasons is it important to close a project once it is complete?
As with all project management processes, the degree of rigor needs to be scaled appropriately to the project, organization, and stakeholder need. It may not need to be a formal or heavy process, especially if it doesn’t involve regulations or compliance. In fact, a leaner process done periodically along the way often makes it not only easier but also more valuable. Show Ignoring the process altogether may mean missing some important benefits. Some habit around a closing exercise will benefit the organization and serve the stakeholders well in the long run. Along with conducting a lessons learned session, getting approval for deliverables, and resolving outstanding issues, a key closing activity involves the collection, organization, and storage or archiving of project information. Recently, a colleague and I were sharing project experiences and our conversation highlighted three interrelated benefits of this closing activity:
People are often inclined to archive information, especially communications, for defensive purposes. But this is not about archiving simply to have a record or paper trail as proof of something (which suggests a lack of trust). Project information and data that is likely to be helpful in the future often goes beyond the thoughts and reflections captured as part of a lessons learned exercise. Without some intention around gathering that data, communications, records, etc., there is a missed opportunity to easily go back to refresh memories on what happened in order to answer questions or get input into new decisions. So the next time you are tempted to gloss over or ignore closing, consider these benefits of collecting and archiving project information as part of closing your project — either at the end of the project or, better yet, periodically along the way. I’d be curious about your experience with collecting and archiving project information. When have project archives served you well from past projects?
Andrea Brockmeier, PMP, CSM, PMI-PBA, BRMP is the Director of Project Management for Watermark Learning. Andrea is an experienced trainer, facilitator, speaker, and project manager, with over 25 years of business experience. Andrea oversees certification and skills development curriculum in project management, business analysis, and leadership. She has been a speaker at IIBA® and PMI® conferences and is an active volunteer. She enjoys practicing what she teaches and has a steady stream of projects that she manages. Andrea is highly committed to partnering with her clients through projects, consulting, and training, and seeks to make every engagement enjoyable as well as valuable.
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