How do you ensure a smooth transition when closing out a project?

Imagine if you (project manager) and your grandmother (client or sponsor) initiated a project together. How would you behave? The Grandmother Principle can be applied to project management where we look after each other. I was a project manager and IBM did work with us. On the IBM side, was another like-minded project manager and we looked after each other to make sure the project was a success for both parties. With values of reciprocity and forbearance, we finished early and exceeded out project KPIs. There were no disputes and all project participants were able to take well-deserved vacations. Look after each other on projects the way we would our grandmothers, and amazing project results can emerge.

A simple truth I learned early in my career (even before becoming a PM): by the time you reach the close out process, everyone is already one foot out the door. Square away your close out documentation from day 1 and update and review it THROUGHOUT your project. If you’re doing this well, then your close out procedure should be much more straight forward. Close Out happens from day 1 and finishes in the Close Out phase. You’re essentially Closing Out your Close Out. Plus, be empathetic to the fact that the team and yourself are likely very tired. Lots of trials and tribulations. Instead of making Close Out this laborious review, help your team by Monitoring and Controlling the Close Out from the beginning.

Project Closing is the combination of the following when applied to a project: Assurance that all the work has been completed, Assurance that all agreed upon project management processes have been executed, and Formal recognition of the completion of a project—everyone agrees that it is completeted from all stake holders and customer

To ensure a smooth project closure, follow a structured approach that includes confirming all deliverables, completing formal documentation, lesson learned and settling financials. Reallocate resources, hold a final stakeholder meeting, and archive all documents. Lastly, celebrate wins with the team to acknowledge their contributions and foster positive morale.

I deliver technology and therefore, I align to the ITIL service management framework. I have developed a transition to production (T2P) checklist aligned with the best practices in the ITIL Release Management Practice for a lean finish. The T2P checklist is developed in the Plan Phase to identify the tasks that need to be completed for the operations team in the IT Department to cleanly receive the new technology. The ITIL Release Management Practice guides the project and operations teams to safely deliver new technology.

Careful! Benefits realization and measurement is NOT the responsibility of the project manager. Instead the product manager (aka, the project sponsor or service owner) is responsible for monitoring and impacts. Once the project manager delivers the project and closes out the project, the project manager is no longer involved beyond any warranty period.