CONSTRUCTION SUNSETS AND GOLDEN FINALES: BEHIND THE SCENES OF INNOVATIVE SUCCESS STORIES

As the curtain begins to descend on the magnificent theatrical play that is project development, we enter into the final act – the crescendo that outshines other acts, leaving the audience in disappointment or in awe. With the spectating masses drawn to the edge of their seats, the spotlight calls forth “THE PROJECT CLOSURE PROCESS”.

Argued by the likes of (Aziz, 2015) to be an integral part of a project’s lifecycle, the act that is successful project closure is the culmination of a plethora of ‘behind the scenes’ efforts to complete and settle all project activities, evaluating project performances to create a detailed project close out report that not only wraps up the story in a manner that appeases and excites the audience, but sets up the ground work for exciting innovative sequels and encores – all in a captivating and dramatic fashion worthy of multiple standing ovations. So, let's take a look at all the activities that make up this alluring process including the strategic importance and benefits of a small but impactful masterpiece that is the Project Close-Out Report (PCOR).

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DESCENDING CURTAINS, A PROJECT CLOSURE PERFORMANCE

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The crescendo of project validation, project closure is more than a checkbox and paperwork formality of the project management process. It is the assurance that all project work and project management processes have been completed with all the project’s deliverables satisfying the agreed upon quality standards (Whyte, et al., 2016). As such, the two main processes of the project closure phase results in mutual and formalized recognition and acceptance from the project’s stakeholders that the project is complete and ready for use.

CONTRACTUAL CLOSURE PROCESS

This process of the project closure phase consists of all activities and interactions the project manager needs to undertake to ensure that all the project’s contractual obligations and agreements are met, settled and closed off (PMChamp, 2018). Therefore, in this process the project manager must ensure that all the project’s contractual deliverables have been completed and handed over to the appropriate stakeholders as per the relevant contractual agreements. By compiling project documentations such as project plans, contract and communication reports, including the creation of historical data libraries for reviews, project managers are through this process able to ensure that all project contracts and framework agreements with suppliers, partners etc., have been concluded and officially settled (Iqbal, 2019).

ADMINISTRATIVE CLOSURE PROCESS

Just like the yin and yang concept, this process compliments the contractual closure process and is just as crucial to having a successful project closure. This process mainly focuses on the management of the project team and stakeholders, detailing all activities, interactions and responsibilities (Iqbal, 2019). As such, from reporting on the lessons learnt (what was done, what worked, what failed, and how to improve), the updating of organizational and project records (such as communications, costs, schedules, etc.) to ensure it aligns with the project’s outcome/status; to financial reconciliation, this process ensures that there is alignment within all backstage aspects and activities of the project, that ensure a smooth project handover (Carrillo, 2005).

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EPILOGUES AND OVATIONS: UNVEILING THE PROJECT CLOSE-OUT REPORT

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As the hem of the development curtain kisses the project stage, and the light dims on the processes of project closure with the audience leaning forward with anticipation as to the project outcome; drums sound in the background with a low dramatic hum as the project close-out report calmly steps into the spotlight, making its long-awaited appearance. With a cool demeanor, this project management masterpiece flexes the culmination of the project manager’s efforts in chasing the golden thread – unveiling the project’s challenges, plot-twists and inner workings.

Spilling the beans on the project’s budget, scope, quality and development timeline, the project closure report is the project manager’s holy grail – a testament capturing the project’s hard-earned triumphs. The key elements that must be effectively captured within this report are:

• PROJECT INFORMATION: These are the star details of the project, celebrity information such as project name, dates, executive stakeholders etc.
• DELIVERABLES LIST AND PROJECT SUMMARY: The report must also highlight the project deliverables including each deliverable’s agreement date and relevant notes and communication; and it must provide an in-depth analysis and review of the project’s performance criteria and results.
• PROJECT BUDGET ANALYSIS: As circumstances fluctuate and change, the budget dances in relation to the project’s growth and development. Due to this, the report contains an analysis of the planned project budget against the actual incurred costs, throughout the various project phases revealing any deviations and their sources.
• SCHEDULE ANALYSIS: A project schedule review, highlighting important dates and milestones, must compare the planned schedule against the actual schedule progression also highlighting deviations and their sources.
• SCOPE CHANGE REVIEW: This details and analyzes the unexpected plot twists in the project’s development, their causes, and the management procedures implemented to control and manage these as well as their impact on the project as a whole including quality, schedule and cost.

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CONCLUSION

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As ovations ring out on the successful completion of projects; with memories and emotions being engraved in both the project team and audience, project managers must remember this – project closure is more than a grand finale with a dramatic epilogue. It is a legacy with an encore that echoes through time and space, a roadmap that guides future project managers and developers to tell a story more intriguing than the last. A treasure at the end of the golden thread, immortalized in the applauds of the audience, the project closure report is simply a theatrical project management masterpiece.

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REFERENCES

Aziz, E. E., 2015. Project closing: the small process group with big impact. London, PMI? Global Congress 2015—EMEA.

Carrillo, P., 2005. Lessons learned practices in the engineering, procurement and construction sector. Engineering, Construction and Architectural Management, 12(3), pp. 236-250.

Iqbal, M., 2019. Contract Closure and Administrative Closure. [Online] Available at: https://mudassiriqbal.net/contract-closure-and-administrative-closure/ [Accessed 18 June 2024].

PMChamp, 2018. Difference between Administrative Closure & Contract Closure. [Online] Available at: https://www.pmchamp.com/contract-closure-administrative-closure-pmp-exam/ [Accessed 18 June 2024].

Whyte, J., Lindkvist, C. & Jaradat, S., 2016. Passing the baton? Handing over digital data from the project to operations. Engineering Project Organization Journal, 6(1), pp. 2-14.

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