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Adminstrative Closure

Administrative closure involves documenting project results and lessons learned to formally close out a project. It includes collecting all project records and ensuring they reflect the final product. Administrative closure activities like reviewing performance documentation, product documents, and other records should occur throughout the project, not just at completion. The outputs are the project archives, formal closure confirmation, and documented lessons learned.

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adel hajeb
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30 views

Adminstrative Closure

Administrative closure involves documenting project results and lessons learned to formally close out a project. It includes collecting all project records and ensuring they reflect the final product. Administrative closure activities like reviewing performance documentation, product documents, and other records should occur throughout the project, not just at completion. The outputs are the project archives, formal closure confirmation, and documented lessons learned.

Uploaded by

adel hajeb
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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10.1 Communications  Planning  10.2 Information  Distribution  10.3 Performance  Reporting  10.4 Administrative  Closure

 Integration  Scope  Time  Cost  Quality  Resource  Communications  Risk  Procurement

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10.4 Administrative Closure

The project or phase, after either achieving its objectives or being terminated for other reasons, requires closure.
Administrative closure consists of documenting project results to formalize acceptance of the product of the project by
the sponsor, or customer. It includes collecting of project records; ensuring that they reflect final specifications;
analysing project success, effectiveness, and lessons learned; and archiving such information for future use.
  Administrative closure activities should not be delayed until project completion. Each phase of the project should be
properly closed to ensure that important and useful information is not lost. In addition, employee skills in the staff pool
database should be updated to replect new skills and proficiency increases.

Inputs Tools & Techniques Outputs


   .1 Performance measurement    .1 Performance reporting    .1 Project archives
      documentation       tools and techniques
   .2 Project closure
   .2 Product documentation    .2 Project reports
   .3 Lessons learned
   .3 Other project records    .3 Project presentations
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10.4.1 Inputs to Administrative Closure

.1 Performance measurement documentation. All documentation produced to record and analyze project
performance, including the planning documents that established the framework for performance measurement, must
be available for review during administrative closure.

.2 Produst documentation. Documents produced to describe the product of the project (plans, specifications, technical
documentation, drawings, electronic files, etc.—the terminology varies by application area) must also be available for
review during administrative closure.

.3 Other project records. Project records are discussed in Section 10.2.3.1.

10.4.2 Tools and Techniques for Administrative Closure

.1 Performance reporting tools and techniques. Performance reporting tools and techniques are discussed in Section
10.3.2.

.2 Project reports. See Section 10.2.3.2.

.3 Project presentations. See Section 10.3.3.3.

10.4.2 Outputs from Administrative Closure

.1 Project archives. A complete set of indexed project records should be prepared for archiving by the appropriate
parties. Any project-specific or program wide historical databases pertinent to the project should be updated. When
projects are done under contract, or when they involve significant procurement, particular attention must be paid to
archiving of financial records.

.2 Project closure. Confirmation that the project has met all customer requirements for the product of the project (the
customer has formally accepted the project results and deliverables and the requirements of the delivering
organization—for example, staff evaluations, budget reports, lessons learned, etc.).

.3 Lessons learned. Lessons learned are discussed in Section 4.3.3.3.


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