Project management is one of the most significant aspects of completing a particular task that involves the input of different people with diverse abilities and expertise (Basten, Stavrou " Pankratz, 2016). Delivering an outcome effectively, therefore, requires one to work closely with the team they lead to ensure proper coordination, unity, and responsibility to each other and the entire project (Furukawa, 2016). However, despite all the effort put in the implementation of a particular task, at the end of it all, there will be a need to close the entire process and give room for suggestions moving forward. This essay, therefore, focuses on the process of bringing a project into closure most appropriately and professionally.
The process of closing a Project
The project manager has three primary areas of concern whenever he takes his duty, and these include, initiating, running and then concluding it (Asiedu, Adaku " Owusu-Manu, 2017). The closure is a dedicated stage in the project management, and this determines whether the team will be satisfied or not. The primary steps involved in closing down a task include; arranging a post-mortem, complete paperwork, release resources, archive documents and then celebrate the success.
Arranging a Post Mortem
The project manager does not only focus on the budget and meeting the schedule but also uses the experience to learn more and identify the weak areas in his job. Therefore, when it comes to the end of the project execution, a good team should do a reflection of the achievements and failure in the process (Furukawa, 2016). This is the time when the project manager gives the team members an opportunity to offer their feedback on what technique worked best and which one did not and this information bank is kept for future use. When planning another project, one may refer back to the historical data and note where mistakes are likely to occur and avoid them where possible.
Completing Paper Work
At this point, the team has to obtain all the necessary signatures from the relevant stakeholders (Lee " Yu, 2011). The manager makes sure that all the contracts entered during the process of executing the project are closed. Any invoice paid, commissions collected and settled any other payment made.
Release Resources
During the project execution, the manager assembles a team of individuals and resources forth the internal and external sources (Browning, 2014). At the end of the project, all these resources have to be set free to either rejoin other projects within the organization or find other contracts elsewhere. Therefore, everyone has to be paid off and let loose so that they feel satisfied and may work for the firm again in the future (Ibironke " Ibironke, 2011). Failure to release the internal resources may cause delays on other projects, and therefore it is paramount to allow them to move to other areas where they are required.
Archive Documents
The step is crucial in maintaining the information and knowledge learned during the process of implementing the project (Basten, Stavrou " Pankratz, 2016). All the data and reports prepared by the various departments in the project are archived for future reference because letting them information to disappear means losing a variety of knowledge (Cha, Kim " Ko, 2012). Furthermore, the information may be crucial for other people such as the legal team, human resource, and the finance section when organizing other activities in the organization.
Celebrating the Success
Motivation is a unique force in creating satisfaction among team members. A small token of appreciation for the job well done instills morale in the team and brings closure on the project something which is essential for any task.
Project Lessons-Learned Document
The successful completion of the task means an excellent achievement for the entire team and the stakeholders (Cha, Kim " Ko, 2012). However, there is no prosperity without the challenges and thus the need to come up with s reflective document that spells out the possible success and failures of the project execution process.
Strategies and process that led to success
One of the primary achievements for this project was that it was carried out within the timeline stipulated. The performance was arrived at after a considerable review of the entire schedule resulting in detection of possible delays in the completion at the early stage. Monitoring and evaluation team was essential in this process and therefore must be appreciated for the excellent work done.
Secondly, completing the task without any outstanding payment to the suppliers and even other contractors is not a small achievement for the team. This implies that the project stakeholders remained as one unit and has a chance of re-engaging in the future. And finally, the project was ranked among the top three regarding environmental protection, releasing the least fumes to the atmosphere and not interfering with vegetation at all.
Areas of Concern
The primary failure of the project was an increase in the budget by 10% of the original quoted cost. Such extra expenditure was deemed necessary in off-setting some of the delays allow the project to maintain its initial schedule. Another regrettable even was an increase in the number of accidents evident by three people sustaining injuries in the project execution process. The unfortunate event was associated with the tension to deliver the quality outcome within a short period.
Suggestion for Improvement
The threat of delays was responsible for all the adverse outcomes associated with this project. However, the team identified the primary source of the delay to be the extended period for licensing and certification by the government authorities (Browning, 2014). Therefore, moving forward, such process will be conducted outside the project timeline to relieve the team of pressure to meet the deadline, thus giving an ample time to deliver quality outcome at the right pace.
Adjourning the Team
A great group is a satisfied one and therefore a motivated team. The last memory of an event is usually crucial in building a working relationship among the various stakeholders and therefore, all the members of the project team need to be appreciated for the job well done (Furukawa, 2016). One strategy of releasing a satisfied and highly motivated team by organizing a party to celebrate the success made together. However, this will come after every individual has been fully paid their dues (Asiedu, Adaku " Owusu-Manu, 2017). The come together event will also create an opportunity for bonding with each other and where possible some awards will be issued to the best performing individual in each area as suggested by the members. Finally, the adjourning party will give every person a chance to air their grievances which they might not have been able to include in their closing report, and this will help in resolving any outstanding issue within the team and open an avenue for engagement.
References
Asiedu, R., Adaku, E., " Owusu-Manu, D. (2017). Beyond the causes – rethinking mitigating measures to avert cost and time overruns in construction projects. Construction Innovation, 17(3). doi: 10.1108/ci-01-2016-0003
Basten, D., Stavrou, G., " Pankratz, O. (2016). Closing the Stakeholder Expectation Gap: Managing Customer Expectations toward the Process of Developing Information Systems. Project Management Journal, 47(5), 70-88. doi: 10.1177/875697281604700506
Browning, T. (2014). Managing complex project process models with a process architecture framework. International Journal Of Project Management, 32(2), 229-241. doi: 10.1016/j.ijproman.2013.05.008
Cha, H., Kim, K., " Ko, Y. (2012). Selecting Optimum Management Practices in Pre-construction Phase Considering Project Characteristics. Journal Of Construction Engineering And Project Management, 2(1), 1-4. doi: 10.6106/jcepm.2012.2.1.001
Furukawa, C. (2016). Dynamics of a critical problem-solving project team and creativity in a multiple-project environment. Team Performance Management: An International Journal, 22(1/2), 92-110. doi: 10.1108/tpm-04-2015-0021
Ibironke, O., " Ibironke, D. (2011). Factors Affecting Time, Cost and Quality Management in Building Construction Projects. FUTY Journal Of The Environment, 6(1). doi: 10.4314/fje.v6i1.68323
Lee, S., " Yu, J. (2011). Critical Success Factors for Project Management Information System in Construction. Journal Of Construction Engineering And Project Management, 1(1), 25-30. doi: 10.6106/jcepm.2011.1.1.025
