The standard for project management

Figure 4-14. Close Project or Phase: Inputs, Tools & Techniques, and Outputs

Tools & Techniques

Inputs

Outputs

Close Project or Phase

.1  Expert judgment

.2  Data analysis

• 

Document analysis

• 

Regression analysis

• 

Trend analysis

• 

Variance analysis

.3 Meetings

.1  Project charter

.2  Project management plan

• 

All components

.3  Project documents

• 

Assumption log

• 

Basis of estimates

• 

Change log

• 

Issue log

• 

Lessons learned register

• 

Milestone list

• 

Project communications

• 

Quality control

  measurements

• 

Quality reports

• 

Requirements

  documentation

• 

Risk register

• 

Risk report

.4  Accepted deliverables

.5  Business documents

• 

Business case

• 

Benefits management plan

.6 Agreements

.7  Procurement documentation

.8  Organizational process assets

.1  Project documents updates

• 

Lessons learned register

.2  Final product, service, or    

  result transition

.3  Final report

.4  Organizational process assets  

 updates

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Figure 4-15. Close Project or Phase: Data Flow Diagram

• Project

   charter

5.5

Validate

Scope

12.1 

Plan

Procurement

Management

4.1

Develop

Project Charter

Project

Management

Plan

Project

Documents

Project

Documents

4.7

Close

Project or

Phase

Enterprise/

Organization

Enterprise/

Organization

Customer

• Accepted deliverables

• Project Charter

• Procurement documentation

12.2 

Conduct

Procurements

• Organizational process assets 

• 

F

inal product, service, or 

result transition

Project documents updates

• Lessons learned register

• 

F

inal report

• Organizational process 

assets updates

Project management plan

• All components 

Project documents

• Assumption log

• Basis of estimates

• Change log

• Issue log

• Lessons learned register

• Milestone list

• Project communications

• Quality control measurements

• Quality reports

• Requirements documentation

• Risk register

• Risk report

Project

Documents

• Agreements

• Business case

• Benefits management plan

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When closing the project, the project manager reviews the project management plan to ensure that all project work 

is completed and that the project has met its objectives. The activities necessary for the administrative closure of the 

project or phase include but are not limited to:

u

u

Actions and activities necessary to satisfy completion or exit criteria for the phase or project such as:

u

n

Making certain that all documents and deliverables are up-to-date and that all issues are resolved;

u

n

Confirming the delivery and formal acceptance of deliverables by the customer;

u

n

Ensuring that all costs are charged to the project;

u

n

Closing project accounts;

u

n

Reassigning personnel;

u

n

Dealing with excess project material;

u

n

Reallocating project facilities, equipment, and other resources; and

u

n

Elaborating the final project reports as required by organizational policies.

u

u

Activities related to the completion of the contractual agreements applicable to the project or project phase 

such as:

u

n

Confirming the formal acceptance of the seller’s work,

u

n

Finalizing open claims,

u

n

Updating records to reflect final results, and

u

n

Archiving such information for future use.

u

u

Activities needed to:

u

n

Collect project or phase records,

u

n

Audit project success or failure,

u

n

Manage knowledge sharing and transfer,

u

n

Identify lessons learned, and

u

n

Archive project information for future use by the organization.

u

u

Actions and activities necessary to transfer the project’s products, services, or results to the next phase or to 

production and/or operations.

u

u

Collecting any suggestions for improving or updating the policies and procedures of the organization, and sending 

them to the appropriate organizational unit.

u

u

Measuring stakeholder satisfaction.

The Close Project or Phase process also establishes the procedures to investigate and document the reasons for 

actions taken if a project is terminated before completion. In order to successfully achieve this, the project manager 

needs to engage all the proper stakeholders in the process.

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4.7.1 CLOSE PROJECT OR PHASE: INPUTS

4.7.1.1 PROJECT CHARTER

Described in Section 4.1.3.1. The project charter documents the project success criteria, the approval requirements, 

and who will sign off on the project.

4.7.1.2 PROJECT MANAGEMENT PLAN

Described in Section 4.2.3.1. All components of the project management plan are an input to this process.

4.7.1.3 PROJECT DOCUMENTS

Project documents that may be inputs for this process include but are not limited to:

u

u

Assumption log.

 Described in Section 4.1.3.2. The assumption log has a record of all the assumptions and 

constraints that guided the technical specifications, estimates, schedule, risks, etc.

u

u