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The well known English phrase "last but not least" could not better recite how foremost the task closeout phase is. Being the very last part of the task life-cycle it is often ignored even by large organizations, especially when they control in multi-project environments. They tend to jump from one task to another and rush into finishing each task because time is pressing and resources are costly. Then projects keep failing and organizations take no healthful actions, simply because they do not have the time to think about what went wrong and what should be fixed next time. Lessons learned can be discussed at task reviews as part of the closeout phase. Closure also deals with the final details of the task and provides a general ending for all procedures, along with the delivery of the final product. This paper identifies the reasons that closeout is neglected, analyzes the best practices that could enhance its position within the company environment and propose further steps for a perfect task closeout through continuous improvement.
Project managers often know when to discontinue a projects but they forget how to do it. They are so eager to perfect a task that they hardly miss the completion indicators. "Ideally, the task ends when the task goal has been achieved and is ready to hand over to customer" (Wellace et. Al, 2004, p156). In times of big booms and bubbles, senior administration could order the immediate termination of costly projects. A characteristic example of that is Bangkok's over speculation in building of sky-scrapers, where most of them left abandoned without finishing the last floors due to stupendous costs (Tvede, 2001, p267). Projects heavily attached to time can be terminated before general finishing point if they miss a vital deadline, such as an invitation to tender. Kerzner (2001, p594) adds some behavioural reasons for early termination such as "poor morale, human relations or labour productivity". The violent nature of early termination is also known as 'killing a project' because it "involves serious occupation and economic consequences" (Futrel, Shafer D & Shafer L, 2002, 1078). Killing a task can be a difficult decision since emotional issues originate pride within an club and a fear of being viewed as quitters blurs managerial decisions (Heerkens, 2002, p229).
Recognition
The most direct calculate that task Closeout phase is neglected is lack of resources, time and budget. Even though most of project-based organizations have a recite process formally planned, most of the times "given the pressure of work, task team member found themselves being assigned to new projects as soon as a current task is completed" (Newell, 2004). Moreover, the senior administration often considers the cost of task closeout unnecessary. Sowards (2005) implies this added cost as an exertion "in planning, holding and documenting productive post task reviews". He draws a parallel between reviews and investments because both require a start-up expenditure but they can also pay dividends in the future.
Human nature avoids accountability for serious defects. Therefore, members of task teams and especially the task boss who has the broad responsibility, will unsurprisingly avoid such a critique of their work if they can. As Kerzner (2001, p110) observe, "documenting successes is easy. Documenting mistakes is more troublesome because population do not want their names attached to mistakes for fear of retribution". Thomset (2002, p260) compares task reviews with the 'witch hunts' saying that they can be "one of the most political and cynical of all organizational practices where the victims (the task boss and the team) are blamed by senior management". While he identifies top administration as the main responsible party for a failure, Murray (2001) propose that the task boss "must accept ultimate responsibility, regardless of the factors involved". A fair-minded stance on these separate viewpoints would evoke that the purpose of the task recite is not to find a scapegoat but to learn from the mistakes. After all, "the only true task failures are those from which nothing is learned" (Kerzner, 2004, p303).
Analysis
When the task is finished, the closeout phase must be implemented as planned. "A general rule is that task closing should take no more than 2% of the total exertion required for the project" (Crawford, 2002, p163). The task administration literature has many separate sets of actions for the last phase of the task life cycle. Maylor (2005, p345) groups the vital activities into a six step procedure, which can differ depending on the size and the scope of the project:
1. Completion
First of all, the task boss must ensure the task is 100% complete. Young (2003, p256) noticed that in the closeout phase "it is quite coarse to find a number of excellent minor tasks from early key stages still unfinished. They are not vital and have not impeded progress, yet they must be completed". Furthermore, some projects need continuing aid and retain even after they are finished, such as It projects. While it is helpful when this inquire is part of the traditional statement of requirements, it is often part of the covenant closeout. Rosenau and Githens (2005, p300) propose that "the undertaker of a package deal should view continuing aid and retain as an chance and not merely as an obligation" since they can both learn from each other by exchanging ideas.
2. Documentation
Mooz et. Al (2003, p160) defines documentation as "any text or pictorial facts that recite task deliverables". The importance of documentation is emphasized by Pinkerton (2003, p329) who notes that "it is imperative that everything learned while the project, from notion through introductory operations, should be captured and become an asset". A detailed documentation will allow future changes to be made without fabulous exertion since all the aspects of the task are written down. Documentation is the key for well-organized convert of the task owner, i.e. For a new investor that takes over the task after it is finished. Lecky-Thompson (2005, p26) makes a incompatibility between the documentation requirements of the internal and the external clients since the external party normally needs the documents for audit purposes only. Despite the uninteresting nature of documenting historical data, the person responsible for this task must engage actively with his assignment.
3. Project Systems Closure
All task systems must close down at the closeout phase. This includes the financial systems, i.e. All payments must be completed to external suppliers or providers and all work orders must discontinue (Department of Veterans Affairs, 2004, p13). "In closing task files, the task boss should bring records up to date and make sure all traditional documents are in the task files and at one location" (Arora, 1995). Maylor (2005, 347) propose that "a formal observation of closure should be issued to acquaint other staff and retain systems that there are no further activities to be carried out or charges to be made". As a result, unnecessary charges can be avoided by unauthorized expenditure and clients will understand that they can not receive further services at no cost.
4. Project Reviews
The task recite comes normally comes after all the task systems are closed. It is a bridge that connects two projects that come one after another. task reviews exchange not only tangible knowledge such as numerical data of cost and time but also the tacit knowledge which is hard to document. 'Know-how' and more foremost 'know-why' are passed on to future projects in order to eliminate the need for task managers to 'invent the wheel' from scratch every time they start a new project. The reuse of existing tools and contact can be expanded to separate task teams of the same club in order to enhance task results (Bucero, 2005). Reviews have a holistic nature which investigate the impact of the task on the environment as a whole. Audits can also be helpful but they are focused on the internal of the organization. Planning the reviews should consist of the approved time and place for the workshops and most foremost the population that will be invited. Selecting the right population for the recite will enhance the value of the meeting and help the learning process while having an objective critique not only by the team members but also from a neutral external auditor. The outcome of this recite should be a final narrative which will be presented to the senior administration and the task sponsor. Whitten (2003) also notices that "often just making ready a recite presentation military a task team to think through and solve many of the problems publicly exposing the state of their work".
5. Disband the task team
Before reallocating the staff amongst other resources, closeout phase provides an perfect chance to correlate the effort, the commitment and the results of each team member individually. Extra-ordinary carrying out should be complemented in social and symbolic rewards could be granted for innovation and creativity (Gannon, 1994). This process can be vital for team satisfaction and can enhance commitment for future projects (Reed, 2001). Reviewing a task can be in the form of a reflective process, as descriptive in the next figure, where task managers "record and critically reflect upon their own work with the aim of improving their administration skills and performance" (Loo, 2002). It can also be applied in problematic task teams in order to identify the roots of possible conflicts and bring them into an open discussion.
Ignoring the established point of view of disbanding the task team as soon as possible to avoid unnecessary overheads, Meredith and Mandel (2003, p660) imply that it's best to wait as much as you can for two main reasons. First it helps to minimize the disappointment that might originate a team member's reassignment with unfavourable prospects. Second it keeps the interest and the professionalism of the team members high as it is coarse ground that while the closing stages, some slacking is likely to appear.
6. Stakeholder satisfaction
Pmi's PmboK (2004, p102) defines that "actions and activities are vital to confirm that the task has met all the sponsor, buyer and other stakeholders' requirements". Such actions can be a final presentation of the task recite which includes all the foremost facts that should be published to the stakeholders. This facts can consist of a timeline showing the improve of the task from the starting until the end, the milestones that were met or missed, the problems encountered and a brief financial presentation. A well ready presentation which is focused on the strong aspects of the projects can cover some flaws from the stakeholders and make a failure look like an unexpected success.
Next Steps
Even when the client accepts the delivery of the final stock or aid with a formal sign-off (Dvir, 2005), the closeout phase should not be seen as an exertion to get rid of a project. Instead, the key issue in this phase is "finding follow-up company improvement possible from the task deliverable" (Barkley & Saylor, 2001, p214). Thus, the task can produce vital buyer partnerships that will improve the company opportunities of the organization. Being the last phase, the task closeout plays a crucial role in sponsor satisfaction since it is a coarse ground that the last impression is the one that ultimately stays in people's mind.
Continuous revision is a notion that we often hear the last decade and recite workshops should be involved in it. The idea behind this system is that associates have to find new ways to retain their competitive advantage in order to be amongst the store leaders. To do so, they must have a well-structured approach to organizational learning which in project-based corporations is materialized in the task review. Garratt (1987 in Kempster, 2005) highlighted the importance of organizational learning saying that "it is not a luxury, it is how organizations scrutinize their future". Linking organizational learning with Kerzner's (2001, p111) five factors for continuous revision we can a define a structured approach for comprehension projects.
This approach can be implemented in the closeout phase, with systematic reviews for each of the above factors. Doing so, task closure could receive the attention it deserves and be a truly great formula for continuous revision within an organization. Finally, task closeout phase should be related with Pmi's Organizational task administration Maturity (Opm3) model where the lessons learned from one task are very vital to other projects of the same program in order to accomplish the top task administration maturity height.
References
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2. Arora M, 1995, task management: One step beyond, Civil Engineering, 65, 10, [Electronic], pp 66-68
3. Barkley & Saylor, 2001, Customer-Driven task Management, McGraw-Hill Professional, Usa, p214
4. Bucero A, 2005, task Know-How, Pm Network, May 2005 issue, [Electronic], pp 20-22
5. Crawford K, 2002, The Strategic task Office, Marcel Dekker, Usa, p163
6. Department of Veteran Affairs, 2004, task administration Guide, Office of facts and Technology - Usa Government, p13
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