Project Management

Why Project Closeouts Matter (Part 2)

Sainath Nagarajan, PMP, SCPM

In the first part of this article, we looked at how project closeouts could be initiated in an organization. We saw how user feedback can be gathered in a rather simple process, without ruffling feathers or stepping on toes. In this installment, let's look at what you could do after your Inbox is choc-a-block with feedback e-mails.



The goal of this phase is to review all the feedback and filter out the root causes from the observed symptoms. Also, the goal is to completely "depersonalize" the feedback, and remove all references to specific individual names and hone in on roles and responsibilities.


The expected outcome of this process will be a master list of all inputs, bringing in some standardized tone and tenor to all the feedback. The biggest challenge will be in keeping this an explorative and positive fact-finding exercise--and making sure participants relate to those objectives.


Separate the issues from the ownership. To set the foundation of the Discovery phase, separate discovery of the root causes from the ownership of the root cause. It's really about the ability to frame the real problem in an explorative manner, without diving into "who owns the issue." Bringing in the ownership dimension will bring in a degree of sensitivity that deflects the effectiveness of the improvement process.


Articulate the real root causes. The core …

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"Words are, of course, the most powerful drug used by mankind."

- Rudyard Kipling