Mazen AlRefaaiSr Engineer| Saudi Bin Ladin GroupMecca, Saudi Arabia
The project close in the construction projects was only the documents archive
or only customer acceptance of the final result of the project
is this only the proposed goals? Saving Changes...
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Markus KopkoAI Enabler for Project & Program Mgmt | Founder PMotion.ai / The PM
AI Coach| PMotion.aiHamburg, Hamburg, Germany
PMBoK Guide pg. 103
4.6.3 Close Project or Phase: Outputs
4.6.3.1 Final Product, Service, or Result Transition
This output refers to the transition of the final product, service, or result that the project was authorized to produce (or in the case of phase closure, the intermediate product, service, or result of that phase).
4.6.3.2 Organizational Process Assets Updates
The organizational process assets that are updated as a result of the Close Project or Phase process include, but are not limited to:
• Project files—Documentation resulting from the project’s activities, for example, project management plan; scope, cost, schedule, and project calendars; risk registers and other registers; change management
documentation; planned risk response actions; and risk impact.
• Project or phase closure documents—Project or phase closure documents, consisting of formal documentation that indicates completion of the project or phase and the transfer of the completed project or phase deliverables to others, such as an operations group or to the next phase. During project closure, the project manager reviews prior phase documentation, customer acceptance documentation from the Validate Scope process (Section 5.4), and the contract (if applicable), to ensure that all project requirements are completed prior to finalizing the closure of the project. If the project was terminated prior to completion, the formal documentation indicates why the project was terminated and formalizes
the procedures for the transfer of the finished and unfinished deliverables of the cancelled project to others.
• Historical information—Historical information and lessons learned information are transferred to the lessons learned knowledge base for use by future projects or phases. This can include information on issues and risks as well as techniques that worked well that can be applied to future projects.
You could apply this to any kind of project.
Hope it helps a bit.
Regards,
Markus
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1 reply by Mazen AlRefaai
Jan 26, 2016 3:12 AM
Mazen AlRefaai
...
Thanks Mr Markus
I agree with you, this is applicable for any kind of projects,
But in some cases it is missed to organized and arranged in earlly time, according to conflict for the priority
Saving Changes...
Mazen AlRefaaiSr Engineer| Saudi Bin Ladin GroupMecca, Saudi Arabia
Jan 26, 2016 2:56 AM
Replying to Markus Kopko
...
PMBoK Guide pg. 103
4.6.3 Close Project or Phase: Outputs
4.6.3.1 Final Product, Service, or Result Transition
This output refers to the transition of the final product, service, or result that the project was authorized to produce (or in the case of phase closure, the intermediate product, service, or result of that phase).
4.6.3.2 Organizational Process Assets Updates
The organizational process assets that are updated as a result of the Close Project or Phase process include, but are not limited to:
• Project files—Documentation resulting from the project’s activities, for example, project management plan; scope, cost, schedule, and project calendars; risk registers and other registers; change management
documentation; planned risk response actions; and risk impact.
• Project or phase closure documents—Project or phase closure documents, consisting of formal documentation that indicates completion of the project or phase and the transfer of the completed project or phase deliverables to others, such as an operations group or to the next phase. During project closure, the project manager reviews prior phase documentation, customer acceptance documentation from the Validate Scope process (Section 5.4), and the contract (if applicable), to ensure that all project requirements are completed prior to finalizing the closure of the project. If the project was terminated prior to completion, the formal documentation indicates why the project was terminated and formalizes
the procedures for the transfer of the finished and unfinished deliverables of the cancelled project to others.
• Historical information—Historical information and lessons learned information are transferred to the lessons learned knowledge base for use by future projects or phases. This can include information on issues and risks as well as techniques that worked well that can be applied to future projects.
You could apply this to any kind of project.
Hope it helps a bit.
Regards,
Markus
Thanks Mr Markus
I agree with you, this is applicable for any kind of projects,
But in some cases it is missed to organized and arranged in earlly time, according to conflict for the priority
...
1 reply by Markus Kopko
Jan 26, 2016 4:34 AM
Markus Kopko
...
Hello Mazen,
i do agree and also know this problem. Some project managers - mostly new and unexperienced ones - do not consider this task/processes in the early project stage and than face lot of problems in the end phase.
We have conducted a detailed checklist with all the requirements and tasks needed for our company's project to hand over project results to operational and we recommend all our project managers to work with this checklist right from the beginning of their project i.e. for requirement purposes and so on.
If they do so, the project managers face much less problems in the end phase of their projects.
Acceptance of the final result in done in Scope Validation during Monitoring and Control, it is not a function of closing process group. Saving Changes...
Markus KopkoAI Enabler for Project & Program Mgmt | Founder PMotion.ai / The PM
AI Coach| PMotion.aiHamburg, Hamburg, Germany
Jan 26, 2016 3:12 AM
Replying to Mazen AlRefaai
...
Thanks Mr Markus
I agree with you, this is applicable for any kind of projects,
But in some cases it is missed to organized and arranged in earlly time, according to conflict for the priority
Hello Mazen,
i do agree and also know this problem. Some project managers - mostly new and unexperienced ones - do not consider this task/processes in the early project stage and than face lot of problems in the end phase.
We have conducted a detailed checklist with all the requirements and tasks needed for our company's project to hand over project results to operational and we recommend all our project managers to work with this checklist right from the beginning of their project i.e. for requirement purposes and so on.
If they do so, the project managers face much less problems in the end phase of their projects.
Regards,
Markus Saving Changes...
Anonymous
Mazen
I am curious - why do you think the Close process might not be applicable to construction?
Every project must have a stage on its life cycle to close the project properly, which include many activities and deliverables.
In addition, every project's phase must also be closed properly following the completion of the work.
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1 reply by Mazen AlRefaai
Jan 26, 2016 7:50 AM
Mazen AlRefaai
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DEAR MR MOUNIR
YOU ARE RIGHT, AND I ALSO HAVE GET YOUR POINT, BUT IN SOME PROJECTS THEIR IS LESS CONSIDER AND CARE FOR THE PROJECT CLOSE PROCESS
MY QUESTION TO COLLECT THE IDEAS AND ACTUAL EXPERINCE
IN MY LAST PROJECT NOT ALL STAKEHOLDERS CARE TO THIS ISSUE AS SHOULD
Saving Changes...
Mazen AlRefaaiSr Engineer| Saudi Bin Ladin GroupMecca, Saudi Arabia
DEAR MR MOUNIR
YOU ARE RIGHT, AND I ALSO HAVE GET YOUR POINT, BUT IN SOME PROJECTS THEIR IS LESS CONSIDER AND CARE FOR THE PROJECT CLOSE PROCESS
MY QUESTION TO COLLECT THE IDEAS AND ACTUAL EXPERINCE
IN MY LAST PROJECT NOT ALL STAKEHOLDERS CARE TO THIS ISSUE AS SHOULD Saving Changes...
Anonymous
Jan 26, 2016 7:50 AM
Replying to Mazen AlRefaai
...
DEAR MR MOUNIR
YOU ARE RIGHT, AND I ALSO HAVE GET YOUR POINT, BUT IN SOME PROJECTS THEIR IS LESS CONSIDER AND CARE FOR THE PROJECT CLOSE PROCESS
MY QUESTION TO COLLECT THE IDEAS AND ACTUAL EXPERINCE
IN MY LAST PROJECT NOT ALL STAKEHOLDERS CARE TO THIS ISSUE AS SHOULD
That is a different story all together. In many organizations we do execute rather manage projects. No proper or enough planning; no proper risk assessment; no gate reviews; no lessons learned; and yes no proper closure.
However, good practice and real life may conflict. the challenge is for us to promote what we believe adds value and educate. Once we know the value of project and phase closure we can start educating others.
It is tough and long journey Saving Changes...
PANKAJ KUMAR JOSHIGeneral Manager| Transrail Lighting LimitedNainital, Uttrakhand, India
In construction project before closure of project we have to validate all scope and they will provide the list of pending requirements (punch lists). We comply the requirements and submit all the documents to customer as per their contractual requirements and ask for final handover. We need to collect the final payment and submit a bank guarantee in some cases for performance. Normally the team mobilize after that but we keep 1-2 engineer for services. It is really very difficult and lengthy procedure to handover any construction project. They ask many small requirements which are sometime not listed in specification.
Internally the project closure depends upon the way organisation works eg. updating archives, collecting final payments, collecting BG, formal closure with customer, vendors and banks.. Saving Changes...