<Project Name>
Project Closure Report
<Date>
Version <xx.x>
Prepared By:
<Name>
<Title>
<Unit>
Project Sponsor:
Project Authority:
Project Lead:
<Name, Title, Unit>
<Name, Title, Unit>
<Name, Title, Unit>
Project Closure Report
Project Name
The Project Closure Report is the final document produced for the project and is used by ITS management to assess the success of the project,
identify best practices for future projects, address all open issues, and formally close the project.
Remove blue instructions before distributing.
1 Project Closure Report Summary
1.1 Project Description
Description of project may be taken from either from project request or charter.
1.2 Project Closure Synopsis
This section provides a brief description of why the project is being closed and what it has accomplished
1.2.1 Reason for Project Closure
Indicate why the project is being closed. (Close Status: Completed – project deliverables completed or approval received not to
complete any remaining deliverables; On Hold – project put on hold to be re-initiated at some later date ; Cancelled – project
cancelled before all deliverables completed; Merged - project merged with another project). Provide a brief sentence of explanation if
the status is not complete
Completed
On Hold
Cancelled
Merged
Project Status
Explain if Status not
Completed
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1.2.2 Measures for Success
List the key success criteria for the project, the measurements used to determine success, and indicate to what degree they have
been met. Provide a brief sentence of explanation if criteria have not been met.
Success Criteria
Measurement
Not
met
Met
Exceeded
Comment
1.2.3 Project Accomplishments
List the project deliverables from the project charter / scope statement / change requests, check if they were completed, only partially
completed, or not completed. For any deliverable not fully completed, provide a sentence explaining why not (e.g. Change Request #
xx removed deliverable, Technically unable to complete because … , made redundant by another deliverable, etc.)
Deliverable
Source Partially
Not
Completed
Charter/Scope/CR
Completed Completed
Comment
2 Project Performance
This section provides an indication of how well the project met the key performance criteria outlined for the Project
2.1 Project Metrics
For each criteria, identify if the project met the project target, came in under the projected target, or was over the target. Briefly
explain why a criteria was over or under target.
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Performance Criteria
CR # Applied
Under
Target
On
Target
Over
Target
If not on target give reason for variance
Scope (Deliverables)
Schedule
Budget
Quality
Human Resources
2.2 Schedule
Compare the approved schedule against the actual completion dates.
Baseline
Revised by
Change
Request
Actual
Variance
Reason
Project Start Date
Project Finish Date
2.3 Budget
The final project budgeting, including any outstanding bills, should be noted under Variance Explanation. The breakdowns
should be the same as tracked in the status reports, aligning with specific funding restrictions and ITS accounting practice.
Item
Project
Budget
Actual
Variance
Variance Explanation
Total
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2.4 Change Requests
List any approved Change Requests that affected the Project Baseline and identify which project performance criteria was impacted
CR
#
Change Request Title
Scope
Schedule
IMPACT ON
Budget
Quality
Risk
3 Transition to Production
This section provides information relevant to ongoing operational considerations resulting from the project.
3.1 Asset Management
Identify any assets (hardware, applications, etc.) that have been established as a result of the project, the location of the asset, and
to whom it has been turned over for operational support.
Asset
Location
Turned over To
3.2 Operational Decisions
Identify any decisions or actions taken that have an effect on the operational environment. This may include decisions on version
levels of supported software, programming / upgrade standards or procedures, testing practices, even committees that have been
established, anything that changes the established operational environment.
Recommendation / Decision
Description
Owner
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4 Project Closure Tasks
4.1 Project Documentation
List all project documents and where the official versions are located, and the format used for each.
Report(s) and Document(s)
Official project documents (signed copies)
Project management documents and other
project documents
Media Used
Hardcopy
softcopy
Storage Location
4.2 Outstanding Issues
Identify outstanding issues, what specific actions have been agreed to resolve each issue, and who is accountable to ensure each
action is done. There may be multiple actions for each issue
Issue
How will this be Addressed?
Owner
4.3 Post-Project Tasks
Are there any Project tasks to be completed after project closure?
What actions are not yet completed? Who is responsible for them?
Which deliverables are not yet achieved? These may include outstanding financial tasks, documentation, communications, postimplementation review of product, etc.
Post Project Tasks
Action to Complete
Owner
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4.4 Recommendations / Decisions
Were there any recommendations or decisions made during the project that will affect subsequent projects or operations?
Explain them and the reasoning for them? Identify any relevant Decision Making Documents. Who the people responsible to
implement them?
Recommendation / Decision
Reasoning / supporting documents
Owner
4.5 Lessons Learned
Lessons Learned should be stated in terms of lessons and successful remediation actions taken that were critical to the success of
the project. They may be focused on any aspect of the project - initiation, planning, resourcing, project management, financial
management, execution, communications, or close out of the project. References may include project reports, plans, issue logs,
change management documents, and general literature or guidance used that comes from another source. Topics to consider
include
1. Technical aspects which had a significant impact on implementation at Memorial, development or transition to production.
2. Aspects that affected the transition / handover from development to production
3. Important management lessons learned which had a significant impact on the success of the project and / or cooperation
with other groups within ITS or Memorial
4. Which activities and processes worked well? Which could have been improved, and how?
5. Suggest possible preventive / proactive measures that could have avoided or mitigated problems later in the project
6. Did the communications plan work well? Could it have been made more effective, and how?
Specific questions include
General Project Issues and Communication
1. How clearly defined were the objectives for this project?
2. How clearly defined were the objectives for your work?
3. How clear were you on your role in the project?
4. How adequately involved did you feel in project decisions? If you did not feel involved, what decisions did you feel left out of?
5. How efficient and effective were project team meetings? What would you change?
6. How efficient and effective were other meetings? What would you change?
7. How well do you feel the executives support this project?
8. How adequate has cross-functional participation been? What were the problems encountered in the project-functional area
relationship, why, and how could they be fixed? What cross-functional participation, if any, was lacking?
9. Do you feel appreciated, recognized and rewarded for your efforts? What if anything has been lacking?
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10. To what degree is do you feel the entire team was committed to the project schedule? What if any issues are there?
12. To what degree have any "people issues" gotten in the way? What issues?
13. What communication, organization, structural problems in general was encountered, and how could we have done better in these
areas?
Schedule Estimation Issues
Which of the following estimation issues did you personally have and what was the impact?


I overestimated the amount of time I would have each week to work on this project.
My initial schedule did not include some pieces of technical design or other work that I subsequently realized I had to do.
My initial schedule did not take into account certain project "other" work such as attending other people's design reviews, doing two
rounds of my own design reviews, etc.
My estimates for particular tasks were not accurate.
Why was it difficult to estimate?
What would help produce better estimates next time?
What could have helped prevent the problem?
Knowing what you know now, how would you do the scheduling/estimating process differently next time to avoid any problems noted
above?
Design, Implementation, Test Processes
1. How effective was our architecture/system design process?
2. How effective were our functional specs?
3. How effective were our design (or implementation) specs?
4. How effective were our design reviews?
5. How effective were our hardware reviews?
6. How well were design and interface decisions documented?
8. How effective has interaction/cooperation between technical "sub-teams" been?
Closing
1. What were up to 5 main causes for schedule slips, and how could we avoid those causes in the future?
2. Was the project significantly delayed/hampered by outside dependencies (outside to the project, that is)? Which ones? How can
we resolve these issues?
3. What were the main bottlenecks on the process?
4. What were the main sources of frustration in the project?
5. If we had to do this project again, what is the one thing that you would change (related to process, not to technical solutions)?
6. For the next project, how could we improve on the way project was conducted?
#
01
Lesson
Actions to Promote Success
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02
03
04
05
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4.6 Signatures
Project Lead / Manager
_______________________________________
(Signature)
Name, Department
__________________
(Date)
Project Sponsor
_______________________________________
(Signature)
Name, Department
__________________
(Date)
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