But what is the aim of the project closure? Doesn’t the project end after finishing the work and handing out the outcome? Of course no. During the last phase of the project life cycle, meaning the project closure, everything should be detailed in order to measure if the project went as planned and if the outcome is done as required by the customer.
Once the project is closing, all deliverables of the project must have been completed and delivered to the customer. You should also take formal acceptance of the customer for the completed work.
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If the operation being closed or downsized is large or historically important to the company, the CEO should make at least one visit. Other executives—the division manager or the head of the business unit—should be visible from beginning to end. Employees’ accomplishments and contributions should be recognized.
If the operation being closed or downsized is large or historically important to the company, the CEO should make at least one visit. Other executives—the division manager or the head of the business unit—should be visible from beginning to end.
If they find out secondhand that you’re closing an operation, they may unilaterally decide how they’re going to cope. Like customers, important suppliers should be treated as partners and be told in advance where you’re heading and why. Then hammer out a joint plan with them.
Considerable judgment is involved. If a customer repeatedly asks you to postpone a closing, you will ultimately have to decide when you’ve gone far enough. Often there’s a fine line between doing the right thing and being abused. At the same time, resist those who would have you go so fast that the wheels fall off.
Honor company commitments. The company’s severance policies regarding health care, retirement, insurance, and outstanding bonuses should be explained when a person is hired and should be included in the employee handbook. The company should feel obligated to adhere to those policies.
The leadership did not play an active role in implementation. Neither employees nor customers were given adequate information. As a result, their attitudes were off-the-charts negative. Unfortunately, the slow market forced us to trim our workforce even more in 2008 and to close a factory in Memphis, Tennessee.
Many managers have never had to shrink their operations or workforces drastically, and as a result they are making a common mistake. They assume that they have to be the tough guys who make the decisions and that afterward they can delegate the implementation to others with one marching order: “Go fast!”.
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Once the project is closing, all deliverables of the project must have been completed and delivered to the customer. You should also take formal acceptance of the customer for the completed work.
The final performance of the project is calculated and recorded. These include cost performance, schedule performance, quality performance etc. For instance, whether the project has been completed under budget or if it could not be completed, how much did the project exceeded the planned budget?
Formal acceptance of the project and project deliverables are taken from the customer. Usually, the customer presents a written document, it can be an email or a signed off document, which states that the project has been completed and they accept the outputs of the project.