THE PROJECT CLOSING PROCESS: A REVIEW OF MOVING A PROJECT FROM THE PROJECT MANAGEMENT STRUCTURE TO AN OPERATIONAL STATE ù TRANSFERRING PROJECT CONTROL TO THE CLIENT
This research reviews the project closing process wherein the project manager moves the project from the project management structure to an operational state. The outcome of this action is the transfer of control of the project from the project manager to the client (Meredith and Mantel 612).
Closing a project requires a project manager to develop the necessary criteria that allows a determination of when the project is complete. The project manager also must evaluate project performance and determine how the lessons learned from the project will affect future performance (Kerzner 79-80).
This research reviews the activities included in the project closing process. Where relevant, a project conducted by CSR, Limited serves to illustrate points made in the review. The review also includes considerations of "what if" outcome potentials related to alternative courses of action in the project closing process wherein the control of the project transfers from the project manager to the client.
CSR, Limited, a global firm with world headquarters in Australia, conducts major operations in Asia, the Pacific area, and North America. The diversified firm functions in several industries; the principal industries being (1) construction materials, (2) building materials, (3) timber products, (4) sugar production and refining, and (5) aluminum mining and smelting. The firm's major project activities involve the manufacture and delivery of construction materials to major construction projects in Asia, the Pacific area, and North America (CSR, Limited 3-5).
Closing a project involves two important core processes. These core processes are (1) administrative closure and (2) contract closing (Gray and Larson 411-429). Administrative closing is a part of the project manag...