ts progress. During the course of the project, regular communication will be maintained with key personnel, including the project sponsors and executives. They will receive copies of all of the project deliverables, including the needs assessment report and the COTS software recommendation. In addition, they will receive a weekly project report that will apprise them of the projectÆs current progress, as well as any issues that come up needing to be addressed. The project manager will schedule face-to-face meetings with the project sponsors and executives as a group throughout the course of the project at their requested frequency for brief oral updates and to discuss any issues that arise. Prior to project closure, they will be given a presentation and demo of the new system in advance of the general employee base.
A formal project closure process is planned for this project, to provide a sense of completion for the project team, to introduce the new system to everyone else, and to formally release project resources for new projects (Barager). Project closure will formally close the project and tie up loose ends that have developed during its course, such as nice-to-have but nonessential system enhancements requested along the way; by leaving these on hold until project completion, it is ensured that they will not grow the project beyond its defined timeline or budget (Fithen, 24). Since the closure of a project leaves everyone with an impression of how the project went, the project closure process will be carefully planned to maximize the benefits of project efforts.
The projectÆs documents will be finalized, with final time sheets, expense reports, and team sta
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