MANAGING PROJECTS IN HUMAN RESOURCES, TRAINING AND DEVELOPMENT PHẦN 9 pps

were made can be reviewed, and it is also usual to keep all versions of the

project plan with the notes that relate to changes made.

The financial aspects of a project need special attention in the closing stages.

The manager of the project usually has responsibility for the budget, and

needs to ensure that all expenditure is accounted for in the final statement of

expenditure. This stage is particularly important if the client has authorized

any expenditure that was not part of the original estimate. Clients are not

always prepared for the extent to which additional small items of expenditure

can add up to substantial sums in the final analysis. There should be a clear

record of purchases made, shown through orders, delivery notes and pay￾ments made against invoices. Any discrepancies should be explained and

evidence provided wherever possible. In some cases it might be necessary to

hold a formal financial audit. The financial accounting must be completed

and some arrangements made for any outstanding unpaid invoices and any

remaining assets or materials.

CLOSURE CHECKLISTS

In a complex project it can be helpful to think of the closure activities as a

small project in themselves, and to plan for them as a distinct set of tasks. You

will probably want to make a detailed list of what needs to be done.

PAUSE FOR THOUGHT

Make notes of the key headings that you think should feature on a

project closure checklist.

You might have listed key deliverables and associated tasks to ensure

that the purpose of the project had been achieved. Another main

heading might include all the ‘housekeeping’ elements of completing

staff-related matters, financial records and any outstanding materials

and equipment used. You might have suggested a reminder to stop

all activities, supplies and processes related to the project activities.

You might also have considered having headings that would deter￾mine who should carry out each task and identify the date by which

each task should be completed.

168 Managing projects in human resources

As in all other aspects of managing a project, management of closure can be

planned and the tasks can be delegated. One benefit of preparing a detailed

list is that columns can assign responsibilities for each task with dates to

indicate when actions can be started and when they should be completed.

There may be scheduling issues even at this stage to ensure that tasks are

sequenced and prioritized if necessary.

A closure list is likely to include the following tasks, but each project will

have different features to consider:

࿖ handover completed for all deliverables;

࿖ client or sponsor has signed off all deliverables;

࿖ final project reports are complete;

࿖ all financial processes and reports complete and budget closed;

࿖ project review is complete and comments recorded;

࿖ staff performance evaluations and reports completed;

࿖ staff employment on project is terminated;

࿖ all supply contracts and processes are terminated;

࿖ all project site operations are closed down and accommodation used for

the project is handed back;

࿖ equipment and materials are disposed of in an appropriate way;

࿖ the project completion is announced (internal, external and public rela￾tions contacts);

࿖ the project records are completed and stored appropriately.

If the manager of a project moves on to another assignment before all these

tasks are complete, a list of this type can be used as the agenda for a disc￾ussion about how to hand over responsibilities for effective completion of the

project.

DISMANTLING THE TEAM

The end of a project can be quite an emotional experience for team members

who have worked together for some time, particularly if close bonds have

Completing the project 169