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9 - PROJECT OR PHASE CLOSURE 9 PROJECT OR PHASE CLOSURE The outcomes of solution evaluation activities lead to a go/no-go decision, and if a go decision is reached, signoff of the solution is obtained. Signoff can be either formal or informal. Evaluating the long-term performance of the solution is part of assessing the business benefits realized by implementing the solution, which is described in Section 6.10 of Business Analysis for Practitioners: A Practice Guide, and occurs after the project or phase is closed. Project or phase closure is the process of finalizing all activities across all of the Project Management Process Groups to formally complete the project or phase. This work is the responsibility of the project or program manager and addressees the transition of the product, service, or result from the project life cycle. Closure may include: • Documenting lessons learned and providing knowledge transfer, • Supporting transition to operations, and • Enabling the organization to sustain long-term performance benefits over time. Organizational process asset updates are completed for the project, as they are considered to be an output of the process. Project or phase closure includes all planned activities necessary for administrative closure of the program, project, or iteration, including: • Activities necessary to satisfy completion or exit criteria for the program, project, or iteration, including the evaluation of the acceptance criteria performed during the solution evaluation domain; • Activities necessary to transfer the product, service, or result to the next program, project, or iteration or to production and/or operations; and • Activities necessary to collect project or iteration records, audit project success or failure, gather lessons learned, and archive related information for future use by the organization. If the program, project, or iteration was terminated prior to completion, the formal documentation indicates why the initiative was terminated and formalizes the procedures for transferring project artifacts to another project or program, or archiving those artifacts for possible reuse. 9 9.1 Project or Phase Closure Success Factors The success factors discussed in Sections 9.1.1 through 9.1.3 are considered vital to maximize the effectiveness of this process. ©2016 Project Management Institute. Requirements Management: A Practice Guide 53
9 - PROJECT OR PHASE CLOSURE 9.1.1 Documented Transition Plan The transition plan provides the transition team with the project files, closure documents, and historical information for the project as a part of the transition for project or phase closure. 9.1.2 Final Customer Acceptance Customer acceptance, internal or external, allows the project to transition into closure activities and allows the organization to transition to long-term performance benefits realization monitoring. 9.1.3 Defined Metrics to Measure Benefits Realization Metrics measuring the benefits realized by the product, service, or result provide valuable feedback to the stakeholders. This feedback loop may enable improvements to the solution and increase the maturity of the organization, thereby leading to increases in project success. 9.2 Project or Phase Closure Activities Closure comprises four primary activities, as described in Sections 9.2.1 through 9.2.4. 9.2.1 Document Most organizations find it important to document whether they are satisfied with the product, service, or result at the end of a program, project, or iteration. The documentation may be updated once long-term performance benefits have been realized, but this is the responsibility of business analysis and considered to be a post-project activity as discussed in Section 6 of Business Analysis for Practitioners: A Practice Guide. 9.2.2 Reuse Reuse involves leveraging existing knowledge across projects and programs with similar needs. Requirements reuse should be planned for during business analysis planning and performed throughout the various phases of the project. When reuse is planned and executed effectively during the project or program, it takes advantage of work done previously, which may result in improved productivity, lower costs, increased service delivery, and reduced rework. 9.2.3 Lessons Learned and Providing for Knowledge Transfer Collecting and documenting lessons learned is a critical means of transferring knowledge to other programs, projects, or iterations. Lessons learned are generally planned during planning domains and collected at the end of 54 ©2016 Project Management Institute. Requirements Management: A Practice Guide
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REQUIREMENTS MANAGEMENT A PRACTICE
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Library of Congress Cataloging-in-P
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TABLE OF CONTENTS 3.3.4 Create Bene
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TABLE OF CONTENTS 6.3 Requirements
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PREFACE Requirements Management: A
Page 12 and 13: 1 - INTRODUCTION 1 1 INTRODUCTION 1
Page 14: 1 - INTRODUCTION need to understand
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Page 24 and 25: 3 - NEEDS ASSESSMENT 3 NEEDS ASSESS
Page 26 and 27: 3 - NEEDS ASSESSMENT 3.3.2 Develop
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Page 31 and 32: 4 - REQUIREMENTS MANAGEMENT PLANNIN
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Page 36 and 37: 5 - REQUIREMENTS ELICITATION 5 REQU
Page 38 and 39: 5 - REQUIREMENTS ELICITATION • Re
Page 40 and 41: 5 - REQUIREMENTS ELICITATION These
Page 42: 5 - REQUIREMENTS ELICITATION 5.3.9
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Page 49 and 50: 6 - REQUIREMENTS ANALYSIS 6.3.1.1 M
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Page 54 and 55: 7 - REQUIREMENTS MONITORING AND CON
Page 60 and 61: 8 - SOLUTION EVALUATION 8 SOLUTION
Page 62: 8 - SOLUTION EVALUATION requirement
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Page 69 and 70: APPENDIX X1 - CONTRIBUTORS AND REVI
Page 71 and 72: APPENDIX X2 - SUGGESTED ADDITIONAL
Page 73 and 74: APPENDIX X3 - REQUIREMENTS MANAGEME
Page 76 and 77: GLOSSARY GLOSSARY Acceptance Criter
Page 78 and 79: GLOSSARY Configuration Management.
Page 80 and 81: GLOSSARY increases. Iterations deve
Page 82 and 83: GLOSSARY Product Backlog. See backl
Page 84 and 85: GLOSSARY Root Cause Analysis. An an
Page 86: GLOSSARY User Story. A one or two s
Page 89 and 90: INDEX Communications management, 9
Page 91 and 92: INDEX PMBOK Guide, 1-2 definitions
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