PRINCE2 Authorize project closure
The controlled close of a project is as important as the controlled start. There must be a point when the objectives and the original and current versions of the PID and project plan are assessed to understand:
- Whether the objectives have been achieved
- How the project has deviated from its initial basis
- That the project has nothing more to contribute
Without this approach, either the project may never end, or it could merge to become ‘business as usual’ and the original focus on benefits will be lost.
Authorizing closure of the project is the last activity undertaken by the project board, prior to its own disbandment, and may require endorsement from corporate, programme management or the customer.
The project board may appoint project assurance to undertake some of the reviewing and assessing actions for example inspecting the end project report to confirm it is accurate.
PRINCE2 recommends the following actions:
- Review the original and current versions of the bid to understand the project’s initial baseline, and current approaches and controls
- Review and approve the end project report to:
- Understand the projects actual performance against its initial basis, including a summary of any deviations from the approved plans
- Assess the choice of project approach
Confirm who should receive which follow on action recommendation as summarized in the end project report. It may be necessary to review the detailed recommendation for some of the follow-on actions.
Ensure that the appropriate groups, for example operations or maintenance, have been made aware of their responsibility for taking any recommended actions forward
Review the lessons log and agreed lessons to include in the report.
Ensure the appropriate groups such as corporate, programme management, customer or a center of excellence have been made aware of their responsibility for taking any recommendations forward
Verify that the handover of the projects products was in accordance with the change control approach and that user acceptance and operational and maintenance acceptance, exists for each product.
Ensure that, where appropriate, the resulting changes in the business are properly supported and sustainable.
Ensure the post project benefit reviews defined in the updated benefits management approach, cover the performance of the projects products in operational use to identify whether there been any side effects – either beneficial or adverse.
Review and gain approval for the updated benefits management approach, ensuring that it addresses the expected benefits that cannot yet be confirmed.
As the benefits management approach includes resources beyond the life of the project, responsibility for the approach needs to transfer to corporates, programme management or customer.
Confirm the updated business case by comparing actual and forecast benefits, costs and risks and hence the outline business case that was used to justify the project. It may not be possible to confirm all the benefits as some will not be realized until after the project is closed.
Review and issue a project closure notification in accordance with the communication management approach.
The project board advises those who are provided to support infrastructure and resources for the project that these can be withdrawn. This should indicate that closing dates for costs being charged to the project.
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