Comprehensive Guide to Project Termination and Closure

The project closure phase is crucial to ensure that all objectives have been achieved within time and budget constraints. According to section 4.6 of the PMBOK® Guide, this phase begins with verifying that all exit criteria for project deliverables are satisfied. These include meeting project goals, fulfilling functional requirements, and adhering to timelines and budgets. Subsequently, deliverables must be handed over to support and customer functions. It is also essential to document all lessons learned through reports and logs to facilitate continuous improvement in future projects. Finally, formal closure of contracts is necessary, followed by handing over the project to the executive sponsor for final approval.

PROJECT AUDIT, TERMINATION AND GOVERNANCE
REPORTS
NAME OF PROJECT
PPMP20010 - Assignment 2
Part A
Project Audit and Termination Report
ENTER YOUR NAME WITH STUDENT ID PAGE 1

PROJECT AUDIT, TERMINATION AND GOVERNANCE
REPORTS
NAME OF PROJECT
1 PROJECT INFORMATION
Project name: Building Offices on a Vacant Plot to House Lenses
R’Us Employees and Operations
Date: January 2018
Project ownership: Special Projects Division
Prepared by: [ ]
Distribution list: The General Manager
Lenses R’Us
ENTER YOUR NAME WITH STUDENT ID PAGE 2

PROJECT AUDIT, TERMINATION AND GOVERNANCE
REPORTS
NAME OF PROJECT
2 AUDITABLE CATEGORIES
Auditable
Category
WBS ID and Item Description Applicable metrics
1. Performance /
Progress
1 Obtain the relevant drawings and
designs for the building
Developed on schedule / Time
Within budget constraints
2 Project being executed as per the
project schedule
Within budgetary constraints
Within time constraints
3 Project execution is within the scope Number of scope change
requests
Number of approved/ rejected
scope requests
4 Resource utilisation in project
execution
Number of people having to be
added / removed in relation to
project execution
Additional financial/ time
resources requested to execute
project
Actual resource utilisation
versus projected/ budgeted
resource utilisation
2. Compliance 1 Obtain the requisite permits and
approvals from local authorities
Done within time
Done within budgetary
constraints
2 Project being executed according to
applicable safety and health standards
for workers at the workplace
Work place health and safety
document
Number of reported incidences
related to workplace health and
safety
3 Adherence to applicable building codes
and standards
Flags raised for non compliance
Number of requests for scope
changes
3. Quality 1 Quality management plan has been
developed
Quality plan and version
Changes/ updates to the project
quality plan
2 Materials used are of the highest/
desired quality standards
Materials such as concrete mixes
tested for quality (stress and
strength tests) and passed test
based on building and
construction standards
Stated period of time allowed for
materials setting/ curing
3 Project being executed within scope
and quality objectives
Number of requested scope
changes
Approved scope changes
4 Scope management Number of reworks done during
construction
ENTER YOUR NAME WITH STUDENT ID PAGE 3

PROJECT AUDIT, TERMINATION AND GOVERNANCE
REPORTS
NAME OF PROJECT
4. Change / Exit 1 Scope management plan document
developed
Number of changes to he current
scope document version
Change requests in the scope
document
2 Project being executed according to the
project schedule and scope
Current progress versus project
schedule
Additional tasks added /
removed as the project is being
executed
5. Risk 1 Risk management document developed Version of risk management
plan
Roles and responsibility
allocated for risk management
2 Risk management plan Number of identified risks
Risk profile developed
3 Risk treatment and evaluation Risk treatments identified to
mitigate/ manage risks
Risk treatments applied to risks
4 Continuous monitoring of risks Effects of risks treatments
evaluated
New risk profile (likelihood and
severity) developed after risk
treatment
Continuous monitoring and
updating of risks and the risk
document
6. Best Practices /
Lessons to be
Learned
1 Project report and documentation Number and types of project
documents created and used
Number of updates to project
documents/ versions
2 Project execution reviews during
milestones
Number of project reviews done
during project execution
Project review document
3 Communications and stakeholder
management and project execution
inspections
Number of times
communications made with
stakeholders
Feedbacks obtained from project
construction inspections
ENTER YOUR NAME WITH STUDENT ID PAGE 4

PROJECT AUDIT, TERMINATION AND GOVERNANCE
REPORTS
NAME OF PROJECT
3 AUDIT PLAN
Audit Category Item When will it
be conducted?
Who will
conduct?
Purpose (discovery or
decision-making)?
Performance / Progress 1 Before seeking
approvals
Architect and
civil
engineer/
Construction
quality
management
team
To determine whether the
plans for the construction
comply with legal
requirements and standards
Ensure plan consistent
with intended use and
within budget
2 and 3 Every fortnight Project
manager
Ensure the project is
running within schedule
and constraints or time and
budget
4 Every fortnight Project
manager and
project
accountant
Ensure the resources are
being used efficiently and
determine current resource
utilisation state
Compliance 1 Weekly Project
manager
Ensure permits provide to
have the go ahead to
initiate project
2 Weekly Project
manager
Ensure compliance with
work place health and
safety standards
Ensure no injuries or
adverse effects to
employees due to working
on the project
3 Fortnightly Project
manager
Ensure the building meets
applicable quality and
safety standards
Quality 1 Every two
weeks
Project
manager
Ensure quality plan being
implemented
2 Every week Project
manager
Ensure the materials used
give value for money and
are of the right specified
quality
3 and 4 Every week Project
manager,
project team
Ensure project being
executed within scope and
effectively manage scope
changes
Change / Exit 1 Every two
weeks
Project
manager
Monitor and approve
changes to project scope
2 Every two
weeks
Project
manager
To tightly manage and
control project scope
ENTER YOUR NAME WITH STUDENT ID PAGE 5

PROJECT AUDIT, TERMINATION AND GOVERNANCE
REPORTS
NAME OF PROJECT
Risk 1 Every four
weeks
Project
manager/ risk
management
team
Verify accuracy of the risk
management document/
approve changes and
editing to the risk
management document
2 and 3 Every week Project
manager/ risk
management
team
Identify and monitor risks
and treatments given to
risks, as well as their
effects
4 Every week Project
manager/ risk
management
team
Continuous monitoring of
project risks
Best Practices / Lessons to
be Learned
1 At completion
of the project
Project
manager
Develop overall project
report and document issues
and incidences for future
reference
2 At the end of
every project
stage
Project
manager
Document incidences and
issue and review project
progress and work done so
far
3 Every week Project
manager
Ensure the support of
executive project sponsor
and keep stakeholders
informed and involved in
the project
4 PROJECT TERMINATION / CLOSURE
Controllable
Category
Item &
Explanation
PMBOK Knowledge Area
Input
Tool &
Technique Output
1. Deliverable 1.1 Project
objectives
Final deliverable
analysis
Verified deliverables
The final project that is delivered meets the initial project objectives, including
that the finished work follows the approved architectural plan
1.2 Scope
verification
Inspection Accepted project
deliverable
Requested changes
and approved changes
ENTER YOUR NAME WITH STUDENT ID PAGE 6
Project Termination / Closure.
The PMBOK section 4.6 identifies the inputs, tools and techniques and outputs that
apply when closing the project. Provide a short explanation of how your project will
close.
Delete this guidance box when you have finished with the contents.

PROJECT AUDIT, TERMINATION AND GOVERNANCE
REPORTS
NAME OF PROJECT
At the end of the project, the scope must be verified to be consistent with the
scope plan document for the project and to verify scope changes and their
approvals
1.3 WBS Dictionary Inspection Accepted project
deliverables
Recommended
corrective actions
The work breakdown structure is inspected to ensure that all the work tasks as
detailed in the WBS were executed according to plan and meet the project
objectives, otherwise, recommendations can be made for changes
2. Configuration 2.1 Project baselines Product
breakdown
structure
Baseline adhered to
The baselines for the deliverable product is evaluated and specific procedures
defined for application during its life cycle
2.2
Write the explanation of the event driven control in this cell and delete this text
afterwards. You may use as many words as you require but brevity and
succinctness is preferable.
2.3 Configuration
control
Inspections and
quality audits
Change requests made
and change control
This entails evaluating all requests for change made during the execution of the
project, as well as proposals for changes and whether they were approved and
disproved. This process entails evaluating control to the building design,
materials used, changes proposed, and any documentation relevant to it
3. Status Accounts 3.1 Project mission
statement and
objectives
Inspection
Evaluation of
project reports
CAD files for
building design
tests for
materials
Product baselines
Approval status of
documents
Accepted changes
The project deliverables and design specifications must be audited to ensure
there are no variances with the delivered product, and if there are variances,
then these were approved in change requests
3.2 Discrepancies in
project
Audits Status reports
The configuration phase requires that all discrepancies identified between the
original parameters such as design or materials be evaluated and the reasons for
such discrepancies verified
3.3 Contractual
agreements
evaluation
Audits
Tracing all
changes form
project start to
finish
Contractual
Performance
Measurement
The contractual agreement must be audited before the project is accepted to
ensure all contractual and legal agreements are fulfilled, and in cases where this
is not done, reasons given
4. Logs 4.1 Change control
logs
Scope change
document
Authorised changes
Change control is an important aspect of any successful project; the change
control logs determine the level of changes to scope
4.2 Communications Communications
plan
Effective stakeholder
communication
The success of projects hinges very closely on how effective the
communications plan with stakeholders was managed
4.3 Stakeholder
management log
Stakeholder
communication
Work performance
information
Stakeholder management must be effective for project success
ENTER YOUR NAME WITH STUDENT ID PAGE 7

PROJECT AUDIT, TERMINATION AND GOVERNANCE
REPORTS
NAME OF PROJECT
5. Issues 5.1 Risks Risk
management
plan
Risk profiles
Projects have inherent risks, at the end of the project, the risk management
document is evaluated to see the inherent risks, experienced risks, risk
treatments, and the outcomes of the risk treatments
5.2
Write the explanation of the event driven control in this cell and delete this text
afterwards. You may use as many words as you require but brevity and
succinctness is preferable.
Write the explanation of the event driven control in this cell and delete this text
afterwards. You may use as many words as you require but brevity and
succinctness is preferable.
6. Procurements 6.1 Procurement
plan
Procurement
status document
review
Approved
procurement
Quality materials
procured
Procurement has a direct effect on project execution and budget and requires a
detailed plan to evaluate if the procured items meet quality standards and the
process used satisfies project objectives
6.2 Procurement
documents
Procurement
audits
Records
management
system
Contract
negotiations
OPAs updates
Closed procurements
A project must have a plan for managing procurement, consisting of the
planning, execution, monitoring, and control, and closing processes.
Procurement closing and has documents that defines the financial and project
information, useful for determining if guidelines set in the procurement plan
have been adhered to and met
6.3 Product/ service
quality
Quality
inspections
Quality tests
Acceptance criteria
For a construction project such as this, the quality of materials are essential in
ensuing overall product quality that meets laid down standards
ENTER YOUR NAME WITH STUDENT ID PAGE 8

PROJECT AUDIT, TERMINATION AND GOVERNANCE
REPORTS
NAME OF PROJECT
5 TERMINATION / CLOSURE PLAN
ENTER YOUR NAME WITH STUDENT ID PAGE 9
This phase starts with ensuring that all the exit criteria for the project
deliverables have been met, such as the project objectives are met, the
finished product meets functional requirements, and is within time and
budget. The next phase entails transferring the deliverables/ final product
to the support and customer functions and all lessons learned are
documented, including using the controllable features report an logs.
When this is done, the contracts are closed formally and the project
handed over to the executive sponsor, as illustrated below;

PROJECT AUDIT, TERMINATION AND GOVERNANCE
REPORTS
NAME OF PROJECT
Part B
Project Governance Report
6 PROJECT INFORMATION
Project name: Building Offices on a Vacant Plot to House Lenses
R’Us Employees and Operations
Date: January 2018
Project ownership: Special Projects Division
Prepared by: [ ]
Distribution list: The General Manager
Lenses R’Us
ENTER YOUR NAME WITH STUDENT ID PAGE 10

PROJECT AUDIT, TERMINATION AND GOVERNANCE
REPORTS
NAME OF PROJECT
The governance for this project follows the PMBOK guidelines to provide the management
framework for managing decisions within the project. This project has an executive sponsor, who
in this case is the general manager and is the initiator of the project. The project sponsor was
responsible for providing guidelines on what was required and for supporting the project to its
logical conclusion. The project also has a business sponsor to ensure the business goals are
aligned with project goals and objectives. A steering and advisory committee make up the project
board to provide advisory services. A project manager is responsible for executing the project to
meet the project objectives. The project governance framework is established by the executive
sponsor and works with the board and project manager to define roles and responsibilities, while
the project manager defines the stakeholder engagement framework. The governance entails
planning and defining metrics, such as for risk management, executing the governance,
monitoring and controlling, and closing assurance (Alie, 2015).
7 OVERALL PROJECT RESPONSIBILITY
The project board has overall responsibility for the project. The project is considered
successful when the project objectives are met and deliverables achieved within the
project budget, time, and scope, with approved/ reasonable changes to the project
scope. The project is accepted once all exit criteria as outlined in the controllable
project termination elements and the executive sponsor accepts the project to satisfy
their requirements. The overall responsibility for the success of this project is with the
project manager
ENTER YOUR NAME WITH STUDENT ID PAGE 11

PROJECT AUDIT, TERMINATION AND GOVERNANCE
REPORTS
NAME OF PROJECT
8 ROLES, RESPONSIBILITIES AND PERFORMANCE CRITERIA
The roles, responsibilities and performance criteria for this project consist of identifying
and involving senior managers/ stakeholders in the project (Roudias, 2015). This project
has an executive sponsor at the apex of the project governance; the sponsor support the
project and approves major changes to project scope, schedule, and financing and
determines the deliverables for the project. The project also has a business sponsor that
ensures the business needs for the organization are met through the execution of the
project. The project has aboard to review changes and make some approvals, as well as
ensure the project has the right personnel, and materials and equipment for its successful
completion. The board will be the steering/ advisory committee and constitutes of a
procurement manager, contract manager, human resource manager, and administrative
and finance managers. The project then has a project manager in charge of overall project
execution and meeting the project objectives and deliverables, the project manager works
with a team responsible for various roles and helping the project manager successfully
deliver the project. The project team and manager works with a team of contractors such
as the main works contractors ad sub contractors including electrical and plumbing sub
contractors. The organization chart is shown below;
9 GOVERNANCE ARRANGEMENTS
ENTER YOUR NAME WITH STUDENT ID PAGE 12