Zoo Relocation Project: Phase 3 Completion, Criteria & Lessons

This discussion post focuses on closing out Phase 3 of a Zoo Relocation Project, specifically the Children’s Zoo. It addresses the development of criteria for final inspection of the completed Children's Zoo before contractor payments, emphasizing standards compliance, quality of materials, accessibility for disabled children, government accreditations, and project execution time. The post also highlights the importance of capturing lessons learned during project implementation to improve future operations, prevent recurring issues, enhance decision-making, and foster individual professional competence. The analysis covers both project successes and failures to provide recommendations for similar projects.

Closing out the Zoo Relocation
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Task 1: Completion criteria
The necessary criteria to inspect and report on the completion contract deliverables
Once contract process are completed, it is important to analyze, document and engage in
post contract audit processes. To achieve this, it would be important to have a criterion which
would be used to determine if all necessary procedures were followed. The main goal would be
to evaluate project deliverables as well as the standards before closing out the contract
(Gopalasamy, Mansor & Tambahan 2013, p. 9). In order to come up with best criterion, the
following aspects would be considered; the standard of the newly developed zoo. The new zoo
would be a home to many children and all construction standard should be met in order to get
required government approvals. It is obvious that, unless all children’s needs and suitable
environmental factors such as quality playground and facilities are installed, relevant
certifications from state governments may not be approved (Chong & Preece 2014, p. 16). The
quality of the work would be evaluated in terms of; suitability of the materials used in
developing some facilities such as laundry areas, transportation and playground. The next aspect
would be on authenticity of locating and developing some special tools for use by disabled
children. In modern world, it has become a mandatory to consider people with disability in
aspects such as designing of building and other social amenities. Since the zoo would
accommodate various group of children, disability should be an important consideration in its
design. To make sure all relocation processes take place efficiently, a thorough check out on
accessibility and ease of using all facilities would be conducted (Al-Marwaee 2016, p. 202).
The next criterion would be based on available accreditation from government agencies
and level of contract quality requirements. Once all processes are completed and before closure
of contracts, it would be important involve government agencies to help in closing out some

contracts (Bassi 2015, p. 581). It would be very risky to close out any construction contract
without involving state agencies because some improvements might be suggested. To avoid such
phenomenon, state government quality assurance should be done by the relevant agencies before
making final contract payments and closure. Once approved, it would be good to proceed with
contract closure if all other quality parameters have been met. Similarly, the certificate of
conformance should be considered as a proof of standard operations being followed. If all
certificate of compliance have been sought and approved, it would be easy to ascertain all
stakeholders were involved in the entire process (Ansah, Sorooshian & Mustafa 2016, p. 1609).
A good example can be deduced from operations that require specific number of days before the
next phase of the project can start. Such criterion are set to make sure some quality standards
were adhered to during project execution. In this regard, documentation outlining required grace
period during project execution phases would be of great importance as they would be used to
analyze some metrics. The final measurable metric would be determined by project execution
time. This criterion would be used to analyze if projects were executed with required timeframe.
Timeframe in project would be used to evaluate quality of the work as well as project cost of
actualization. According to Ajelabi & Tang (2010, p. 6-7), project planning provides a desirable
timeframe for project execution and if executed outside that timeframe, some eyebrows might be
raised on procedures adopted. Therefore, timeframe becomes an important aspect in contract
deliverables because it can outline project cost estimates as well as quality of work or services
offered by a contractor.

Task 2: Lessons Learned
Importance of capturing lessons learnt in project implementation
Lessons leant are quite important not only in project but even in other aspects of human
life. In this regard, lessons learnt I project management would be used to improve operations of
the related projects in future. It is quite possible that, an organization would have to either
expand or would be contracted by another firm to help in actualization of the similar project.
With documentation of how the other projects were implemented, it would be very simple to use
what was learnt from previous projects to improve not only operations but quality of services.
Similarly, lessons learnt would be used to prevent occurrence of issues that hindered project
execution (Ferrada et al. 2016, p. 306). By identifying project failures and success factors from
previous projects, best recommendations can be availed for decision making in order to improve
performance of the same or any other future related project. Finally, lessons learnt can be used as
a process of enhancing individual professional competence. It is a fact that, professional
experiences are based on lessons learnt from past occurrence of issues and projects are not
exceptions.
Bibliography
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management performance improvement. International Journal of Managing Public Sector
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Al-Marwaee, M.B.A.O., 2016. Techniques and Strategies towards Project Management Success.
International Journal of Hybrid Information Technology, 9(5), pp.197-212.

Ansah, R.H., Sorooshian, S. and Mustafa, S.B., 2016. Lean construction: an effective approach
for project management. ARPN Journal of Engineering and Applied Sciences, 11(3), pp.1607-
1612.
Bassi, A., 2015. General Management Principles in the Project Management Context. In
Managing Intellectual Capital and Innovation for Sustainable and Inclusive Society: Managing
Intellectual Capital and Innovation; Proceedings of the MakeLearn and TIIM Joint
International Conference 2015 (pp. 581). ToKnowPress.
Chong, H.Y. and Preece, C.N., 2014. Improving construction procurement systems using
organizational strategies. Acta Polytechnic Hungarica, 11(1), pp.5-20.
Ferrada, X., Nunez, D., Neyem, A., Serpell, A. and Sepulveda, M., 2016. A lessons-learned
system for construction project management: a preliminary application. Procedia-Social and
Behavioral Sciences, 226, pp.302-309.
Gopalasamy, P., Mansor, Z. and Tambahan, J.T., 2013. An investigation on project management
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