DİPLOMATİK YAZIŞMA VE PROTOKOL

Close out contract obligations: The project team will coordinate with procurement personnel to document the status of all contractual relationships. This should include not only the status, but resolution plans for all variances to the agreements. Items such as warranty process and bonus clauses need to be documented as well.

Close various accounts and charge codes: This activity involves the process of closing team member accounts and codes related to financials, infrastructure, and security.

The project management plan usually includes the following sub-plans:

• Scope
• Schedule
• Costs
• Quality
• Communication

• Risk
• Procurement

The project manager will prepare, update, or share documents on time, cost, and resource at critical points in the project.

Project Closure Report is a summary of the entire project for the sponsor. It is a transition document for the project manager and his team to start working on other projects.

Postmortem Review is the final step in the process that begins with planning documents.

The purpose of the project closure should be to ensure that all relevant activities are completed.

Capture lessons learned: Documenting the project team’s experience-related activity will enable future projects to avoid some mistakes and challenges faced by the existing team. Horine explains that “lessons learned should be documented throughout the project lifecycle and include both positive and negative aspects of the project.”

In the planning phase of the project, the closing activities for the above items should be taken into account. The relationship of each substance to the others indicates the importance of closing correctly. Therefore, the first step in ensuring the proper closure of the project is to develop the closing plan of the project during the planning phase of the project.

Project Scope and Business Objectives - Summarize the scope and business objectives of the project. In this section, deliverables and/or project outputs are put together with stakeholders according to business objectives.

Projects can have a wide range of dimensions, scope, and complexity. However, all projects follow a general lifecycle from start to finish. In general, a project cycle consists of startup, planning, execution, monitoring, and control, closure

lanned work is completed and the objectives are met. This makes the work a step ahead, the milestone being accomplished, and for the whole project. Cleland and Ireland summarize their view of these activities as follows:
1. Ensure that all project deliverable end products are properly transferred to the new asset owners, along with appropriate standard records.
2. Review that all contractual requirements have been met and properly record any variations along with their resolution conditions.
3. Define the list of stakeholders related to new environment (i.e., product or process support) .
4. Help the project team members find other project assignments.
5. Prepare “lessons learned” to assist future project teams in assessing similar situations.

6. Analyze the weaknesses and strengths of the project, and explain how the project team dealt with the problems and what is necessary for future project teams to avoid negative situations and utilize the positive items identified.

There are three main tasks that project managers should supervise in closing works:
1. Evaluate whether the results of the project, decisions, and deliveries meet the
expectations of the stakeholders. This can be summarized with the following questions:
• Are all deliveries and milestones complete?
• On the basis of works to date, is the project and the team good?
• Are the stakeholders ready for the next phase (or commissioning) of the project, based on the work done so far?
• Are all contracts and purchase works completed and up to date?
• Is the Project Team prepared for the next phase of the project?

The project management plan usually includes the following sub-plans:
• Scope
• Schedule
• Costs
• Quality
• Communication
• Risk
• Procurement

The project closure plan is the basis for the content of the project closing report after the project is completed. A project closing plan should include the following sections:
• Executive Summary
• Project Scope and Business Objectives
• Start and End Dates of Project Phases of Work
• Project Completion Criteria and Metrics
• Project Closure Deliverables
• Project Closure Documentation
• Project Closure Resources
• Project Closure Communication Plan
• Final Approval

The Postmortem Review is a review of the project after the closure or acceptance of the project. The project manager works with the project sponsor and the operation team. The following questions are
examined in the examination:
1. Was the project successful?
2. Are all closing activities completed?
3. Are the lessons learned shared with relevant stakeholders throughout the organization?
4. Has the project achieved the operational results and the objectives outlined in the business reason?

The postmortem review is performed in three steps:

Gathering Feedback - Baca (2007, p. 447) states that the lessons learned process helps in evaluating processes, tools, and techniques that worked either
well or poorly on the project.

Conducting the Meeting - Before the meeting, information about the feedback is summarized and shared with the participants. The aim of the meeting is to develop future projects and to raise awareness of the project and operational teams.

Documenting the Postmortem Report - The Postmortem report is explaining what to do and what not to do in future projects. What should be very general or very detailed? The aim of the report is to benefit not only the project and related operational teams but also the whole organization.

The agenda of the post mortem meeting may be as follows:
• Introduction
• Transfer of ground rules

• Summary information
• Problems and critical success factors
• “What went wrong”
• “What went right”
• Recommendations for improvement
• Next steps

Variances are differences between planned and actual. It enables the project to be evaluated. Evaluating team performance is important to understand what is good and what goes wrong in the project. Analyzing the variances allows positive changes in projects. The analysis of the problems or the effect of the changes made forward is examined through variances.