Project Completion

The goal of project management is to obtain client acceptance of the project result. This means that the client agrees that the quality specifications of the project parameters have been met. In order to make this go smoothly, the client and project manager must have well-documented criteria of performance in place from the beginning of the project. This is not to say that nothing can change, but when changes are made, the contract must be amended to list the changes in specifications along with any resulting changes in schedule and budget.

Objective and measurable criteria are always best, while subjective criteria are risky and open to interpretation. There should be no room for doubt or ambiguity, although this is often difficult to achieve. It is also important to be clear about what the project output is expected to accomplish. For example, these three outcomes may produce entirely different results: the project/product performs the specified functions; it was built according to the approved design; or it solves the client’s problem.

The project may or may not be complete when results are delivered to the client. Often there are documentation requirements such as operating manuals, complete drawings and the final report which have to follow the delivery. There may also be people to be trained in operating the new facility or product, and a final audit is common. Finally, project team members need to be re-assigned; surplus equipment, materials and supplies disposed of; and facilities released.

The final step of any project should be an evaluation review. This is a look back over the project to see what was learnt that will contribute to the success of future projects. This review is best done by the core project team and typically in a group discussion.

Click here to view and download a handout with an example Project Completion Checklist.