7
Stage F: Closure
7.1 Purpose of stage
At the point at which the programme sponsor (PrgS) has agreed the required outputs and the outcome defined in the programme delivery plan (PDP) has been achieved and no further works are envisaged, the programme is considered complete.
7.2 Stage outline
The stage involves the controlled shutting down of the programme activities and the disbanding of the programme team (See Figure 7.1).
Figure 7.1 Stage F: Closure.
Shutting down the programme
Prior to disbanding the programme team, a number of final tasks need to be undertaken:
- Lessons-learned review
- Archiving of programme/project information
- Transfer of building information modelling system to management of the new undertaking
- Resolution of any contractual disputes and claims and settlement of final accounts with external parties
- Final programme communication advising stakeholders of closure
- Preparation of programme closure report and submission to programme sponsor’s board (PrgSB)
- Highlighting of any outstanding works or issues to PrgSB
Disbanding of programme team
The manner of disbanding the programme team will vary depending on whether the staffs are permanent employees of the sponsoring organisation or are externally contracted. For those who are permanent employees, a process of co-ordinating the timing of their release and of locating other roles and opportunities needs to be implemented. Contracted staffs leave the programme when the programme manager (PrgM) agrees that this role in the programme has been completed. It is likely the PrgM will stay for a period to liaise with and advise the team taking over the undertaking.
7.3 Stage organisation structure
7.3.1 Stage structure and relationships
Emphasis during this final stage is back with the PrgS who has been instructed by the PrgSB to terminate the programme. The PrgS oversees the final closing down activities and ensures that the business change manager (BCM), on behalf of the programme, is providing appropriate support to the client in the transition period to ensure the successful incorporation of the new capability into the client’s business or the formation of a new enterprise. The PrgM, PMO and other members of the programme management team are involved in carrying out various closing down activities.
7.3.2 Stage roles of key participants
Programme sponsor’s board
- Instruct the PrgS to close down the programme
- Review closedown reports
- Identify any residual issues that need to be reported to the client
Programme sponsor
- Instruct PrgM to close down the programme
- Ensure all financial matters have been finalised
- Ensure any outstanding claims/disputes have been resolved
- Oversee preparation of a post-implementation review
- Oversee preparation of a lessons-learned log
- Ensure BCM is proving appropriate transition support
- Receive confirmation from PrgM that programme has been shut down and the programme management team has been disbanded
- Ensure all stakeholders have been advised of programme closedown
- Ensure all relevant documentation has been transferred to client/new enterprise
- Confirm with BCM any requirements for future benefits reviews
- Present closedown reports to PrgSB
- Disband the PrgSB
- Ensure any residual issues have been reported to the client
- Ensure any requirements for future benefits reviews have been reported to the client
Business change manager
- Assist in the preparation of the post-implementation report
- Identify lessons learned
- Determine any requirements for future benefits reviews
- Continue to liaise with client regarding the operation of the new capability or enterprise
Programme manager
- Advise the programme team of the termination of the programme
- Ensure all programme and project documentation is complete and archived
- Manage process of termination of involvement/employment of the programme team members
- Confirm process for notifying stakeholders of termination of programme
- Resolve any outstanding claims/disputes with consultant, contractors and suppliers
- Ensure with PrgFM all financial accounts are settled and closed
- Together with programme financial manager, prepare final cost statement
- Co-ordinate the preparation of the lessons-learned log
- Prepare programme post-implementation report
- Identify any outstanding or unresolved issues
- Disband the PrgMB
Programme financial manager
- Together with PrgM, resolve any outstanding claims/disputes with consultant, contractors and suppliers
- Settle and close all financial accounts
- Assist in preparation of final cost statement
- Identify any lessons learned
Stakeholder/communications manager
- In conjunction with PrgM, advise all stakeholders of termination of programme
- Identify any lessons learned
Programme management office
- Ensure the programme and projects information system is complete and archived
- Assist PrgM in preparation of the post-implementation report
- Identify any outstanding or unresolved issues
- Identify any lessons learned
Health and safety manager
- Prepare final report summarising progress of health and safety matters during the programme
- Identify any lessons learned
Sustainability manager
- Prepare final report summarising progress of sustainability and environmental matters during the programme
- Identify any lessons learned
7.4 Programme management practices
7.4.1 Programme closure
The programme closure stage is reached when the PrgS agrees that the required outcomes and outputs as defined in the PDP have been achieved and no further works are envisaged or when there is a significant change on one of the key parameters – for example if there is a strategic change within the organisations that makes the business case no longer viable or the programme funding becomes no longer available.
It is necessary to ensure that a formal programme closure process is undertaken for all programmes regardless of the reason for closure so that there is a formal recognition that the programme has been completed and that delivery of capability and benefits has been assessed. This is particularly important for complex programmes or programmes that have a prolonged delivery period as the organisational ‘drift’ can otherwise set in, which may allow viewing the programme as part of normal business.
Preparing for closure
Typically, programme closure should happen after completion of the last project or initiative. In deciding whether to close the programme, consideration should be given to whether the business case has been satisfied or is well on its way to being satisfied.
It is often the case, for large and complex programmes, to view programme closure as a separate project where a timeline for closure activities with specific tasks and ownerships are allocated. All relevant parties, including the key stakeholders, should be notified that the programme is being prepared for closure.
A closure activity plan should be prepared to include a programme review and formal sign-off and closure. The following questions should be considered as part of the plan:
- Are there any residual risks or issues that could affect operations?
- Are all the projects complete, including those that are designed to ensure embedding of the new operational environment?
- Has the PDP been achieved?
- Are all other programme activities complete?
- Has the business case been satisfied?
For programmes where closure is necessary due to a fundamental parameter change, confirmation should be sought that all projects have either been closed or, if their outcomes are still required, that alternative and appropriate governing arrangements have been put in place.
Programme review
Before closing the programme, a formal review should take place to assess whether it has delivered what it set out to do. The PrgS should complete the review with input from the PrgM and BCM. The following may be used to test if the programme has delivered against its objectives and outcomes:
- Vision
- Programme brief
- Benefits map
- Business case
- PDP
Some programmes may not have been defined using these specific components. It is most important to review the capabilities that have been delivered and the outcomes and benefits so far.
The following should also be considered:
- Residual risks and issues – have these been assigned?
- Remaining transition activities – have these been allocated?
- Any support functions that require continuation, particularly if relevant to benefits realisation – have these been assigned?
- Any benefits not fully realised – have these been handed over to the relevant business area to be monitored?
- Lessons learned – are processes in place to capture and assimilate?
The programme review must assess the programme’s performance and processes to identify and capture lessons learned as these may benefit other programmes.
There may also be a need for independent or external review of the overall programme delivery and performance prior to the formal closure.
Programme closure
Before recommending programme closure to the PrgSB, the PrgS should be satisfied that the business case is delivered with all projects and programme activities complete. In addition, the PrgS should ensure that any required handover or transition activities have been defined and assigned to relevant business functions.
Programme closure should be authorised by the PrgSB on the recommendation of the PrgS. Once the programme’s closure activities are completed, the PrgS should then confirm programme closure to all relevant parties. To facilitate the governance requirements, often a closure report (see Appendix T9 for a template) will need to be prepared.
Communications
Communications at programme closure include ensuring that all achievements, that is, delivery of the PDP, outputs, outcomes and benefits, have been advised in an appropriate manner to stakeholders. Where possible, references should be made to the programme initiation documents, including the business case, so that in simple terms it can be set out clearly why the programme was initiated and what have been the final results and benefits.
Disband programme organisation and supporting functions
The programme organisation should be disbanded. This will include releasing all individuals and resources from the programme. Individuals may need to be redeployed back into the organisation, and this should be planned in advance. It is advisable to consider the new skills imparted on the individuals when reassigning them back into the organisation.
Sign-off
The PrgSB authorises programme closure on the recommendation of the PrgS. If the PrgSB are not satisfied with the recommendation, they should give clear direction as to further work required and ensure that resources are available to undertake the work as deemed necessary.