How To Close ERP Project?

ERP/COTS projects often starts with a lot of enthusiasm, planning and stage drama. Sponsors and Project managers explains the importance of the project.

How this project is a game changer? How this project is different from other projects? You know what I mean….

However, projects often close with meek email, thanking everyone.

source – Pixabay

One should not underestimate importance of closing the projects with elegance.

Let is first see what are the objectives of project closure?

  • To ensure project work is complete, before formally closing the project
  • To ensure vendors comply with contractual obligations, before releasing final payments
  • To handover product/solution to Business as Usual (BAU) team, so that BAU team can support/maintain the product
  • To handovers Project documentation to Project Management Office (PMO), to support continuous improvement
  • To recognize Project team effort and celebrate success

Here is a checklist that will help you closing your project with elegance:

Tasks Tick
Project work complete. Following documents are verified:

  • Statement of Work
  • Project Scope document
  • Business requirements document
  • Requirement Tractability matrix
Project contract commercials:

  • All vendors/subcontractors are complying with contractual obligations. Acceptance criteria is being met.
  • We can release the final payments to the contractors, vendor
  • Reviewed warranty clause and is well understood by the stakeholders
Project Documentation is complete and filed. Project documentation is:

  • Saved in Document management system (SharePoint, Network directory etc.).
  • Complete, approved and version controlled
  • Handed over to BAU team, PMO or other
  • Archived, as required
Risk, Decision, Actions, Issue, Quality, Daily – Registers and Logs

  • Completed and handed over to BAU team, PMO or other
Pending project work (Month-end, year-end) is:

  • Identified, scheduled and communicated to the resources
Support and Maintenance:

  • Support and Maintenance team(s) are formed
  • BAU Support – process and procedures are set-up
  • Vendor support – process and procedures are set-up
  • Consulting support – process and procedures are set-up
Governance structures are in place:

  • Data governance
  • Business process and procedures governance
  • Policy
Administration/Product maintenance structures are in place:

  • End-user system security and privileges
  • Ongoing product monitoring and maintenance
  • Infrastructure support
Training/Induction of the product for the new employees. Responsibility assigned for:

  • Preparing training material/induction for the new employees
  • Preparing exams/tests/refresher training etc.
Continuous Improvement team is set-up:

  • Wish list for product enhancements is accessible to all users
  • Issues and Enhancements identification, prioritisations and ownership is set
  • Process improvement procedures are in place
Post Implementation reviews are conducted and report is submitted to the sponsor and PMO
Business case validation (measure success):

  • Ownership assigned to validate project Business case against the post implementation results
Celebrate success:

  • Identify team players
  • Honor team and individual contribution

Share your experiences and comment, if you would like to add to the check list.

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