1. Module 9: Project Closure We would like to acknowledge the support of the Project Management Institute and the International Institute for Learning, Inc. for permitting the use of their intellectual property in this curriculum.

2. Module 9 – Learning Objectives Upon completion of this module, participants will be able to: Identify Project Manager responsibilities for closing projects Identify tasks for proper finance, administrative and contract closure Lead end of project learning

3. Project End, Extension, Expansion? End Transfer of Assets Final Reports Ex-post evaluation Extension A no-cost extension or additional cost extension to finish activities Expansion Identify new target population Identify what to replicate

4. Role of the Project Manager during Closure 1.Verify your project scope and stakeholder acceptance 2.Formally terminate activities of the project 3.Close project finances, administration and contracts 4.Articulate and complete a handover strategy 5.Report to donors 6.Promote learning

5. Scope Verification & Stakeholder Acceptance Did you do what you said you were going to do? Two steps: – Sit down with your team and check the WBS – Sit down with the stakeholders

6. Financial Closure Has all permitted funding been received from the donor? Have all receivables (project advances, travel advances, and advances to vendors) been liquidated or transferred to another project number? Have all payables been paid?

7. Administrative Closure Close out the books Set up project archives or files Handle equipment, facilities, etc.

8. Contract Closure – Formal closeout of all contracts, review of deliverables, including internal Legal Closing Procedures and External Closing Procedures. Internal Closeout – Activities required by the agency and by contract such as; terminating the contract for moving out agency operations, relieving personnel contracted by agency, etc. External Closeout – Legal termination of any contracted support during project, including acceptance of deliverables, etc.

9. Administrative Closure Administrative Closeout – Activities that are required for reassignment of personnel and other resources, documents required by the agency or donor Internal Closeout – Activities required by the agency such as; moving out of agency operations, return of assets, packing up of daily operations. Including documenting lessons learned and report to donor. External Closeout – Activities established with other working groups or commercial activities, including formal and informal coordination with these groups.

10. Handover Train handover stakeholders. Distribute documentation. Complete administrative and contractual tasks Provide interim support. Clean up postponed changes and issues.

11. End of Project Learning Learn Before Learn During Learn After

12. Learning Activities Should be: Timely Relevant In context Filed and accessible

13. Why evaluate? © 2005 Habitat for Humanity International The main objectives of program evaluations are: To inform decisions on operations, policy, or strategy related to ongoing or future program interventions To demonstrate accountability to decision-makers (i.e. donors). Shows a clear linkage between your design (using LogFrame) and your actual deliverables.

14. After Action Review Review the activity and its related objective or deliverable. For each one ask the following: 1. What did we set out to do? 2. What did we achieve? 3. What went really well? 4. What could have gone better? 5. What prevented us from doing more? 6. What can we learn from this?

15. Final Evaluations Conducted toward the end of the project. Largely judgment oriented – determining overall merit, worth or value of a project. Generally include an external evaluator and require more planning and investment.

16. Ex-Post Evaluations Conducted at a defined period of time after project completion. Knowledge-oriented, emphasizing sustainable impact evaluation Are especially useful when advocating for interventions in a specific program or portfolio area. Not conducted as regularly as final evaluations.

17. External vs. Internal Evaluators Provides a fresh look at the project and can draw from other project experiences Not personally involved, easier to be objective Is not part of the power and authority structure of the project Trained in evaluation methods and has wide experience planning and conducting other evaluations Better able to focus for longer periods of time on evaluation tasks Has in-depth understanding of the project and can interpret attitudes and behaviors of participants and stakeholders May lessen anxiety as he is well-known to project stakeholders and has established relationships Less expensive May have limited understanding of the project, and participants and stakeholders involved and therefore needs time to digest information on the project May cause more anxiety as he does not have an established relationship of trust with project stakeholders More expensive May be unwittingly constrained by attitudes such as “We have always done it this way” Personally and professionally involved, so harder to be objective Is part of the power and authority structure of the project May not be trained in evaluation methods and may have limited experience planning or conducting evaluations May have time constraints for evaluation due to other duties ExternalInternal Disadvantages Advantages

18. CELEBRATE! Celebrate successful conclusions Recognize closure Acknowledge social relationships