6. Closing Process Group
by Project Management Institute
A Guide to the Project Management Body of Knowledge ( PMBOK® Guide )—Sixth Edition (ENGLISH)
- Cover Page
- Title Page
- Copyright Page
- Notice
- Table of Contents
- List of Tables and Figures
- Part 1. A Guide to the Project Management Body of Knowledge (PMBOK® Guide)
- 1. Introduction
- 2. The Environment in Which Projects Operate
- 3. The Role of the Project Manager
- 4. Project Integration Management
- 5. Project Scope Management
- 6. Project Schedule Management
- 7. Project Cost Management
- 8. Project Quality Management
- 9. Project Resource Management
- 10. Project Communications Management
- 11. Project Risk Management
- 12. Project Procurement Management
- 13. Project Stakeholder Management
- References
- Part 2. The Standard for Project Management
- 1. Introduction
- 1.1. Projects and Project Management
- 1.2. Relationships among Portfolios, Programs, and Projects
- 1.3. Linking Organizational Governance and Project Governance
- 1.4. Project Success and Benefits Management
- 1.5. The Project Life Cycle
- 1.6. Project Stakeholders
- 1.7. Role of the Project Manager
- 1.8. Project Management Knowledge Areas
- 1.9. Project Management Process Groups
- 1.10. Enterprise Environmental Factors and Organizational Process Assets
- 1.11. Tailoring the Project Artifacts
- 2. Initiating Process Group
- 3. Planning Process Group
- 3.1. Develop Project Management Plan
- 3.2. Plan Scope Management
- 3.3. Collect Requirements
- 3.4. Define Scope
- 3.5. Create WBS
- 3.6. Plan Schedule Management
- 3.7. Define Activities
- 3.8. Sequence Activities
- 3.9. Estimate Activity Durations
- 3.10. Develop Schedule
- 3.11. Plan Cost Management
- 3.12. Estimate Costs
- 3.13. Determine Budget
- 3.14. Plan Quality Management
- 3.15. Plan Resource Management
- 3.16. Estimate Activity Resources
- 3.17. Plan Communications Management
- 3.18. Plan Risk Management
- 3.19. Identify Risks
- 3.20. Perform Qualitative Risk Analysis
- 3.21. Perform Quantitative Risk Analysis
- 3.22. Plan Risk Responses
- 3.23. Plan Procurement Management
- 3.24. Plan Stakeholder Engagement
- 4. Executing Process Group
- 5. Monitoring and Controlling Process Group
- 5.1. Monitor and Control Project Work
- 5.2. Perform Integrated Change Control
- 5.3. Validate Scope
- 5.4. Control Scope
- 5.5. Control Schedule
- 5.6. Control Costs
- 5.7. Control Quality
- 5.8. Control Resources
- 5.9. Monitor Communications
- 5.10. Monitor Risks
- 5.11. Control Procurements
- 5.12. Monitor Stakeholder Engagement
- 6. Closing Process Group
- 1. Introduction
- Part 3. Appendices, Glossary, and Index
- Appendix X1. Sixth Edition Changes
- Appendix X2. Contributors and Reviewers of the PMBOK® Guide—Sixth Edition
- Appendix X3. Agile, Iterative, Adaptive, and Hybrid Project Environments
- Appendix X4. Summary of Key Concepts for Knowledge Areas
- Appendix X5. Summary of Tailoring Considerations for Knowledge Areas
- Appendix X6. Tools and Techniques
- Glossary
6
CLOSING PROCESS GROUP
The Closing Process Group consists of the process(es) performed to formally complete or close a project, phase, or contract. This Process Group verifies that the defined processes are completed within all of the Process Groups to close the project or phase, as appropriate, and formally establishes that the project or project phase is complete. The key benefit of this Process Group is that phases, projects, and contracts are closed out appropriately. While there is only one process in this Process Group, organizations may have their own processes associated with project, phase, or contract closure. Therefore, the term Process Group is maintained.
This Process Group may also address the early closure of the project, for example, aborted projects or cancelled projects.
The Closing Process Group (Figure 6-1) includes the project management process identified in Section 6.1.
6.1 CLOSE PROJECT OR PHASE
Close Project or Phase is the process of finalizing all activities for the project, phase, or contract. The key benefits of this process are the project or phase information is archived, the planned work is completed, and organizational resources are released to pursue new endeavors. This process is performed once or at predefined points in the project. The inputs and outputs of this process are depicted in Figure 6-2.
The needs of the project determine which components of the project management plan and which project documents are necessary.
6.1.1 PROJECT MANAGEMENT PLAN COMPONENTS
All components of the project management plan may be inputs to this process.
6.1.2 PROJECT DOCUMENTS EXAMPLES
Examples of project documents that may be inputs for this process include but are not limited to:
- Assumption log,
- Basis of estimates,
- Change log,
- Issue log,
- Lessons learned register,
- Milestone list,
- Project communications,
- Quality control measurements,
- Quality reports,
- Requirements documentation,
- Risk register, and
- Risk report.
6.1.3 PROJECT DOCUMENTS UPDATES
Any project documents that may be updated as a result of this process include but are not limited to the lessons learned register.
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