For Wizard Kim- DUE SEPTEMBER 22

Running Head: SUPERPACKS’ CLOSEOUT PLAN

SUPERPACKS’ CLOSEOUT PLAN

SuperPacks’ Closeout Plan

Allison Wyderski

Rasmussen College

As a project manager of Superpacks contracted by the U.S Army, Ground Forces and Special Operations, to provide a new backpack product with built-in refrigeration pouch and radio module, we have reach the final phase of the production plan. We are now developing the closeout checklist. It contains the following key activities: project closeout, customer closeout, organizational closeout, subcontractor closeout, final risk assessment, final project report writing and a team closeout (Dcosta & Edwards, 2010). These are the key seven process activities that will see the project to its completion.

The success of the project will be dependent on this closeout activities and will be conducted in a process which entails the following key steps:

i. Performing the project closeout-

This will entail engaging the project team members in validating and documenting that the work packages listed in the WBS have been handled and completed, ensuring all the business terms and conditions have been met and reviewing the contract to ensure all requirements noted have been met.

ii. Performing the client closeout-

This phase will involve meeting the requirements put forward by the client in the statement of work (SOW) including ensuring that it has accepted all the deliverables and is satisfied.

iii. Performing organizational closeout-

This entails making a conclusion on the team’s use of the organizational resources and consequently making a resolution on the remaining resources of the project completion.

iv. Conducting a subcontractor closeout-

Remember we had subcontracted another firm to provide the radio module. We should determine whether the firm has completed the task, prepare their monetary dues and issue a letter of appreciation upon completion.

v. Performing final risk assessment

We had begun the project by carrying out an initial risk assessment but a final risk assessment is inevitable. We are going to determine the threats as well as the opportunities that are relevant to end the project. This will involve identifying risks, estimating the probability and stratifying the risks and developing strategies (De Furia, 2016).

vi. Writing a final project report-

A final report will be necessary to demonstrate to the SuperPack’s top management that the project is indeed complete and ascertain the status of the final project. It will entail all the closeout activities mentioned above (Dcosta & Edwards, 2010).

vii. Conducting project team closeout-

The project tam closeout is characterized by conducting final lessons and experiences learned, forwarding letters of appreciation to team members and functional managers, releasing team members, and finally celebrating by holding a party (De Furia, 2016).

Success of the project will involve administering controls to effectively manage the process. First is control schedule and control cost by use of the cost performance index (CPI) and schedule performance index (SPI). Second is to perform quality control for customer satisfaction. The third control process is risk control which can affect the ultimate results of the whole project. Finally, is administering procurement which involve monitoring subcontractor and other suppliers of the materials used for the project to ensure that their performance is in order and in a timely manner (Pradip, 2017).

References

Dcosta, A. & Edwards, G. (November 13, 2010). Project Close Out Report: What Should You Include?

De Furia, G.L. (October 6, 2016). Project Management: The Seven Activities of Project Closeout.

Pradip, PMP. (March 16, 2017). Processes Involved in Project Controlling and Monitoring: How to Control Overall Project Status?