-
Know Your Audience When Developing the Project Management Plan
October 11, 2008
-
Project Executing Process - Kick-off Meeting
October 10, 2008
-
No Creation of Best Practices - Project Management Mistake # 15
October 10, 2008
-
Cutting Project Costs and Exceeding Expectations – A Simple Seven Step Solution
October 10, 2008
-
Tips For Passing the PMP Certification Exam
October 10, 2008
-
Procurement Management in Project Management - Source Selection
October 9, 2008
-
The Holy Grail of Project Management Process and Methodology
October 9, 2008
-
Reviews in Project Management are Required
October 9, 2008
-
The Phased Approach to Project Management Implementation
October 9, 2008
-
Specific Responsibilities of the Project Manager
October 9, 2008
Duties of the Project Manager During the Closing Phase
June 12, 2008 | Author: admin | Filed under: Role of the Project Manager, Project Closure
Duties of the Project Manager During the Closing Phase
By John Filicetti
- PM creates Closeout Form to capture Lessons Learned and Best Practices
- PM ensures all project documents are in the project workspace prior to closeout
- PM chairs the Closeout and Review meeting
- PM plans for and manages the project celebration
- PM completes a performance feedback for every team member, reviews it with the team member, and supplies it to the team member’s manager
- PM plans for and manages the project celebration.
- PM ensures all billing and administrative tasks are complete
John F. Filicetti, PMP, MBA
John Filicetti is a Sr. Sales Engineer/PM-PMO-PPM Consultant with a great depth of experience and expertise in enterprise project management, project management methodologies, Project Portfolio Management (PPM), Project Management Offices (PMOs), Governance, process consulting, and business management. John has directed and managed project management teams, created and implemented methodologies and practices, provided project management consulting, created and directed PMOs, and created consulting and professional services in such areas as project portfolio management, Governance, business process re-engineering, network systems integration, application development, infrastructure, and complex environments. John has enjoyed many years as PMO Director for large corporations in the Seattle area and leads the PMO Roundtable discussion group and forum.
Related Articles
No comments yet.
feel free to leave a comment
Comment Guidelines: Basic XHTML is allowed (a href, strong, em, code). All line breaks and paragraphs are automatically generated. Off-topic or inappropriate comments will be edited or deleted. Email addresses will never be published. Keep it PG-13 people!
XHTML: You can use these tags: <a href="" title=""> <abbr title=""> <acronym title=""> <b> <blockquote cite=""> <code> <em> <i> <strike> <strong>
All fields marked with " * " are required.
- Agile Project Management
- Certification
- Change Management
- Communications Management
- Computer Based Information Systems
- Concepts
- Corporate Transformation
- Cost Management
- Critical Chain Project Management
- Delegation
- History
- HR Management
- Implementing Project Management
- Integration Management
- Lessons Learned
- Management
- Miscellaneous
- People Issues
- PMBOK
- PRINCE2
- Procurement Management
- Program Management
- Project Management Advantages
- Project Management Best Practices
- Project Management Charts
- Project Management Definitions
- Project Management Ethics
- Project Management for Beginners
- Project Management Musings
- Project Management Office
- Project Management Proposals
- Project Management Templates
- Project Portfolio Management
- Project Workforce Management
- Quality Management
- Requirements Management
- Risk Management
- Scheduling
- Scope Management
- SCRUM
- Soft Management
- Time Management
- Training
- Uncategorized