Project Management – Closing

At the end of a project, what documents will the project manager need for closure of the project?
Scope definition and acceptance documentation and project closure guidelines

Source: PMBOK® Guide p. 101

What phase is a project in when all the work specified in the contract scope of work are complete and the final product has been sent to the client?
Closure

Source: PMBOK®, Page 99

Performance reporting is important during closure of a particular project phase in order to:
Close out the portion of the project scope and the associated activities.

Source: PMBOK® Guide, Page 99

All the deliverables have been sent to the client and were formally accepted. The closure activities have been completed when a procurement audit turns up a problem. The project is considered to be:
Complete

Source: PMBOK® Guide p. 341

Your cost reimbursable contract project has finally entered closure. What must the buyer do?
Audit seller’s costs

Source: World Class Contracting — Garrett, Page 93

The project team has completed all the project deliverables. The client has formally accepted the deliverables. Today you schedule the lessons learned meeting with the stakeholders as required by your organization. What is the status of the project?
Incomplete until all deliverables are complete and accepted

Source: PMBOK® Guide, Page 102

During administrative closure, you discover that formal performance reporting from one of your vendors has not been received. What should you do?
Require the vendor to complete the work

Source: PMBOK® Guide p. 341

A project is considered closed when:
Archives are completed and filed

Source: PMBOK® Guide, Page 102

The PMO has audited your last project and the audit report lists the term “Gold Plating.” What is the issue being cited by the audit?
The project was delivered with a positive variance in scope

Source: Managing Project in Organizations — Frame, Page 129

Administrative closure is different than contract closure in that:
Contract closure includes an audit of the terms and conditions while administrative closure does not

Source: PMBOK® Guide, Pages 101, 341

You have assigned two team members to perform scope verification, reviewing the product documentation and conducting lessons learned reviews. What activity are the team members engaged in?
Project or phase closure

Source: PMBOK® Guide, Page 102

What is the purpose of the procurement audit?
Identify the successes and failures that warrant transfer to other procurements or projects

Source: PMBOK® Guide , Page 343

With a clear scope of work, a seller completes work as specified, but the buyer is not pleased with the results. The contract is:
Complete

Source: World Class Contracting—Garrett, Page 273

Due to force majeure, your project will be delayed by eight months. The customer has asked to end the contract citing problems with the location. What is the MOST appropriate thing to do in this situation?
Complete contract closure

Source: PMBOK® Guide p. 342

Contract and project closure both involve:
Accepted deliverables

Source: PMBOK® Guide, Pages 101, 344

You are managing a project and determine that the only way to resolve a vendor problem is to have it heard and resolved by a neutral party. To accomplish this, the project manager should use a(n):
Arbitrator

Source: World Class Contracting Garrett, Page 151

Documents that serve as historical records for future projects are archived:
During closure

Source: PMBOK® Guide, Page 102

Your seller has failed to deliver a major item for your project. What should you do?
Notify the seller of the breach.

Source: PMBOK® Guide, p. 337

In your last company, you were considered the “King of Metrics.” You have worked for a new company for three months and you have recommended changes in the collection of project performance documents and creating historical records of past projects. What is the BEST way to accomplish this?
Documenting lessons learned

Source: PMBOK® Guide, Pages 102, 261, 344

In project closure what is the LAST thing to do?
Release the team

Source: Project Management Meredith & Mantel, Pages 554, 556

When is it BEST to perform administrative closure?
At the end of each project phase

Source: PMBOK® Guide, Page 99

In closing out a minor contract you discover that a deliverable has not been received. What should you do?
Require that the deliverable be done

Source: PMBOK® Guide, p. 341

An output of administrative closure is the creation of:
Project archives

Source: PMBOK® Guide, Page 102

The scope of work is completed on a project. The customer has asked for a change to provide service to the project product for 90 days. What should be done?
Begin closure on the contract and sign a new one for the additional work

Source: PMBOK® Guide, Page 100

Upon completion of administrative closure, you will have, formal acceptance documentation, project files, project closure documents and:
Lessons learned

Source: PMBOK® Guide, Page 102

When is the earliest time administrative closure should be completed?
At the conclusion of each project phase

Source: PMBOK® Guide, Page 99

Your project is nearing the end of the implementation phase. Before beginning the next phase, you should ensure that:
The objectives of the prior phase have been obtained and accepted by the customer

Source: PMBOK® Guide, Page 99

Your client terminates your contract for convenience. The project is now in:
Closure

Source: World Class Contracting —Garrett, Page 173

What is the BEST technique to ensure proper contract closure?
Procurement audits

Source: PMBOK® Guide, p. 343

Your PMO called this morning to ask why your lessons learned documentation has not been filed. You claim that last night your car hit a water buffalo and the service manager took a long time filling out the paperwork making you late. In addition, you tell them that as fate would have it, you had planned to do your lessons learned this very morning. Who do you invite to your office to assist in the creation of lessons learned?
Stakeholders

Source: Project Management Terms Ward, Page 115

The project management process includes several avenues of feedback and control. During the closure process, the most significant form of feed forward control is:
Lessons learned

Source: PMBOK® Guide, p. 261

Once a project is turned over and accepted:
The client is now exposed to the risk of failure of the project to perform its intended function for its expected life

Source: Wideman, Page IV-9

Your client terminates your contract for convenience. This means you are now implementing which process?
Close Procurements

Source: PMBOK, Section 12.4

The company PMO tells the project manager to create lessons learned. What do lessons learned include?
Information on issues and risks

Source: PMBOK, Section 4.6.3

In your last project to add street signs throughout Jay County, WI, the company procurement team was short-handed and particularly slow to respond to your requests for signs. What would be the MOST appropriate thing to do to ensure the issues are resolved for future projects?
Conduct a procurement audit

Source: PMBOK, Section 12.4.2

What is the process of documenting project successes and failures and recommendations to improve future performance on projects?
Lessons learned

Source: PMBOK, Section 4.6.3

As project manager, you have been called to a meeting with the contract administrator to conduct a procurement audit. The purpose of the audit is to:
This review of successes and failures of the procurement

Source: PMBOK, Section 12.4.3

Contract and administrative closure both involve what type of documentation?
Archiving relevant documentation

Source: PMBOK, Sections 12.4 and 4.6

The seller considers the contract closed when the following is complete:
Formal written notice from the buyer

Source: PMBOK, Sections 12.4.3

A structured review of the procurement process is called:
A procurement audit

Source: PMBOK, Sections 12.4.3

The causes of variances, the reasoning behind corrective action chosen should be documented in:
Organizational process assets

Source: PMBOK, Sections 4.6.3

There are outstanding issues, claims and disputes with one supplier for your project. A common method for addressing these is through:
Negotiated settlements

Source: PMBOK, Sections 12.4.2