Project Initiation Monthly Initiation Weekly Management Daily Management Monthly Closure Project Closure Post-Project Management Appointthe sponsor A01 Appoint theproject manager A02 Appoint thekey team members A03 Describethe project A04 Identify and planthe deliverables A05 Identify risksand plan responses A06 Have project initiationpeer-reviewed A07 Make ago/no-go decision A08 Kick offthe project A09 Conduct afocused communication A10 Revise and refinethe plans B01 Have the monthlycycle peer-reviewed B02 Make ago/no-go decision B03 Kick off themonthly cycle B04 Conduct afocused communication B05 Measure andreport performance C01 Plan responsesfor deviations C02 Kick off theweekly cycle C03 Conduct afocused communication C04 Manage risks, issues,and change requests D01 Acceptcompleted deliverables D02 Evaluatestakeholder satisfaction E01 Capture lessons andplan for improvements E02 Conduct afocused communication E03 Hand overthe product F01 Evaluatestakeholder satisfaction F02 Have the closing activitygroup peer-reviewed F03 Archive theproject documents F04 Celebrate! F05 Conduct afocused communication F06 Evaluatethe benefits G01 Generatenew ideas G02 Conduct afocused communication G03

F01 - Hand over the product

This management activity belongs to the Project Closure group. This activity group is done when the product of the project is complete, or when you decide to cancel the project.

When the project is complete, we need to receive approval and hand the product over to the internal or external customer. In cases of canceling the project, this may or may not be required.

Sometimes, the customer accepts the products, but agrees with you on a list of extra tasks you need to do within a certain duration. In such cases, you can proceed and close the project, and hand over the remaining activities to a support/maintenance team.


The goal is to have an official hand-over and approval for the product, which is a prerequisite for complete closure of the project. Remember that having projects that are almost done but are frozen in their last stages is a waste of resources and makes your portfolio management complicated. It’s best to close things and move on to new endeavors.

Common pitfalls

This management activity is the major closure in the project, and it can be complicated and time-consuming if you’ve not taken the intermediary closures seriously enough.

When possible, seek approval of the sponsor and the customer for the major deliverables of the project when they are complete, rather than at the end of the project. This simplifies the final closure.


The following principles play a significant role in this management activity:

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It's best to use instead of the regular if you have micro-projects with approximately 1 to 7 team members.