Project Initiation Monthly Initiation Weekly Management Daily Management Monthly Closure Project Closure Post-Project Management Appoint the sponsor A01 Appoint the project manager A02 Appoint the key team members A03 Describe the project A04 Identify and plan the deliverables A05 Identify risks and plan responses A06 Have project initiation peer-reviewed A07 Make a go/no-go decision A08 Kick off the project A09 Conduct a focused communication A10 Revise and refine the plans B01 Have the monthly cycle peer-reviewed B02 Make a go/no-go decision B03 Kick off the monthly cycle B04 Conduct a focused communication B05 Measure and report performance C01 Plan responses for deviations C02 Kick off the weekly cycle C03 Conduct a focused communication C04 Manage risks, issues, and change requests D01 Accept completed deliverables D02 Evaluate stakeholder satisfaction E01 Capture lessons and plan for improvements E02 Conduct a focused communication E03 Hand over the product F01 Evaluate stakeholder satisfaction F02 Have the closing activity group peer-reviewed F03 Archive the project documents F04 Celebrate! F05 Conduct a focused communication F06 Evaluate the benefits G01 Generate new ideas G02 Conduct a focused 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 1 to 7 team members.