The purpose of close phase is to formally recognise that the program is complete. This phase starts when the program has delivered the required new capabilities described in the blueprint and benefits have either been achieved or are on track to be realised.
Achievement of the following should be considered before closing a program:
- Blueprint completed
- Business cse satisfied
- Benefits have been realised or are tracking to plan and provide a clear indication of the ultimate result
- Last tranche has been completed (as per the program plan, and objectives met (as per blueprint)
- No outstanding risks or issues remain that are unacceptable to the business
To a large extent, when the program formally closes will depend on the amount of support required to ensure the new operational environment delivered by the program is fully embedded. While a program typically ends once all of the projects have been completed and required new capabilities have been delivered and measured, a program could move to a premature close at any phase of the program. Some triggers for a premature program closure include but are not limited to:
- External circumstances have changed sufficiently to render the remainder of the program irrelevant
- The program no longer makes good business sense and it is not possible to change the program sufficiently to produce an acceptable business case
- There is evidence that outcomes could be achieved another way
The program will move into the close phase to gather lessons learned, review benefits delivered to date and administratively close the program in accordance with the program framework. Some benefits will have been realised during the running of the program, however the majority of the benefits may not be fully realised until a period after the last project has delivered. The close phase identifies the requirement for future assessment of benefit realisation outside of the program as well as formal review by the program of those achieved before closure. The business will own and support the new capabilities and outcomes including any remaining benefit realisation.
Objective
To:
- Close the program in a controlled manner
In a way that:
- Is acceptable to the sponsoring group
- Is well managed and complete
So that:
- Future programs can learn from program lessons
- Follow on actions, contracts and reviews are agreed and assigned
- All stakeholders are aware that the program is closed
Entry Criteria
The following criteria should be met before beginning this activity:
- All of the programs projects are closed
- All of the other processes applied during the program have been evaluated and the performance captured
- All program documents available for review
Exit Criteria
The following criteria should be met before completing this activity:
- Business case criteria are met with benefits plan in place
- Program close report
- Remaining risks and issues have owners assigned
- Any final program-level products or capabilities have been handed over and signed off as fit for purpose
Outputs
- Program closure timetable
- Program close report
- Risk and issue registers
- Final program communication
Notify program about to close
The purpose of this step is to notify the program organisation and stakeholders that the program is preparing to close. This step should be undertaken regardless of the reason for closure to ensure that all stakeholders are kept well informed of when and why the program is due to close. A program closure timetable outlining the required closure activities, including a program review, should be produced and tracked.
Overlooking this task could cause the following challenges:
- The program is not formally closed and an effective transition to business as usual is not achieved
Exit Criteria
The following criteria should be met before completing this activity:
- Planned program closure has been communicated to the program organisation and stakeholders
- A timetable of closure activities has been produced
Activities to be completed
During this step, the program manager should:
- Notify the program organisation and stakeholders that the program is preparing to close
- Produce a timetable for closing activities
Inputs
- Approval to proceed to the close
Outputs
- Program closure timetable
Roles
- Program manager
Review Program
A formal program review is carried out to assess the delivery of the blueprint, and business case, and the realisation of the benefits. Some benefit reviews may have been carried out during the program, so the final review may be a consolidation of their findings. The review also assesses the performance of the program, its management processes and identifies lessons learned that may benefit other programs.
The review is generally conducted by an independent party external to the program (internal or external to the organisation) as appointed by the Senior Responsible Owner (SRO). The output of the review will be a program close report. A further review may be required following the program closure to provide a complete assessment of all of the benefits, where benefits are due to be realised after the program has closed. This should be scheduled now to ensure that it is not forgotten about after the program has closed.
Overlooking this task could cause the following challenges:
- No assessment performed on effectiveness of the program management leading to no lessons being learnt and made available for other programs
- Continuous improvement for program management at the organisation is not maximised
Exit Criteria
The following criteria should be met before completing this activity:
- Program close report
Activities to be completed
During this step, the SRO should:
- Initiate a formal program review to be undertaken
- Be accountable for the program close report
Inputs
- Program business case
- Benefits plan
- Program Definition Documentation
- Program management and control strategies
Outputs
- Program close report
- Business case
Roles
- SRO
Update and Finalise Program Information
In this step the program information is reviewed and updated to ensure any residual issues, risks and actions are dealt with appropriately or formally handed over to the business. All program documentation should be handed over to the relevant authority or archived in accordance with the organisation’s requirements. Programs initiated to deliver to specific strategic objectives should also provide feedback to those charged with managing the organisation strategy. Feedback from each program will enable the organisation to make more informed and continuously improved strategic decisions. Feedback should cover what worked well, where any problems occurred and any recommended changes.
Overlooking this task could cause the following challenges:
- Any outstanding issues, risks or actions may not be documented and handed over to appropriate personnel before the program is closed
- Feedback not provided to owner of strategic objectives and opportunity to improve missed
Exit Criteria
- The following criteria should be met before completing this activity:
- All outstanding issues, risks and follow-on actions are documented
- Any items requiring hand-over are assigned to and agreed by the relevant parties
- Feedback on the strategy, where appropriate, has been given
Activities to be completed
During this step, the Program manager should:
- Review and update any outstanding issues, risk or actions.
- Organise handovers where appropriate
- Organise archiving of program documents
- Give feedback, where appropriate, on the strategy
Inputs
- Risk and issue registers.
Outputs
- Risk and issue registers
- Documented follow-on actions
Roles
- Program manager
Confirm On-Going Support in Place
After a program has closed, the embedded changes must be able to continue with smooth-running operations and working practices. Consideration must be given to how the business will operate without the support of the program. So that the program can formally close, any on-going support requirements need to be established separate from the program and consideration given to specialist products with on-going requirements such as contracts, warranties, consent conditions and capitalisation of the program.
The program should ensure that:
- Knowledge from the business change owner and change team is integrated back into the business
- Training needs have been met and appropriate competencies are in place
- Maintenance and support contracts are in place
- Any further development work is scheduled or responsibility is clear
Overlooking this task could cause the following challenges:
- Insufficient or ineffective support in place for the new capabilities in business as usual
- Inability to realise the planned benefits for the planned value (time, cost, specification, expectation)
Exit Criteria
The following criteria should be met before completing this activity:
- Support requirements identified
- Support requirements in place
Activities to be completed
During this step, the Program manager should:
- Confirm support requirements
- Ensure support requirements are in place
- Ensure the business change owner and team complete any required knowledge transfer to the business
Inputs
- All program projects are closed
Outputs
- All support requirements in place. This includes on-going funding
Roles
- Program manager
- Business change owner
Confirm Program Closure
Confirm program closure is a formal meeting of the sponsoring group to authorise the closure of the program and full transition into business as usual.
The program closure is final confirmation that:
- The business case had been satisfied (as expected to this point
- All projects have completed satisfactorily
- Any remaining transition activities have been handed over to the relevant business areas.
The SRO will propose closure to the sponsoring group. If they are satisfied with the overall outcome they will confirm program closure. If they are not satisfied, clear direction must be given on what further work is required in order to be able to close. The program close report should be submitted to the sponsoring group for review prior to the meeting. This will provide guidance to the sponsoring group in giving their authorisation for closure.
Overlooking this task could cause the following challenges:
- The program closes without formal approval
Exit Criteria
The following criteria should be met before completing this activity:
- Approval is received from the sponsoring group to close the program, or clear direction on what is required to be completed before the program can close
Activities to be completed
During this step, the SRO should:
- Organise the final sponsoring group meeting
- Send the program close report to the sponsoring group prior to the meeting
- Seek authorisation from the sponsoring group to close the program and for full transition into business as usual
Inputs
Outputs
- Authorisation for program close
- Business case handed to business change owner
- Benefits ownership confirmed
Roles
- SRO
- Sponsoring group
Disband Program Organisation and Close Down Program
The program’s infrastructure and management processes are disbanded and individuals and resources released from the program. Any redeployment of internal staff should be planned well in advance.
Any contracts used by the program are finalised and closed, or responsibility for continued contract management handed over to the relevant business management function.
Ensure that all administrative closure activities are completed. A final program communication should be sent to all stakeholders informing them of the final closure date, and the end of the program recognised with program staff (where appropriate).
Overlooking this task could cause the following challenges:
- On-going contracts not managed effectively in business as usual
- Misunderstanding as to whether the program is closed or not
- Closedown administration and financial tasks not completed
- Insufficient sense of celebration of achievement and closure for the program team
Exit Criteria
The following criteria should be met before completing this activity:
- Contracts closed or transferred to business as usual where necessary
- Performance information for program staff provided to the relevant line managers
- Final program communication sent out
- End of program recognised
Activities to be completed
During this step, the Program manager should:
- Send out the final program communication
- Ensure on-going contracts are handed over
- Organise the Program team to be disbanded
Inputs
- Sponsoring group authorisation for program closure
Outputs
- Final program communication
Roles
- Program manager
