▲    The two core control processes implemented during this project phase are the Performance Reporting and Integrated Change Control. There are several supporting processes interacting with these core processes as depicted below in Figure 0.7.

: Project Control Phase Processes

Only by controlling a project can project progress and stakeholder’s expectations be achieved in unison. Projects rarely fail because of one issue. Rather, failure is usually a collection of minor items that individually have negative impact in a specific project area. However, when looked at over the life of a project, these minor items can cause significant impact to cost, schedule, risk, and functionality and can manifest themselves as deviations from the original project plan.

As discussed in the planning phase section, the project plan will include the initially agreed upon baseline project schedule and budget. These become the primary tools for evaluating project performance.

The last major phase of a project’s life cycle is the project closeout phase. Project closeout is performed after all defined project objectives have been met and the customer has formally accepted the project’s deliverables and end product or, in some instances, when a project has been cancelled or terminated early. Project closeout is fairly routine, but it is an important process. By properly completing the project closeout, organizations can benefit from lessons learned and information compiled at closure.

The project closeout phase is comprised of two processes: contract closeout and administrative closure. These are depicted in Figure 0.8.

: Project Closeout Phase Processes

Some of the key elements to project closeout are:

▲    Completion and closeout of any contractual agreements with suppliers or providers