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images ADMINISTRATIVE CLOSURE

Although all projects must come to an end, a project can be terminated for any number of reasons. Gray and Larson (2000) define five circumstances for ending a project: normal, premature, perpetual, failed, and changed priorities.

  • Normal—A project that ends normally is one that is completed as planned. The project scope is achieved within the cost, quality, and schedule objectives, although there probably was some variation and modification along the way. The project is transferred to the project sponsor, and the end of the project is marked with a celebration, awards, and recognition for a good job well done by those involved. As you might suspect, this is an ideal situation.
  • Premature—Occasionally, a project team may be pushed to complete a project early even though the system may not include all of the envisioned features or functionality. For example, an organization may need to have a new system operational—with only a core set of original requirements—to respond to a competitor's actions, to enter a new market early, or as a result of a legal or governmental requirement. Although there is pressure to finish the project early, the risks of this decision should be carefully thought through by all the project stakeholders.

  

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