{"id":382,"date":"2022-08-26T12:10:23","date_gmt":"2022-08-26T12:10:23","guid":{"rendered":"https:\/\/pressbooks.ulib.csuohio.edu\/projectmanagement2ndedition\/chapter\/13-0-learning-objectives-and-overview-2\/"},"modified":"2024-12-29T02:18:39","modified_gmt":"2024-12-29T02:18:39","slug":"13-0-learning-objectives-and-overview-2","status":"publish","type":"chapter","link":"https:\/\/pressbooks.ulib.csuohio.edu\/projectmanagement2ndedition\/chapter\/13-0-learning-objectives-and-overview-2\/","title":{"rendered":"13.0 Learning Objectives and Overview"},"content":{"raw":"<div class=\"textbox textbox--key-takeaways\"><header class=\"textbox__header\">\r\n<p class=\"textbox__title\"><span style=\"font-size: 12.96px\">Learning Objective\u00a0<\/span><\/p>\r\n\r\n<\/header>\r\n<div class=\"textbox__content\">\r\n<ol>\r\n \t<li>Explain the importance and benefits of the project closure.<\/li>\r\n \t<li>Elaborate on the activities conducted by the project team while closing a project.<\/li>\r\n \t<li>Explain the post-implementation review.<\/li>\r\n \t<li>Describe how the benefits realization is monitored and validated following the closing phase of a project.<\/li>\r\n<\/ol>\r\n<\/div>\r\n<\/div>\r\n<h2 style=\"margin: 0in;margin-bottom: .0001pt;line-height: 150%;background: white\"><span style=\"color: black\">Overview<\/span><\/h2>\r\n<p style=\"margin: 0in;margin-bottom: .0001pt;line-height: 150%;background: white\"><span style=\"color: black\">As discussed in <a href=\"https:\/\/pressbooks.ulib.csuohio.edu\/projectmanagement2ndedition\/chapter\/1-0-learning-objectives-and-overview\/\">Chapter 1, \u201cIntroduction to Project Management<\/a>,\u201d projects are temporary. They have a definite beginning and ending date. Projects finish when their unique outcomes (i.e., results, deliverables) are produced and become available for the client, its end users, and the customers to use. Once the project deliverables are approved by the internal or external client (or an inspection and acceptance committee), the project manager can start the closing phase. Although closing a project might seem easier than the implementation phase, this process still requires delicate attention, as detailed in the following sections.<\/span><\/p>","rendered":"<div class=\"textbox textbox--key-takeaways\">\n<header class=\"textbox__header\">\n<p class=\"textbox__title\"><span style=\"font-size: 12.96px\">Learning Objective\u00a0<\/span><\/p>\n<\/header>\n<div class=\"textbox__content\">\n<ol>\n<li>Explain the importance and benefits of the project closure.<\/li>\n<li>Elaborate on the activities conducted by the project team while closing a project.<\/li>\n<li>Explain the post-implementation review.<\/li>\n<li>Describe how the benefits realization is monitored and validated following the closing phase of a project.<\/li>\n<\/ol>\n<\/div>\n<\/div>\n<h2 style=\"margin: 0in;margin-bottom: .0001pt;line-height: 150%;background: white\"><span style=\"color: black\">Overview<\/span><\/h2>\n<p style=\"margin: 0in;margin-bottom: .0001pt;line-height: 150%;background: white\"><span style=\"color: black\">As discussed in <a href=\"https:\/\/pressbooks.ulib.csuohio.edu\/projectmanagement2ndedition\/chapter\/1-0-learning-objectives-and-overview\/\">Chapter 1, \u201cIntroduction to Project Management<\/a>,\u201d projects are temporary. They have a definite beginning and ending date. Projects finish when their unique outcomes (i.e., results, deliverables) are produced and become available for the client, its end users, and the customers to use. Once the project deliverables are approved by the internal or external client (or an inspection and acceptance committee), the project manager can start the closing phase. Although closing a project might seem easier than the implementation phase, this process still requires delicate attention, as detailed in the following sections.<\/span><\/p>\n","protected":false},"author":3,"menu_order":1,"template":"","meta":{"pb_show_title":"on","pb_short_title":"","pb_subtitle":"","pb_authors":[],"pb_section_license":""},"chapter-type":[],"contributor":[],"license":[],"class_list":["post-382","chapter","type-chapter","status-publish","hentry"],"part":381,"_links":{"self":[{"href":"https:\/\/pressbooks.ulib.csuohio.edu\/projectmanagement2ndedition\/wp-json\/pressbooks\/v2\/chapters\/382","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/pressbooks.ulib.csuohio.edu\/projectmanagement2ndedition\/wp-json\/pressbooks\/v2\/chapters"}],"about":[{"href":"https:\/\/pressbooks.ulib.csuohio.edu\/projectmanagement2ndedition\/wp-json\/wp\/v2\/types\/chapter"}],"author":[{"embeddable":true,"href":"https:\/\/pressbooks.ulib.csuohio.edu\/projectmanagement2ndedition\/wp-json\/wp\/v2\/users\/3"}],"version-history":[{"count":3,"href":"https:\/\/pressbooks.ulib.csuohio.edu\/projectmanagement2ndedition\/wp-json\/pressbooks\/v2\/chapters\/382\/revisions"}],"predecessor-version":[{"id":902,"href":"https:\/\/pressbooks.ulib.csuohio.edu\/projectmanagement2ndedition\/wp-json\/pressbooks\/v2\/chapters\/382\/revisions\/902"}],"part":[{"href":"https:\/\/pressbooks.ulib.csuohio.edu\/projectmanagement2ndedition\/wp-json\/pressbooks\/v2\/parts\/381"}],"metadata":[{"href":"https:\/\/pressbooks.ulib.csuohio.edu\/projectmanagement2ndedition\/wp-json\/pressbooks\/v2\/chapters\/382\/metadata\/"}],"wp:attachment":[{"href":"https:\/\/pressbooks.ulib.csuohio.edu\/projectmanagement2ndedition\/wp-json\/wp\/v2\/media?parent=382"}],"wp:term":[{"taxonomy":"chapter-type","embeddable":true,"href":"https:\/\/pressbooks.ulib.csuohio.edu\/projectmanagement2ndedition\/wp-json\/pressbooks\/v2\/chapter-type?post=382"},{"taxonomy":"contributor","embeddable":true,"href":"https:\/\/pressbooks.ulib.csuohio.edu\/projectmanagement2ndedition\/wp-json\/wp\/v2\/contributor?post=382"},{"taxonomy":"license","embeddable":true,"href":"https:\/\/pressbooks.ulib.csuohio.edu\/projectmanagement2ndedition\/wp-json\/wp\/v2\/license?post=382"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}