Construction	Online Guide
		Plan the Work	Process
Activity:	Develop Transition and Closure Plan		Revision July 1, 2005
Description:	Transition and Closure is the process of completing a major phase, or the project itself. This includes transferring the completed work and remaining project responsibilities to others; demobilizing the appropriate team members and facilities; complete document archiving; and closing out the administrative and financial processes associated with the activity, phase, or the project. Transition and Closure planning begins during the Plan the Work stage of the project with the development of the Transition and Closure Plan. The Plan outlines the points in the project at which formal Transition and Closure activities will take place; the requirements of the transition and the responsible organization; and the process steps that will be taken to accomplish an efficient and effective transition. The resulting Transition and Closure Plan is an integral part of the Project Management Plan, and is implemented at appropriate points throughout the project and at project completion. Certain elements of the Transition and Closure Plan are implemented continually; e.g., Lessons Learned, Rewards and Recognition. Other elements can be implemented at appropriate intervals prior to the full completion of the work of the activity or phase; e.g., preparing no-longer-needed files for archiving, or demobilizing staff, facilities, or equipment no longer needed for the work. All Transition and Closure activities are completed before the activity, phase, or project is deemed “complete” and the Project Manager is released from responsibility for the project. Begin a project with the End of the project in mind!
Inputs:	· Project Management Plan - Project Performance Baseline - Other Project Management Plan Elements
Tools:	· Transition and Closure Plan Template · Sample Transition and Closure Plan
Steps:	1. Establish the Transition Points Identify the major activities and milestones of the project that will require a formal transition process. In general, there are clear transition points between Scoping and Pre-Construction, between Pre-Construction and Construction, and at the completion of Construction. Other transition points may be more obscure, and associated with the project type or specific to the project itself. Consider the following criteria: Delivery and acceptance of major elements of the work Transfer of responsibility for all or a major portion of the project Major changeover of project staff, resources, or location of performance
	2. Acceptance of Work · Identify all of the Work included in each transition and develop the acceptance criteria and an acceptance checklist. · Identify the responsible parties for each element of the work to be accepted—the performers and those accepting the work. · Work with the appropriate staff to establish a common understanding of the requirements and acceptance criteria. · Identify the activities and responsibilities involved in the completion and acceptance process, and develop a discrete Transition and Closure Schedule for the specific transition event or incorporate them into the Project Performance Schedule.
	3. Demobilization · Staff Planning for the transition of staff is one of the most critical Transition and Closure activities. The absence of a sound approach to staff transition often creates a “non-productive” environment in which staff members are focused on identifying their next assignments. A detailed Staff Transition Plan is not required at the beginning of the work unless it is a short-term project or activity. However, a description of the development of the Staff Transition Plan and the timing for its development (based on the timing of the transition points in the project) should be included in the Transition and Closure Plan. · Facilities, Equipment, and Services It is easy to forget to plan for transition of facilities, equipment and services if they are not included in the Transition and Closure Plan. Identify all of the activities, steps, and requirements for demobilizing and returning (or terminating) facilities, equipment, and services as they are acquired. Establish roles, responsibilities, budgets, and schedules for all of the activities involved in demobilizing the facilities, equipment, and services associated with each transition event (or when they are no longer needed) and include them in the Transition and Closure Plan as they are acquired.
	4. Lessons Learned WSDOT has established a formal Lesson Learned System, which includes the collection of Lessons Learned from WSDOT projects. Compliance with the WSDOT Lessons Learned process is mandatory and information for the process is found at: http://wwwi.wsdot.wa.gov/IPD/WSDOT+Lessons+Learned.htm Based on the requirements of the WSDOT Lessons Learned System, establish specific project team activities and responsibilities for identifying, documenting, reporting, and compiling Lessons Learned. During the course of the project, and as each transition point is reached, compile and report the complete Lessons Learned file for the appropriate area or phase of the work.
	5. Archiving Review current archiving requirements with Region/Organization Management and administrators and determine the specific Archiving requirements for the project. Develop specific instructions for the project team on Record-keeping, and Document Management and Preparation for Archiving during the course of the project. Include instructions for maintaining files; sequestering original documents; dates and project information on documents; copying documents; and the maintenance of document logs. Based on transition events, develop file structures that provide the capability of preparing the appropriate files for archiving as each transition event is achieved.
	6. Financial Closure Review the requirements and specific procedures for Financial Closure of the activity, phase or project with Region/Organization Management and the Program Controls function.
	7. Rewards and Recognition Review requirements and policies regarding rewards and recognition with Region/Organization Management. Based on the work, the conditions under which it will be performed, and the roles, responsibilities and performance expectations of team members, identify “target” performance measures in “key” areas that are critical to project success. The measures should be strong indicators of performance beyond expectations and should be “stretch” targets that are achievable, but require significant “extra” effort to accomplish. Based on these “key” areas and “target” performance measures, identify appropriate project rewards and recognition for exemplary performance. Consider non-monetary recognition and rewards, as well as those requiring budget allocations. Develop a budget around the appropriate awards and targets and include them in the Project Management Plan.
	8. Transition and Closure Schedules and Budgets Completing the Transition and Closure Plan portion of the Project Management Plan is one step, but the activities that must be performed to provide an efficient and effective process must also be included into the Project Baseline Schedule. The required budgets for their performance must be established so they can be tracked and their status monitored. All transition activities should be linked to the appropriate project milestones and activities for tracking and status monitoring. This provides as an effective method to ensure that they are not overlooked.
Products:	· Completed Transition and Closure Plan
Guidelines:	Remember that the Transition and Closure process starts during planning. Many projects are “put on the shelf” for a number of years before they are actually completed. Good records, starting with the Project Management Plan and a sound Transition and Closure Plan, can expedite the start-up and completion process. Even if all of the requirements, roles, and responsibilities are not understood when beginning the planning for the Transition and Closure process, include your best estimates and “guesses” in the Transition and Closure Plan and upgrade it regularly throughout the project.