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    New director in the chair

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    12611497_Pons2007_New director in the chair_PowerPoint.pdf (298.2Kb)
    12611497_Pons_2007_ProjectClosure_E04.1.pdf (131.8Kb)
    Author
    Pons, D.J.
    Date
    2007
    Permanent Link
    http://hdl.handle.net/10092/2806

    Closure has a unique set of challenges and is one of the stages that is too often done badly (Ceran & Dorman, 1995). The preferred outcome is a project that provides the deliverables and is shut down in a controlled and progressive manner (PMI, 2004), leaving everyone content (Meredith & Mantel, 1995). In other words, the project should satisfy all the stakeholders: the client, project organisation, sub-contractors, and the team members. The problem is that the project can either grind on interminably consuming a steady trickle of resources, or terminate abruptly by providing only the basic deliverables and leaving loose ends all over. This paper describes the process of closure and presents various findings from the research literature.

    Subjects
    Fields of Research::350000 Commerce, Management, Tourism and Services::350200 Business and Management
     
    Fields of Research::380000 Behavioural and Cognitive Sciences::380100 Psychology::380108 Industrial and organisational psychology
    Collections
    • Engineering: Conference Contributions [1822]
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