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The purpose of this article is to investigate the current

The purpose of this article is to investigate the current hot topics of project management. In the 21st century, there is a clear swift from hard systems approach of

project management to soft factors, a demand for strategic thinking in project management (Buttrick, 2000), new success factors (Atkinson, 1999) and project

uncertainty management (Ward & Chapman, 2003). Broader project management theory and more intense research efforts are also a trend in the field (Winter & Smith,

2005).

Human beings have been executing projects from ancient times (Kwak, 2003). From relocating a tribe to constructing enormous buildings such as the pyramids, projects

were a dominant element of history. Not long ago, those involved in projects understood that they needed methods and processes to help them manage these projects more

efficiently. To meet this need, scientists and practitioners worked together to form a new concept which was called «project management». According to the PMBOK's

definition "project Interim Management Provider is the application of knowledge, skills, tools and techniques to project activities to meet project requirements". (A Guide to Project

Management Body of Knowledge, 2004). There are many different views in the literature concerning the birth of project management. Maylor (2005) mentions that "project

management in the way that we would understand it today did not exist until the 1950s" and Wideman (2001) tracks the first use of project management in the UK's

Institution of Civil Engineers report on UK post war national development first published in 1944.

Since then, there have been a lot of changes. "The hard systems approach, which treated the project as a mechanical activity, has been shown to be flawed" (Maylor,

2005). The soft skills of project management are getting more attention because it is now clear that "the ability to apply these skills effectively throughout the life

cycle of a project will enhance the success of a project exponentially" (Belzer). In spite of the perfect understanding of planning, scheduling and controlling,

projects have still a high rate of failure. Belzer points out that "more often they fail because of a project manager's inability to communicate effectively, work

within the organization's culture, motivate the project team, manage stakeholder expectations, understand the business objectives, solve problems effectively, and make

clear and knowledgeable decisions". To address these problems in the 21st century, a project team needs to develop a series of soft skills such as "communication, team

building, flexibility and creativity, leadership and the ability to manage stress and conflict". (Sukhoo et. al, 2005).

Interim Management Provider Types

This approach can be implemented in the closeout phase, with systematic reviews for each of the above factors. Doing so, project closure could receive the attention it

deserves and be a truly powerful method for continuous improvement within an organization. Finally, project closeout phase should be linked with PMI's Organizational

Project Management Maturity (OPM3) model Interim Management Provider where the lessons learned from one project are extremely valuable to other projects of the same program in order to achieve

the highest project management maturity height.

References

1. A Guide to Project Management Body of Knowledge, 2004, 3rd Edition, Project Management Institute, USA, p102

2. Arora M, 1995, Project management: One step beyond, Civil Engineering, 65, 10, [Electronic], pp 66-68

3. Barkley & Saylor, 2001, Customer-Driven Project Management, McGraw-Hill Professional, USA, p214

4. Bucero A, 2005, Project Know-How, PM Network, May 2005 issue, [Electronic], pp 20-22

5. Crawford K, 2002, The Strategic Project Office, Marcel Dekker, USA, p163

6. Department of Veteran Affairs, 2004, Project Management Guide, Office of Information and Technology - USA Government, p13

7. Dvir D, 2005, Transferring projects to their final users: The effect of planning and preparations for commissioning on project success, International Journal

of Project Management vol. 23, [Electronic], pp 257-265

8. Futrel R, Shafer D & Shafer L, 2002, Quality Software Project Management, Prentice Hall PTR, USA, p1078

9. Gannon, 1994, Project Management: an approach to accomplishing things, Records Management Quarterly, Vol. 28, Issue 3, [Electronic], pp 3-12

10. Heerkens G, 2002, Project Management, McGraw-Hill, USA, p229

11. Kempster S, 2005, The Need for Change, MSc in Project Management: Change Management module, Lancaster University, [Electronic], slide 16

12. Kerzner H, 2004, Advanced Project Management: Best Practices on Implementation, 2nd Edition, Wiley and Sons, p303

13. Kerzner H, 2001, Project Management - A Systems Approach to Planning, Scheduling and Controlling, 7th Edition, John Wiley & Sons, New York, p594

14. Kerzner H, 2001, Strategic Planning For Project Management Using A Project Management Maturity Model, Wiley and Sons, pp 110-111

15. Lecky-Thompson G, 2005, Corporate Software Project Management, Charles River Media, USA, p26

16. Loo R, 2002, Journaling: A learning tool for project management training and team-building, Project Management Journal; Dec 2002 issue, vol. 33, no. 4,

[Electronic], pp 61-66

17. Maylor H, 2005, Project Management, Third Edition with CD Microsoft Project, Prentice Hall, UK, p345

18. Mooz H, Forsberg K & Cotterman H, 2003, Communicating Project Management: The Integrated Vocabulary of Project Management and Systems Engineering, John Wiley

and Sons, USA, p160

19. Murray J, 2001, Recognizing the responsibility of a failed information technology project as a shared failure, Information Systems Management, Vol. 18, Issue

2, [Electronic], pp 25-29

20. Newell S, 2004, Enhancing Cross-Project Learning, Engineering Management Journal, Vol. 16, No.1, [Electronic], pp 12-20

21. Organizational Project Management Maturity (OPM3): Knowledge Foundation, 2003, 3rd Edition, Project Management Institute, USA

22. Pinkerton J, 2003, Project Management, McGraw-Hill, p329

23. Reed B, 2001, Making things happen (better) with project management, May/Jun 2001 issue, 21, 3, [Electronic], pp 42-46

24. Rosenau & Githens, 2005, Successful Project Management, 4th Edition, Wiley and Sons, USA, p300

25. Sowards D, 2005, The value of post project reviews, Contractor, 52, 8, [Electronic], p35

26. Thomset R, 2002, Radical Project Management, Prentice Hall PTR, USA, p260

27. Whitten N, 2003, From Good to Great, PM Network, October 2003 issue, [Electronic]

Interim Management Provider defines that actions and activities

Interim Management Provider defines that "actions and activities are necessary to confirm that the project has met all the sponsor, customer and other stakeholders'

requirements". Such actions can be a final presentation of the project review which includes all the important information that should be published to the

stakeholders. This information can include a timeline showing the progress of the project from the beginning until the end, the milestones that were met or missed, the

problems encountered and a brief financial presentation. A well prepared presentation which is focused on the strong aspects of the projects can cover some flaws from

the stakeholders and make a failure look like an unexpected success.

Next Steps

Even when the client accepts the delivery of the final product or service with a formal sign-off (Dvir, 2005), the closeout phase should not be seen as an effort to

get rid of a project. Instead, the key issue in this phase is "finding follow-up business development potential from the project deliverable" (Barkley & Saylor, 2001,

p214). Thus, the project can produce valuable customer partnerships that will expand the business opportunities of the organization. Being the last phase, the project

closeout plays a crucial role in sponsor satisfaction since it is a common ground that the last impression is the one that eventually stays in people's mind.

Continuous improvement is a notion Interim Management Provider that we often hear the last decade and review workshops should be involved in it. The idea behind this theory is that companies have

to find new ways to sustain their competitive advantage in order to be amongst the market leaders. To do so, they must have a well-structured approach to

organizational learning which in project-based corporations is materialized in the project review. Garratt (1987 in Kempster, 2005) highlighted the significance of

organizational learning saying that "it is not a luxury, it is how organizations discover their future". Linking organizational learning with Kerzner's (2001, p111)

five factors for continuous improvement we can a define a structured approach for understanding projects.

Before reallocating the staff amongst other resources

Before reallocating the staff amongst other resources, closeout phase provides an excellent opportunity to assess the effort, the commitment and the results of each

team member individually. Extra-ordinary performance should be complemented in public and symbolic rewards could be granted for innovation and creativity (Gannon,

1994). This process can be vital for team satisfaction and can improve commitment for future projects (Reed, 2001). Reviewing a project can be in the form of a

reflective process, as illustrated in the next figure, where project managers "record and critically reflect upon their own work with the aim of improving their

management skills and performance" (Loo, 2002). It can also be applied in problematic project teams in order to identify the roots of possible conflicts and bring them

into an open discussion.

Ignoring the established point of view of disbanding the project team as soon as possible to avoid unnecessary overheads, Meredith Interim Management Provider and Mandel (2003, p660) imply that

it's best to wait as much as you can for two main reasons. First it helps to minimize the frustration that might generate a team member's reassignment with

unfavourable prospects. Second it keeps the interest and the professionalism of the team members high as it is common ground that during the closing stages, some

slacking is likely to appear.

All project systems must close down at the closeout phase

All project systems must close down at the closeout phase. This includes the financial systems, i.e. all payments must be completed to external suppliers or providers

and all work orders must terminate (Department of Veterans Affairs, 2004, p13). "In closing project files, the project manager should bring records up to date and make

sure all original documents are in the project files and at one location" (Arora, 1995). Maylor (2005, 347) suggest that "a formal notice of closure should be issued

to inform other staff and support systems Interim Management Provider that there are no further activities to be carried out or charges to be made". As a result, unnecessary charges can be

avoided by unauthorized expenditure and clients will understand that they can not receive additional services at no cost.

The project review comes usually comes after all the project systems are closed. It is a bridge that connects two projects that come one after another. Project reviews

transfer not only tangible knowledge such as numerical data of cost and time but also the tacit knowledge which is hard to document. 'Know-how' and more important

'know-why' are passed on to future projects in order to eliminate the need for project managers to 'invent the wheel' from scratch every time they start a new project.

The reuse of existing tools and experience can be expanded to different project teams of the same organization in order to enhance project results (Bucero, 2005).

Reviews have a holistic nature which investigate the impact of the project on the environment as a whole. Audits can also be helpful but they are focused on the

internal of the organization. Planning the reviews should include the appropriate time and place for the workshops and most important the people that will be invited.

Choosing the right people for the review will enhance the value of the meeting and help the learning process while having an objective critique not only by the team

members but also from a neutral external auditor. The outcome of this review should be a final report which will be presented to the senior management and the project

sponsor. Whitten (2003) also notices that "often just preparing a review presentation forces a project team to think through and solve many of the problems publicly

exposing the state of their work".

When the project is finished, the closeout phase must be implemented

When the project is finished, the closeout phase must be implemented as planned. "A general rule is that project closing should take no more than 2% of the total

effort required for the project" (Crawford, 2002, p163). The project management literature has many different sets of actions for the last phase of the project life

cycle. Maylor (2005, p345) groups the necessary activities into a six step procedure, which can differ depending on the size and the scope of the project:

First of all, the project manager must ensure the project is 100% complete. Young (2003, p256) noticed that in the closeout phase "it is quite common to find a number

of outstanding minor tasks from early key stages still unfinished. They are not critical and have not impeded progress, yet they must be completed". Furthermore, some

projects need continuing service and support even after they are finished, such as IT projects. While it is helpful when this demand is part of the original statement

of requirements, it is often part of the contract closeout. Rosenau and Githens (2005, p300) suggest that "the contractor should view continuing service and support as

an opportunity and not merely as an obligation" since they can both learn from each other by exchanging ideas.

2. Documentation
Mooz et. al (2003, p160) defines documentation as "any text or pictorial information that describe project deliverables". The Interim Management Provider importance of documentation is emphasized

by Pinkerton (2003, p329) who notes that "it is imperative that everything learned during the project, from conception through initial operations, should be captured

and become an asset". A detailed documentation will allow future changes to be made without extraordinary effort since all the aspects of the project are written down.

Documentation is the key for well-organized change of the project owner, i.e. for a new investor that takes over the project after it is finished. Lecky-Thompson

(2005, p26) makes a distinction between the documentation requirements of the internal and the external clients since the external party usually needs the documents

for audit purposes only. Despite the uninteresting nature of documenting historical data, the person responsible for this task must engage actively with his

assignment.