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".