The most direct reason that Project Interim Management Provider

The most direct reason that Project Closeout phase is neglected is lack of resources, time and budget. Even though most of project-based organizations have a review

process formally planned, most of the times "given the pressure of work, project team member found themselves being assigned to new projects as soon as a current

project is completed" (Newell, 2004). Moreover, the senior management often considers the cost of project closeout unnecessary. Sowards (2005) implies this added cost

as an effort "in planning, holding and Interim Management Provider documenting effective post project reviews". He draws a parallel between reviews and investments because both require a start-up

expenditure but they can also pay dividends in the future.

Human nature avoids accountability for serious defects. Therefore, members of project teams and especially the project manager who has the overall responsibility, will

unsurprisingly avoid such a critique of their work if they can. As Kerzner (2001, p110) observe, "documenting successes is easy. Documenting mistakes is more

troublesome because people do not want their names attached to mistakes for fear of retribution". Thomset (2002, p260) compares project reviews with the 'witch hunts'

saying that they can be "one of the most political and cynical of all organizational practices where the victims (the project manager and the team) are blamed by

senior management". While he identifies top management as the main responsible party for a failure, Murray (2001) suggest that the project manager "must accept

ultimate responsibility, regardless of the factors involved". A fair-minded stance on these different viewpoints would evoke that the purpose of the project review is

not to find a scapegoat but to learn from the mistakes. After all, "the only true project failures are those from which nothing is learned" (Kerzner, 2004, p303).