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PO10.14 - Project Closure

This topic is intended to enable collaboration and sharing of information to facilitate a better understanding and approach to implementing this COBIT control objective based on the risk, value and guidance provided by its corresponding control practices.

COBIT Control Objective PO10.14 - Project Closure is contained within Process Popup Manage Projects.

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Project Closure

Require that, at the end of each project, the project stakeholders ascertain whether the project delivered the planned results and benefits. Identify and communicate any outstanding activities required to achieve the planned results of the project and the benefits of the programme, and identify and document lessons learned for use on future projects and programmes.

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Value Drivers

  • Increased likelihood that the project will realise expected and agreed-upon business benefits
  • Improvements identified in project management and system development for future projects
  • Increased focus on executing remaining actions for delivery of promised benefits
  Risk Drivers
  • Undetected project management weaknesses
  • Missed opportunities from lessons learned

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  1. Define and apply key steps for project closure, including post-implementation reviews that assess whether a project attained desired results and benefits.
  2. Plan and execute post-implementation reviews to determine if projects delivered expected benefits and to improve the project management and system development process methodology.
  3. Identify, assign, communicate and track any uncompleted activities required to achieve planned programme project results and benefits.
  4. Collect from the project participants and reviewers the lessons learned and key activities that led to delivered benefits. Analyse the data and make recommendations for improving the project management method for future projects.

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Volume 3, 2107
by Jayakumar Sundaram, CISA, ISO 27001 LA
The SoA is a continuously updated and controlled document that provides an overview of information security implementation.
Volume 6, 2106
by Venkatasubramanian Ramakrishnan, CISM, CRISC, CHFI
Bayesian networks can capture the complex interdependencies among risk factors and can effectively combine data with expert judgment.
Volume 4, 2018
by Robert E. Davis, DBA, CISA, CICA
How organizational representatives communicate about technological innovation is often a significant factor in the success or failure of innovation management.
Volume 4, 2018
by Sunil Bakshi, CISA, CRISC, CISM, CGEIT, ABCI, AMIIB, BS 25999 LI, CEH, CISSP, ISO 27001 LA, MCA, PMP
Our organization is considering multiple projects for developing and implementing IT-based solutions. I have checked on various websites, but could not get a detailed list of generic risk scenarios for IT-related projects.
Volume 4, 2018
by Amelia Ho, CISA, CISM, CA, CFE, CIA, CISSP, FRM, PMP
Organizations aim to achieve their objectives while managing risk within their risk appetites. A good governance structure for managing risk is to establish three lines of defense.
Volume 4, 2018
by Mehmet Zeki Önal, CISA, CRISC, CGEIT, CCSA, CRMA
From the risk management perspective, the need for data governance exists not only in the insurance sector, but also in all sectors affected by IFRS regulations.

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