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CASE STUDY ON CHUNNEL TUNNEL

PROJECT

Team 4
Overview:

• Designed to create spur in Economic


Development

• Improve the trade relations with alternate


French and
high speed transportation
British Govts.,
• One of the largest privately funded
construction Project between two countries
Chunnel Tunnel Group/French
• 51.5 Km long double rail tunnel. Manche (BOT basis)

• Project was initially estimated at 5.5 Billion


dollars on completion the cost increased to
14.9 Billion dollars Transmanche Link (TML)
(Construction)
Closeout

The purpose of the closeout phase is to conclude all facets of the project to the
satisfaction of upper management before the team members start to leave the team.

The goal of the project closeout activities is to end the project in a way that reflects
favorably upon the team, the team leader and the organization.
Problems During the Closeout Phase:-

The team failed to plan out the closeout phase and is attempting to plan and execute the closeout at
the same time. 

Team members start to leave the team before the closeout phase is completed because they do not
understand all that has to be done and their roles in the closeout.

Functional managers start to withdraw their team members before the closeout is complete. 

The team surfaces a number of unresolved issues, or uncompleted work packages or unacceptable
deliverables.
Activities of Project Closeout:-

This phase requires the completion of the seven activities. It is fortuitous that
comprehensive planning makes the closeout phase rather straight forward.

Perform project closeout


Perform client closeout
Perform organizational closeout
Conduct subcontractor closeout
Perform final risk assessment
Write project final report or briefing
Conduct team closeout
Activity 1: Perform Project Closeout

This work package has as its purpose to determine that all the requirements have been satisfied. Assign one or two
team members to perform the following subtasks of this work package:
Validate and document that all the work packages listed on the WBS have been completed. If any work package is
not complete for some legitimate reason, document the reason.

Review the business case definition and charter to assure and document that all requirements on these
documents have been completed or resolved.

Review the contract, if there is one, to determine that all requirements have been met.

Conduct the final project evaluation. Each subtask should conclude with a memo to the project manager indicating
the findings and conclusions. Memos should be short, simple and direct.
Activity 2: Perform Client Closeout

The purposes of the client closeout are to:

Assure that the client has accepted the deliverables

Measure the degree to which the client is satisfied.


Activity 3: Perform Organizational Closeout

The aim of this work package is to conclude the team’s use of organizational resources and to make a final resolution
of the remaining resources. Select a team member to complete the four subtasks in this work package:

1.The first subtask requires the writing of a memo to the facilities management office stating that the project room
will be vacated on a certain date.

2.Releasing all borrowed or rented equipment is the second subtask. The memo or letter will need to include an
inventory of equipment being returned. This subtask includes reconciling any differences between the original
inventory and the return equipment inventory.

3.Finalizing financial records and funds is the third subtask in this work package. 

4.Preparing memos of appreciation to functional managers and other stakeholders is a subtask of this work package.
Activity 4: Conduct Subcontractor Closeout

The purpose of this work package is to reconcile all subcontractor matters. The three subtasks are:
Determine that the subcontractors have completed all the work for which they are responsible.
 Include the results of this investigation in the memo to the project manager.

Reconcile the amount of monies due the subcontractors. Coordinate with the procurement
department on this. Include the results of this reconciliation in the memo to the project manager.

Prepare subcontractor letters of appreciation for each firm which performed well. Write the letters
for the project manager’s signature and send a copy to the Procurement Department.
Activity 5: Perform Final Risk Assessment

The purpose of this work package is to identify any threats or opportunities that are relevant
to the end of the project. This work package will require a small group of people to perform
the following risk assessment activities:

Identify risks
Estimate probability and impact
Stratify risks
Develop strategies
Activity 6: Write the Project Final Report

The final report summarizes all the closeout activities. Its purposes are to:
Demonstrate to upper management that the project is indeed complete
Present the final status of the project

The report will include the following topics:


Project Closeout Activities
Client Closeout Activities
Organizational Closeout Activities
Subcontractor Closeout Activities
Final Risk Assessment
Team Closeout Activities
The report closing statement
Activity 7: Conduct Team Closeout

This work package contains five tasks:

Conduct the final lessons learned session. 

Write letters of appreciation for team members. 

Write letters of appreciation for functional managers. 

Release the team members. 

Celebrate. 
Financial Issues during Closing

Focused on minimizing their losses, refused to accept negotiated arrangements


for settling some of the key contracts disputes.

International Chamber of Commerce was involved with helping the various


competing sides to bargaining table in an attempt to resolve key portions.
SCOPE MANAGEMENT:-
TIME MANAGEMENT:-
COST MANAGEMENT:-
QUALITY MANAGEMENT:-
HUMAN RESOURCE MANAGEMENT:-
COMMUNICATIONS MANAGEMENT:-
RISK MANAGEMENT:-

Risk Management is the process of identifying, analyzing and responding to risk factors throughout the life
of a project and in the best interests of its objectives. Proper risk management implies control of possible
future events and is proactive rather than reactive. This is applicable to all the stages of the project, on
which you are working:-

INCEPTION
DEVELOPMENT
IMPLEMENTATION
CLOSEOUT
PROCUREMENT MANAGEMENT:-
INTEGRATION MANAGEMENT:-
MAJOR AREAS OF STRENGTH IN THE
MANAGEMENT IN THIS PHASE:-
MAJOR OPPORTUNITIES FOR IMPROVEMENT IN
THE MANAGEMENT IN THIS PHASE:-
CONCLUSION

The completion of the project was rushed to allow operations to begin before the
entire effort was completed.

The tunnel was actually completed.

Teamwork and communication were broken down into several key areas.