Types / processes of termination

1. Normal process
a. The most common circumstances for project closure is a completed project and
then the main deliverable(s) and final report are submitted as was anticipated.
2. abnormal process
i. Premature process, The project is completed earlier than anticipated which may be due
to elimination of some activities so as to hit the deadline eg Christmas.
ii. Perpetual process Some projects never seem to end, and just drags on and are
characterized by adds on mentality which suggests a poorly conceived project scope.
Requires a review or new action plan to close this project - or to begin a new one.

iii. Failed process -Failed projects are easy to identify and easy for the project team to
institute closures

iv. Changed Priority-Due to change in priority or shift in direction to a new objective or

scope.

Categories of project terminations

According to Meredith and Mantel (1995), there are FOUR ways to terminate a project:
extinction, inclusion, or integration

Closeout Approach
1. Termination by Integration –
It is the most common way of dealing with successful projects, and the most complex. All the
assets and resources used in a project are redistributed among the existing elements of the project
organization. The output of the project becomes a standard part of the operating systems and
procedures of the parent organization, or client. The major challenge associated with this
termination process is the ability of the project organization to blend technological differences
between the project and the project organization. When a project team is facing this type of
closeout they need to ensure that appropriate change management activities are being conducted
at the same time of performing the administrative closeout activities. In the transition from
project to integrated operation the following aspects must be considered:

1. Personnel - where will the team go?

2. Manufacturing - is the training complete?
3. Accounting/Finance - have the project’s account been closed and audited?
4. Engineering - are all drawings complete and on file?
5. Information Systems/Software - has the new system been thoroughly tested?
6. Marketing - is the sales department aware of the change?

2. Termination by Addition - This happens when a project ends successfully and is

incorporated to the main parent organization. Project personnel, property, and equipment are
often simply transferred from the dying project to the newly born division The transition from
project to division demands a superior level of political sensitivity for successful
accomplishment . Project managers and team members must be sensitive to these stresses until
the organization is able to settle into a new and more stable routine.

3. Termination by Extinction- These are projects brought to an end (often before completion)
because they are unsuccessful, fail to meet end-user objectives, a government regulatory body
eliminated the need for the project deliverables are superseded by technical advances that make
the project obsolete, or because cost escalations destroy economic viability of the project or
product.

4. Termination by Starvation - This type of project termination is a “slow starvation by budget

decrement”. There are many reasons why senior management does not wish to terminate an
unsuccessful or obsolete project:

1. Politically dangerous to admit that one has championed a failure

2. Terminating a project that has not accomplished its goals is an admission of failure