As with any other Programme or Project decision, authority to close or merge a Programme or Project should be carefully documented.

The most effective way of doing this is by production of a final Programme or Project closure report, this should document the following (this list is recommended as a minimum, and is not exhaustive):

  • reasons for closure
  • who authorised closure and the agreement of the Programme or Project Board
  • date of the decision
  • timescale for closure (a revised Programme or Project plan or exit strategy, showing the timescale for controlled shut down of the Programme or project, including all its constituent parts, unless they have been transferred or handed-over to other Programmes, Projects, operations etc.)
  • statement of delivery against the Programme or Project brief/plan. This should record if all the Deliverables are on time, cost and quality standards (any slippage should be noted)
  • how residual risks are to be managed (i.e. by whom)
  • how residual issues to be handled (i.e. by whom and by when)
  • how internal and external communications are to be handled
  • how Programme or Project resource issues are to be handled (e.g. handling of staff/HR issues, budget underspend or liabilities)
  • transfer of responsibilities for the delivery of still required Deliverables or outcomes (to whom? Are the target dates different?)
  • confirmation of whether Lessons Learnt have been captured and reported
  • how the post-closure evaluation (in the form of the Post Implementation Review is to be conducted (by whom, by when and how resourced)
  • confirmation that (key) Programme or Project documents have been completed and weeded of any superfluous material in line with corporate records management guidance. Also that they have been closed and archived or handed over to the team responsible managing any residual or operational issues and risks.