De Beers 'Project Plus'

Management System

VOLUME I
2

DE BEERS PROJECT MANAGEMENT

GUIDELINES

Section 10 - Part 1
2

PROJECT CLOSE-OUT REPORT (PCR)

January 2002

Technical Support Services -

Engineering

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Section 10 (1) Project Close-out Report. 3rd ed. January 2002 -
CONTENTS PAGE

1.0 OBJECTIVE.....................................................................................................3

2.0 DEFINITIONS...................................................................................................3

3.0 GENERAL RESPONSIBILITY.........................................................................3

4.0 SPECIFIC DUTIES OF THE RESPONSIBLE PERSON CONDUCTING

THE PCR.........................................................................................................3

5.0 METHODOLOGY.............................................................................................4

5.1 Generate Project Information................................................................4

5.2 Analysis of Information..........................................................................4
5.3 Evaluation of Analysis...........................................................................4
5.4 Analysis and Findings...........................................................................4

6.0 SPECIFIC RESPONSIBILITIES OF THE PROJECT SPONSOR....................5

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1.0 OBJECTIVE

The Project Close-out Report (PCR) is required to document the Project Management
Performance Measure and Project Management Process deliverables to establish the
deviations from original plan or best practice. Only by quantifying these measures can
we identify the true causes of these variances and improve or understand the root
causes associated with them.
PCRs are performed in order to
 evaluate the success, or otherwise, of approved capital projects
 draw management's attention to those factors which had a significant
influence over the management of the project
 relay lessons learned to other parties who may embark on a similar type of
project.
It is imperative that accepted root cause problem solving analysis methodology be
applied to identify the true causes of deviation. Subjective opinions should not be
used in the process, and honest evaluation of the problems should be encouraged.

This is a contingency management process and should be read in

conjunction with Project Management System Volume 1 - Section 17 –
Knowledge Transfer.

2.0 GENERAL RESPONSIBILITY

2.1 It is the responsibility of the Project Manager together with his project team to
undertake the PCR.

2.2 The PCR is to be prepared and issued to management for review after successful
handover

2.3 Operational management have the opportunity to review and comment on the
findings before the publication of the final document.

3.0 SPECIFIC DUTIES OF THE RESPONSIBLE PERSON CONDUCTING THE PCR

The Project Manager is to identify the Key Performance Indicators (KPIs) successes,
claims, areas of concern and key learning points from the project.

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4.0 SPECIFIC RESPONSIBILITIES OF THE CO-ORDINATOR

4.1 Generate Project Information

 Compile the information from project data i.e. statistics financial.

 Research and investigate all relevant information that will assist in the
successful documentation of data.

4.2 Analysis of Information

 Ratios - analysis of actual discipline cost in relation to direct field cost and
indirect field cost.
 Deviations from specifications - listing of all such deviations and reasons
therefor.
 Estimate the severity of deviation - importance of scope changes or deviations
from the original scope of work.

4.3 Evaluation of Analysis

All scope of work analysis to be categorised into High / Medium / Low Risk
categories.

4.4 Analysis and Findings

 Each deviation identified should be evaluated and rated on a scale of Low,

Medium and High concerns.
 The Low rated concerns should be left as identified with no further information
provided.
 The Medium category concerns should be analysed briefly and grouped
together into 3 or 4 generic categories of concerns.
 The High rated concerns must form the main body of the PCR.
 Each concern should be analysed using accepted problem solving techniques,
addressing:
 What the problem was.
 How it occurred?
 What he possible causes were?
 What other causes could have influenced the above but did not?
 What the most probable cause was?
 Verification of the true or actual cause based on the evidence
generated above.
 Preventative measures that need to be taken in future to avoid re-
occurrence.

A summary of the lesson learnt.

Output: Full Knowledge Transfer of the project.

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5.0. SPECIFIC RESPONSIBILITIES OF THE PROJECT SPONSOR

5.1 To review the PCR, and if necessary, have amendments made to it by the
responsible person.

5.2 To ensure that the findings and recommendations contained in the report receive
the appropriate degree of Management attention.

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