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4 - PROJECT INTEGRATION MANAGEMENT

4.6.1 close Project or Phase: Inputs

4.6.1.1 Project Management Plan

Described in Section 4.2.3.1. The project management plan becomes the agreement between the project
manager and project sponsor, defining what constitutes project completion.

4.6.1.2 Accepted deliverables

Described in Section 5.5. Accepted deliverables may include approved product specifications, delivery
receipts, and work performance documents. Partial or interim deliverables may also be included for phased or
cancelled projects.

4.6.1.3 organizational Process Assets

Described in Section 2.1.4. The organizational process assets that can influence the Close Project or Phase
process include, but are not limited to:

• Project or phase closure guidelines or requirements (e.g., administrative procedures, project audits,
project evaluations, and transition criteria); and
• Historical information and lessons learned knowledge base (e.g., project records and documents, all
project closure information and documentation, information about both the results of previous project
selection decisions and previous project performance information, and information from risk management
activities).

4.6.2 close Project or Phase: tools and techniques

4.6.2.1 Expert Judgment

Expert judgment is applied when performing administrative closure activities. These experts ensure the project
or phase closure is performed to the appropriate standards. Expertise is available from many sources, including
but not limited to
• Other project managers within the organization,

• Project management office (PMO), and
• Professional and technical associations.

102 ©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition
®

Licensed To: Jorge Diego Fuentes Sanchez PMI MemberID: 2399412
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.