PHASE: Close & Sustain

By the end of this phase, the change is embedded in the organization, results are documented, and your team has been recognized for the work they did.

Too many projects close before the work is actually done. The solution gets implemented, the team moves on, and six months later people have quietly gone back to doing things the old way. This phase is designed to prevent that. You'll measure whether the project delivered what it promised, transition ownership to the people who will sustain it, capture what you learned, and formally close the project.

Close & Sustain Phase Objective

The following activities must be completed during this phase.

Measure & Report Final Results: This activity closes the loop on everything you set out to achieve to provide a clear, evidence-based account of what the project delivered.

Transition To Operations & Sustain the Change: This activity ensures the right people, processes, and support structures are in place before the project team steps away.

Close Project & Lessons Learned: This activity brings the project to a formal, deliberate close. You'll capture what you learned, confirm all close and sustain activities are complete, get Sponsor approval, and archive everything so the next team can benefit from your experience.

Browse the activities below to find guidance, templates, and tools.

ACTIVITY #1: Measure & Report Final Results

You can't claim success if you don't measure it. This activity closes the loop on everything you set out to achieve. You'll go back to the Measures of Success defined at the start of the project, assess whether the change actually landed, and run the final PCT Assessment to complete the picture of project health. The result is a clear, evidence-based account of what the project delivered.

Expected Output	What to Do	Tips	Templates Used	Resources
A final results report that measures project success across both delivery and change dimensions. Demonstrates the value and impact of the project against the Measures of Success established in Plan & Prepare and provides a clear picture of organizational adoption, competency, and perception.	1. Report Final Measures of Success: Review the Measures of Success established in Plan & Prepare. Collect final data for each measure and document results against original targets. Report findings to the Sponsor and key stakeholders. 2. Complete Final Measures of Change Assessment: Conduct a final assessment across three dimensions: - Adoption: Are stakeholders using the new solution? - Competency: Do stakeholders feel prepared and equipped to sustain the change? - Perception: Are stakeholders satisfied with the change and its impact? 3. Administer Final PCT Assessment: Administer the PCT Assessment for the final time. Compare results to both the Plan & Prepare baseline and the Build & Manage check-in to track the full arc of project health. Document findings and share with the Sponsor.	Tip: Go back to the original Measures of Success documented in Plan & Prepare. Don't redefine what success looks like at the end of the project. Measure against what was agreed at the beginning.	Measures of Success Template	Quick How-to-Guide Example Best Practices Guide
		Tip: Don't skip the Measures of Change assessment because the project is technically complete. Adoption, Competency, and Perception data tells you whether the change will stick, which is ultimately the most important measure of project success.	Measures of Change Assessment Template	Quick How-to-Guide Example Best Practices Guide
		Tip: The final PCT Assessment closes the loop on project health. Comparing baseline, check-in, and final scores tells a powerful story about how the project evolved and provides valuable data for future projects.	PCT Assessment Template	Quick How-to-Guide Example Best Practices Guide

ACTIVITY #2: Transition to Operations & Sustain the Change

Handing off a project is not the same as closing it successfully. This activity ensures the right people, processes, and support structures are in place before the project team steps away. Without a deliberate transition, even well-executed projects can quietly unravel after go-live as teams revert to old habits and no one is accountable for sustaining the change.

Expected Output	What to Do	Tips	Templates Used	Resources
A completed Transition to Operations Plan that formally transfers ownership of the solution, processes, and ongoing change reinforcement from the project team to operations. Ensures the right people, resources, and support structures are in place to sustain the change after the project closes.	1. Document Transition to Operations Plan: Identify all operational responsibilities that need to be transferred from the project team to operations. For each responsibility, confirm the owner, timeline, and any support needed to ensure a smooth handoff. 2. Hand Off to Process Owner: Formally transition process ownership to the identified Process Owner. Confirm they have the documentation, training, and support needed to manage and sustain the process after go-live. 3. Hand Off to Sponsor Network: Formally transition ongoing change reinforcement responsibilities to the Sponsor Network. Confirm they understand their role in sustaining adoption, addressing resistance, and reinforcing the change in their areas of the organization. 4. Confirm Support Resources: Verify that all support resources identified during Build & Manage are in place and accessible to stakeholders. This includes help desk support, super users, training materials, and process documentation. 5. Monitor Adoption: Establish a plan for monitoring adoption after the project closes. Define who is responsible for tracking adoption metrics, how frequently they will be reviewed, and what actions will be taken if adoption falls below expectations.	Tip 1: The Transition to Operations Plan should be started well before the project closes. Begin identifying operational owners and responsibilities during the Build & Manage phase so the handoff is smooth and well-prepared. Tip 2: A successful handoff to the Process Owner is not just about transferring documentation. It's about transferring confidence. Make sure the Process Owner feels fully prepared and supported before the project team steps away.	Transition to Operations Plan Template	Quick How-to-Guide Example Best Practices Guide
		Tip 3: The Sponsor Network's role does not end when the project closes. Reinforce with Sponsor Network members that ongoing change reinforcement is critical to sustaining adoption, especially in the weeks and months immediately following go-live.
		Tip 4: Adoption doesn't happen automatically after go-live. Build a formal adoption monitoring plan with clear owners, metrics, and review cadence. Without active monitoring, adoption gaps can quietly grow into operational problems.

ACTIVITY #3: Close Project & Lessons Learned

Closing a project well is just as important as starting one well. This activity brings the project to a formal, deliberate close. You'll capture what you learned, confirm all close and sustain activities are complete, get Sponsor approval, and archive everything so the next team can benefit from your experience. A well-closed project doesn't just end. It leaves something behind.

Expected Output	What to Do	Tips	Templates Used	Resources
A completed Lessons Learned session that captures what went well, what could be improved, and key insights to carry forward. A completed and Sponsor-approved Phase Gate Review confirming all Close & Sustain activities are complete and the project is officially closed. All project documentation and artifacts are archived and accessible for future reference.	1. Plan the Lessons Learned Session: Schedule and prepare for the Lessons Learned session. Develop an agenda that covers project results and accomplishments, what went well across both project management and change management, what could be improved, and key learnings to carry forward. 2. Conduct the Lessons Learned Session: Facilitate the session with the full project team. Review project results against original Measures of Success, celebrate accomplishments, and capture honest feedback on what worked and what didn't. Document all findings in the Lessons Learned template. 3. Prepare Final Stakeholder Communication: Using insights from the Lessons Learned session and the final results report, prepare the final Sponsor communication to all stakeholders. This is the fourth and final touchpoint in the Sponsor announcement cascade and formally closes the Adoption stage of the change curve. The communication should announce project completion, share key results, celebrate successes, direct stakeholders to ongoing support resources, and thank the Sponsor Network for their contributions. 4. Send Final Stakeholder Communication: The Project Sponsor sends the final communication to all stakeholders before the formal project close meeting. 5. Conduct Final Sponsor Meeting: Facilitate the final project meeting with the Sponsor. Present final project results, Measures of Success outcomes, Measures of Change results, and PCT Assessment findings. Review key lessons learned and acknowledge the team's contributions. Obtain formal Sponsor approval to officially close the project. 6. Confirm Project is Ready to Close: Before officially closing the project, jointly confirm with your Sponsor that all Close & Sustain activities are complete. Confirm the following before closing: - Final results reported against Measures of Success - Measures of Change assessment completed - Final PCT Assessment completed - Transition to Operations Plan completed and handed off - Process Owner and Sponsor Network handoffs completed - Support resources confirmed and in place - Lessons Learned session completed - Final stakeholder communication sent - Sponsor approval obtained If any items are incomplete, resolve them before advancing. 7. Archive Project Documentation: Compile and archive all project documentation and artifacts in the designated project repository. Ensure all documents are organized, labeled, and accessible for future reference.	Tip 1: Create a safe and honest environment for the Lessons Learned session. The most valuable insights come from candid discussions about what didn't go well, not just celebrations of what did. Tip 2: Document lessons learned in a way that makes them actionable for future projects. Vague observations help no one. Capture specific, concrete recommendations that the next project team can actually use.	Lessons Learned Template	Quick How-to-Guide Example Best Practices Guide: How to Conduct an Effective Lessons Learned Session Micro-Training How to Facilitate a Lessons Learned Session
		Tip: Send the Lessons Learned agenda to attendees at least 24-48 hours in advance. People who come prepared share richer and more specific insights than those asked to reflect on the spot.	Meeting Agenda	Quick How-to-Guide Example Best Practices: Scheduling & Agendas
		Tip 1: The final Sponsor communication is the formal close of the Awareness to Adoption journey. It should feel like a celebration, not just an administrative notification. Acknowledge the organization's effort in embracing the change. Tip 2: This communication should come from the Sponsor, not the project manager. It signals that leadership recognizes and values the organization's adoption of the change.	Sponsor Announcement Email Template (Example 4: Project Completion Announcement)	Example 4: Project Completion Announcement
		Tip 1: The final Sponsor meeting is not just an administrative close. Take the time to present results with pride, acknowledge the team's effort, and celebrate what was accomplished together. Tip 2: Don't rush the Phase Gate Review because the project feels done. A thorough review ensures nothing falls through the cracks, especially transition and sustainability activities that are easy to overlook in the excitement of project completion. Tip 3: Send the final Sponsor meeting agenda at least 24-48 hours in advance. Include the project results, Measures of Success outcomes, and PCT Assessment findings so the Sponsor has time to review before the meeting. A well-prepared Sponsor makes for a more meaningful and productive final meeting.	Project Close Checklist Meeting Agenda	Quick How-to-Guide Example Best Practices Guide
		Tip 1: Archive project documentation in a way that makes it useful. Organize files so that someone unfamiliar with the project can navigate them easily. Future project teams will thank you. Tip 2: Include the Lessons Learned document prominently in the project archive. It's the most valuable artifact the next project team can access. Make sure it's easy to find.	Archive Guide	Best Practices Guide: How to Archive Project Documentation

PHASE: Close & Sustain

By the end of this phase, the change is embedded in the organization, results are documented, and your team has been recognized for the work they did.

Close & Sustain Phase Objective

The following activities must be completed during this phase.

Browse the activities below to find guidance, templates, and tools.

ACTIVITY #1: Measure & Report Final Results

Expected Output

What to Do

Tips

Templates Used

Resources

A final results report that measures project success across both delivery and change dimensions. Demonstrates the value and impact of the project against the Measures of Success established in Plan & Prepare and provides a clear picture of organizational adoption, competency, and perception.

1. Report Final Measures of Success: Review the Measures of Success established in Plan & Prepare. Collect final data for each measure and document results against original targets. Report findings to the Sponsor and key stakeholders.

2. Complete Final Measures of Change Assessment: Conduct a final assessment across three dimensions:

- Adoption: Are stakeholders using the new solution?

- Competency: Do stakeholders feel prepared and equipped to sustain the change?

- Perception: Are stakeholders satisfied with the change and its impact?

3. Administer Final PCT Assessment: Administer the PCT Assessment for the final time. Compare results to both the Plan & Prepare baseline and the Build & Manage check-in to track the full arc of project health. Document findings and share with the Sponsor.

Tip: Go back to the original Measures of Success documented in Plan & Prepare. Don't redefine what success looks like at the end of the project. Measure against what was agreed at the beginning.

Measures of Success Template

Quick How-to-Guide

Example

Best Practices Guide

Tip: Don't skip the Measures of Change assessment because the project is technically complete. Adoption, Competency, and Perception data tells you whether the change will stick, which is ultimately the most important measure of project success.

Measures of Change Assessment Template

Quick How-to-Guide

Example

Best Practices Guide

Tip: The final PCT Assessment closes the loop on project health. Comparing baseline, check-in, and final scores tells a powerful story about how the project evolved and provides valuable data for future projects.

PCT Assessment Template

Quick How-to-Guide

Example

Best Practices Guide

ACTIVITY #2: Transition to Operations & Sustain the Change

Expected Output

What to Do

Tips

Templates Used

Resources

A completed Transition to Operations Plan that formally transfers ownership of the solution, processes, and ongoing change reinforcement from the project team to operations. Ensures the right people, resources, and support structures are in place to sustain the change after the project closes.

1. Document Transition to Operations Plan: Identify all operational responsibilities that need to be transferred from the project team to operations. For each responsibility, confirm the owner, timeline, and any support needed to ensure a smooth handoff.

2. Hand Off to Process Owner: Formally transition process ownership to the identified Process Owner. Confirm they have the documentation, training, and support needed to manage and sustain the process after go-live.

3. Hand Off to Sponsor Network: Formally transition ongoing change reinforcement responsibilities to the Sponsor Network. Confirm they understand their role in sustaining adoption, addressing resistance, and reinforcing the change in their areas of the organization.

4. Confirm Support Resources: Verify that all support resources identified during Build & Manage are in place and accessible to stakeholders. This includes help desk support, super users, training materials, and process documentation.

5. Monitor Adoption: Establish a plan for monitoring adoption after the project closes. Define who is responsible for tracking adoption metrics, how frequently they will be reviewed, and what actions will be taken if adoption falls below expectations.

Tip 1: The Transition to Operations Plan should be started well before the project closes. Begin identifying operational owners and responsibilities during the Build & Manage phase so the handoff is smooth and well-prepared.

Tip 2: A successful handoff to the Process Owner is not just about transferring documentation. It's about transferring confidence. Make sure the Process Owner feels fully prepared and supported before the project team steps away.

Transition to Operations Plan Template

Quick How-to-Guide

Example

Best Practices Guide

Tip 3: The Sponsor Network's role does not end when the project closes. Reinforce with Sponsor Network members that ongoing change reinforcement is critical to sustaining adoption, especially in the weeks and months immediately following go-live.

Tip 4: Adoption doesn't happen automatically after go-live. Build a formal adoption monitoring plan with clear owners, metrics, and review cadence. Without active monitoring, adoption gaps can quietly grow into operational problems.

ACTIVITY #3: Close Project & Lessons Learned

Expected Output

What to Do

Tips

Templates Used

Resources

1. Plan the Lessons Learned Session: Schedule and prepare for the Lessons Learned session. Develop an agenda that covers project results and accomplishments, what went well across both project management and change management, what could be improved, and key learnings to carry forward.

2. Conduct the Lessons Learned Session: Facilitate the session with the full project team. Review project results against original Measures of Success, celebrate accomplishments, and capture honest feedback on what worked and what didn't. Document all findings in the Lessons Learned template.

4. Send Final Stakeholder Communication: The Project Sponsor sends the final communication to all stakeholders before the formal project close meeting.

6. Confirm Project is Ready to Close: Before officially closing the project, jointly confirm with your Sponsor that all Close & Sustain activities are complete.

Confirm the following before closing:

- Final results reported against Measures of Success

- Measures of Change assessment completed

- Final PCT Assessment completed

- Transition to Operations Plan completed and handed off

- Process Owner and Sponsor Network handoffs completed

- Support resources confirmed and in place

- Lessons Learned session completed

- Final stakeholder communication sent

- Sponsor approval obtained

If any items are incomplete, resolve them before advancing.

7. Archive Project Documentation: Compile and archive all project documentation and artifacts in the designated project repository. Ensure all documents are organized, labeled, and accessible for future reference.

Tip 1: Create a safe and honest environment for the Lessons Learned session. The most valuable insights come from candid discussions about what didn't go well, not just celebrations of what did.

Tip 2: Document lessons learned in a way that makes them actionable for future projects. Vague observations help no one. Capture specific, concrete recommendations that the next project team can actually use.

Lessons Learned Template

Quick How-to-Guide

Example

Sponsor Announcement Email Template
(Example 4: Project Completion Announcement)