The new matter tracker is live. A week later, someone needs to change a field and discovers that only the implementation vendor knows how. Project closeout should prevent that avoidable dependency. Use this checklist while the delivery team is still available to explain the configuration and transfer the duties the firm will keep.
Check Items as You Prepare. Your Checks Stay on This Page.
Confirm What the Firm Is Accepting
Use the scope and acceptance conditions approved at the start. In a worked example, a Michigan firm has introduced a shared matter-status tracker. Closing the project requires more than an active subscription. The firm needs evidence that the agreed users can enter and review information, the existing open matters have been reconciled, and the receiving owner understands the known limitations.
Transfer the Operating Responsibilities
Name the person who maintains the tracker, approves configuration changes, helps new users, and handles issues. Give that person the instructions and access they need. Avoid leaving a vendor or former project lead as the only person who can explain a key setting.
Account for the Old Process
GAO’s IRS modernization follow-up distinguishes migration from retiring the earlier system. Apply that distinction to the firm’s handoff. A new tracker does not explain what happens to old spreadsheets, saved reports, or remaining requests. The firm’s authorized owners should determine retention and access arrangements.
Schedule One Review of the Result
PMI’s value-based view of project success supports checking what the delivered change achieves after handoff. For the Michigan firm, the review can ask whether lawyers can find a current matter status without requesting a separate spreadsheet. Choose a reasonable review point and assign the evidence gathering now, while the project’s purpose remains clear.
Keep a short record of lessons that the next project can use: a data field that caused confusion, a review that took longer than expected, or a training example that worked. Do not require a lengthy retrospective to preserve a useful decision. Closeout is complete when the firm can operate, maintain, and question the result without relying on the original delivery team.