During project closure, which risk is commonly faced by the project team?

During project closure, which risk is commonly faced by the project team?

• A. Worries about what the future will hold or whether the community will make the project sustainable
• B. Eagerness to start the next project and leave tasks unfinished
• C. Lengthening the project to avoid leaving
• D. All of the above

Answer: (D)

In project closure, you’re wrapping up and ensuring the benefits will stick after the project ends, while also finalizing handovers and releasing resources. It’s common to face multiple human and organizational risks at this stage. First, there can be concern about whether the project’s outcomes will be sustained after closure—will the community or organization keep using and realizing the benefits without ongoing support? Second, there’s often eagerness to move on to the next project, which can lead to unfinished tasks, incomplete handovers, or insufficient documentation. Third, teams may lengthen the project to avoid leaving, wanting more time to tidy things up or address last-minute issues, which delays closure and realization of benefits. Since all of these risks can occur in tandem during closure, the correct choice is that all of the above are common risks. In practice, effective closure planning addresses these by confirming benefits realization, securing a clear handover to operations, and enforcing a firm closure timeline to prevent unnecessary delays.

In project closure, you’re wrapping up and ensuring the benefits will stick after the project ends, while also finalizing handovers and releasing resources. It’s common to face multiple human and organizational risks at this stage. First, there can be concern about whether the project’s outcomes will be sustained after closure—will the community or organization keep using and realizing the benefits without ongoing support? Second, there’s often eagerness to move on to the next project, which can lead to unfinished tasks, incomplete handovers, or insufficient documentation. Third, teams may lengthen the project to avoid leaving, wanting more time to tidy things up or address last-minute issues, which delays closure and realization of benefits. Since all of these risks can occur in tandem during closure, the correct choice is that all of the above are common risks. In practice, effective closure planning addresses these by confirming benefits realization, securing a clear handover to operations, and enforcing a firm closure timeline to prevent unnecessary delays.