Project closure occurs over a certain period of time. The acceptances of securing and procurement closure after delivering the project is fully under the control of the project manager. A time period of about 2-8 weeks is required for the project implementation. Too much time should not be provided to achieve the goal of finding a balance between the provided time and required time. Each and every project will have a starting and ending point. In this case, a formal project closure should be implemented to move on the stakeholders to introduce more requirements. An impact on schedules and funds released by the state government can be occurred due to the unbudgeted add-on. This add-on will create a serious impact on the entire project. In this place a new second project should be introduced and the above issues should be controlled by the project manager. Those issues should not be continued in the next second project.
The project closure should be done formally by informing all the customers, sponsors and a team of staffs those who involved in the entire process. Closing the project does not mean that the entire organization is to be closed; it means that this is a start for a new upcoming projects. For example in the case study #2, it is given that the RPH is the first process taken by the PAS, hence a trial run has been made and a pilot study was undertaken for further implementation of the PAS process. The closing of the RPH project leads to a new project with 4 branch hospitals inside the Sydney city.
The central Project Management Office should manage the data collected by the various regional centres running in various areas of the state. The data collected from the various regional centres are stored in the central Project Management Office and it can be retrieved easily from any location of the hospitals. The data of single patient from one or number of regional centres are managed and linked in the central Project Management Offices to maintain a single medical history of the patient.