{"id":252116,"date":"2026-07-13T01:46:14","date_gmt":"2026-07-12T22:46:14","guid":{"rendered":"https:\/\/1kitap1.com\/en\/apm-body-of-knowledge-8th-edition-mike-bourne\/"},"modified":"2026-07-13T01:46:14","modified_gmt":"2026-07-12T22:46:14","slug":"apm-body-of-knowledge-8th-edition-mike-bourne","status":"publish","type":"post","link":"https:\/\/1kitap1.com\/en\/apm-body-of-knowledge-8th-edition-mike-bourne\/","title":{"rendered":"APM Body Of Knowledge 8th Edition – Mike Bourne"},"content":{"rendered":"
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\u2022 The APM Specific Interest Group for Planning, Monitoring and Control guide on Planning, Scheduling, Monitoring and Control (2015) contains a specific section on the transition of projects. It offers practical guidance on planning transitions based on best practices. \u2022 The APM Earned Value Management Specific Interest Group\u2019s Earned Value Management Handbook (2013) describes some of the issues in the management of transition of project deliverables.<\/p>\n

1kitap1.com\/en 3.6.2 Unplanned project endings Knowing when closure of the original project is the right business decision Projects exist to produce planned objectives which: \u2022 satisfy a business need, and\/or \u2022 bring about a business benefit Over time, circumstances may change. External and\/or internal events may influence the business strategy.<\/p>\n

Unacceptable risks may be identified. The original objectives may no longer be relevant or desirable in the light of these changes. In such a situation, it is logical to close the project early. This means that the investment can be directed towards a more useful opportunity (see Figure 3.6.2). The use of decision gates can facilitate this (see 3.5.3). This governance process ensures that investment does not continue if there is no longer a viable business case. The culture of the organisation needs to support this governance, so early project closure should be seen as a positive decision and not a failure.<\/p>\n

Many sectors understand this. The concept of failing fast is built into the planning and decision-making processes. For example, in drug development, many promising compounds will enter the portfolio, but those that will not make it through to full clinical trials or come to market are stopped as soon as possible. Many projects may look promising but cease to be so when more information is known. It is not wrong to start something when the outcome is uncertain, but it is wrong to continue something when the evidence suggests that sufficient value cannot be created.<\/p>\n

The governance approach should provide the framework and guidance that helps the right decision to be made. The organisation can support early closure by: \u2022 creating incentives and \u2018safety nets\u2019 for the team \u2022 championing the sharing of knowledge \u2022 looking for ways for other teams to use resources that become unexpectedly available \u2022 providing support for stakeholders who are affected \u2022 promoting internal communications, explaining what has happened and why In a programme or portfolio, closing projects needs to be viewed in the wider context.<\/p>\n

It should not be seen as a failure but as an opportunity for better utilisation of resource. It may result in a reprioritisation of projects that better serves the organisation\u2019s needs. It is also a significant learning opportunity if the reasons for closure are captured and disseminated across the organisation\u2019s project professionals. A sponsor\u2019s decision to close a project for the greater good of the organisation needs to be welcomed and acknowledged.<\/p>\n

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Association for Project Management Ibis House, Regent Park Summerleys Road, Princes Risborough Buckinghamshire HP27 9LE \u00a9 Association for Project Management 2025 Eighth edition 2025 Seventh edition 2019. Redesigned with minor corrections 2022. Sixth edition 2012 Fifth edition 2006 Fourth edition 2000 Third edition 1996 Second edition 1994 First edition 1992 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, without the express permission in writing of the Association for Project Management.<\/p>\n

Within the UK exceptions are allowed in respect of any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act, 1988, or in the case of reprographic reproduction in accordance with the terms of the licences issued by the Copyright Licensing Agency.<\/p>\n

Enquiries concerning reproduction outside these terms and in other countries should be sent to the Rights Department, Association for Project Management at the address above. All registered trademarks are hereby acknowledged and the publisher makes no claim to these trademarks. British Library Cataloguing in Publication Data is available. Paperback: ISBN: 978-1-913305-39-0. Epub ISBN: 978-1- 913305-40-6. Typeset in 8.5\/12pt Poppins by EMC Design Ltd.<\/p>\n<\/blockquote>\n

This is a short excerpt from the opening of “” by Unknown, quoted for review and introduction purposes. All rights belong to the copyright holders.<\/em><\/p>\n

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