I. The true role of the Closing process group

In the PMI – PMBOK framework, the Closing process group is where we wrap up the entire project life cycle in a clear – complete – compliant – responsible way. This is not just the step of “finishing paperwork”, but the final checkpoint that reflects our project management capability, professional ethics and the real value delivered by the project team.

In Vietnamese practice, especially in construction, industrial and infrastructure projects:

• We may have done an excellent job in the first four process groups, but if acceptance and handover documentation is incomplete → everything ends up as “ÁN TẠI HỒ SƠ” – Judged by the file.
• If the paperwork is beautiful but the actual work is poor – shoddy workmanship, low-quality materials, delays – the documentation becomes “TRÒ LỪA BỊP” – a deceptive show, violating both law and professional ethics.

Therefore, Closing is not only a task for the document team or engineering department; it is a shared responsibility of the Owner – Consultants – Main Contractor – Subcontractors – Project Management Unit – Site Team – Finance & Accounting.

II. Partial and final acceptance – Legal foundation for handover

Acceptance is the step that confirms the product, work package or facility has been delivered in accordance with design – technical specifications – contract requirements – applicable laws.

In construction, under Decree 06/2021/NĐ-CP and related Circulars, the acceptance system usually includes:

• Acceptance of individual construction works – for each specific work item or task.
• Stage acceptance – linked to key schedule milestones.
• Acceptance of completed components or sections – as a condition to proceed to the next stage.
• Final acceptance of the entire facility – as a basis for putting it into operation.

Key acceptance documents usually include:

• Acceptance reports for works, stages and final completion.
• As-built drawings certified by the owner and supervising consultant.
• Site diary, supervision diary, owner and consultant logs.
• Material and equipment certificates, test and inspection reports.
• Approved construction and safety method statements.

III. Handover – Transferring responsibility and value to the client

Once acceptance is completed, the next step is handover. Handover is the moment when the contractor formally transfers the asset, facility, product or system to the client or operating entity.

A complete handover dossier typically includes:

• Handover and acceptance minutes for the facility, system, product or service.
• Technical documents: operation manuals, maintenance manuals, maintenance schedules, system diagrams, equipment catalogues, supplier lists.
• As-built dossier: as-built drawings, site diary, acceptance records, quality certificates, testing and inspection results.
• Legal documents: building permits, fire safety approvals, environmental approvals, utility connection approvals, etc.

When the handover minutes are signed, the responsibility for operation, maintenance and safeguarding is gradually transferred to the Owner or the Operating/Managing entity, as defined in the contract.

IV. Contract closure – Closing procurement, contractor and financial contracts

Contract closure is the step where we conclude the legal and financial obligations among all relevant parties: owner, main contractor, subcontractors, suppliers and consultants.

Typical content in contract closure:

• Quantity and value reconciliation
  – Compare actual accepted quantities with those in the contract and its addenda.
  – Record variations and change orders, following the approved Change Control process.
• Contract final account
  – Summarise: advances, interim payments, remaining balance, retention and any withheld amounts.
  – Prepare a Final Account Report with supporting financial documents.
• Contract liquidation
  – Once the final account is agreed, both parties sign a Contract Liquidation Minutes confirming that obligations have been fulfilled (except for remaining warranty/maintenance obligations).
  – This is an important milestone to close the legal relationship between the parties.

V. Lessons Learned – Turning experience into organisational assets

Lessons Learned is often ignored or done superficially, yet it contains “gold” in terms of knowledge. This is when the project team sits together and honestly reflects:

• What did we do well? Why did it work? Can we standardise it as a best practice?
• Where did we struggle or fail? Why? If we did it again, what would we change?
• Are our internal processes, forms and collaboration mechanisms clear, fast and effective enough?

A simple Lessons Learned template may include:

• Project objectives and scope.
• Key successes and the reasons behind them.
• Issues, incidents, risks and how they were handled.
• Assessment of cooperation among Owner – Consultants – Contractors – PMU – Finance – Procurement.
• Proposed improvements to processes, templates and organisation for future projects.

An organisation that systematically documents Lessons Learned after each project will:

• Significantly reduce the repetition of old mistakes.
• Shorten planning, execution and control time for future projects.
• Build its own “project management DNA”.

VI. Project Archives – “Judged by the file” must not become a deceptive show

After acceptance, handover, contract closure and Lessons Learned, the final step is project archiving. This is not “bureaucratic routine”, but a legal and ethical responsibility.

Project archives are usually grouped and stored as follows:

• Legal documents: project approval decisions, building permits, approvals from authorities.
• Contract & financial documents: contracts, addenda, acceptance records, payment records, final account, liquidation minutes, financial vouchers.
• Technical & quality documents: design drawings, as-built drawings, site diaries, quality certificates, testing and inspection reports.
• Operation & maintenance documents: operation manuals, maintenance manuals, preventive maintenance schedules, incident records.
• Lessons Learned & internal review: project completion reports, feedback from parties, improvement proposals.

VII. Two dangerous extremes in Closing: “Judged by the file” & “Deceptive show”

Real-life practice in construction and other sectors shows two very dangerous extremes in the Closing phase:

VIII. Final objective of Closing: Professional completion that opens the door to better projects

When done in line with PMI – PMBOK and in compliance with current laws, decrees and circulars, the Closing process group creates tremendous value for the organisation:

• Completing projects in a clear, complete, compliant and responsible manner.
• Building a standardised dossier system for future projects.
• Providing a foundation to upgrade internal project management capability and reduce repeat mistakes.
• Strengthening the reputation and brand of the company with clients, partners and authorities.

Closing is therefore not “finishing for the sake of finishing”, but a critical transition step that prepares the organisation to enter the next projects with stronger, more systematic and more professional foundations.

When Closing is done right:

• We have a facility with both technical and legal completeness.
• We have a dossier that can be opened at any time to protect both ourselves and our clients.
• We have Lessons Learned so that each new project is better than the last.

This is also the spirit INDUSVINA strives to follow: “Better not do it than do it without guaranteed quality.” Quality here is not only on the construction site, but also clearly and honestly reflected in the entire system of documentation, acceptance, handover and project closing.