Closeout Report

The closeout report marks the project’s final stage. It is prepared internally by the owner’s project team, the contractor and engineer­ing firm should be involved as well. This report is very important and critical for future projects. It enables a cycle of continuous improvement of the project beyond the turnkey moment. In most owner companies, after commissioning and project start-up, the complete team membership assembles for a light workshop that brings forth the advantages and disadvantages that emerged in any part of the project —construction, engineering, procurement, HSE, contracts, planning, etc. After this "brainstorming session," all the data are collected in a final "closeout" report.

Principal characteristics of such a report include:

• preparation at the end of the project.

• preparation by the technical office, the planner, and costs control engineers.

• review is done by the various departments concerned, with a final audit by the project manager.

Basic elements of the report include the following:

1. Introduction

2. Background on the project and its objectives

3. The budget allocated for the project and the actual cost

4. The difference between the estimated and actual cost allowed

5. Evaluation of the performance of contractors and suppliers

Table 7.6 Project closeout report preparation procedure


This is a critical review of a project to assess both highlights and lowlights of project performance. This review should be used to ensure that lessons are learned and shared.


To critically review project performance in all areas, i. e., schedule, cost, quality, etc. Good practices and outcomes should not be lost but should be shared with others. Less effective practices must be prevented.


For minor projects, the project leader should collate the report from core project members. For small/medium sized projects, a facilitated wash up session should be held to capture all aspects of project performance.


The report should be done in early operations to capture both good and bad issues.


The project leader is responsible for the generation and communication of the report.

6. The final drawings correspond to the final situation on site (as built drawings)

7. Planning time at the beginning of the project and has been modified in the time schedule

8. The reasons for completion of the project before or after the plan schedule

9. The change in the quantity rather than in the contracts and their impact on the time and costs

10. Recommendations:

• Amendment to calculate the estimated cost

• Modified schedule plan

• Recommendations for the performance of contrac­tors and suppliers

• Recommendations for the operator