WGU E062
Applied Project Management Capstone
TASK 3 - PROJECT CLOSING & POST-IMPLEMENTATION ANALYSIS
Northstar Home Services Cloud CRM Implementation
Student Name [Student Name]
Student ID [Student ID]
Course E062 - Applied Project Management Capstone
Submission Task 3 - Project Closing & Post-Implementation Analysis
Rubric-aligned model closeout using a fictional organization and internally consistent project actuals.
WGU E062 - Task 3 Capstone Closeout | Page 1
, Rubric Alignment Map
This report follows the A-E sequence supplied for E062 Task 3. Each rubric criterion is answered under its
matching heading so the evaluator can trace closeout evidence directly to the requirement. The project
remains the Northstar Home Services cloud CRM implementation established in Task 1.
Rubric Section Closeout Evidence
Operational ownership, acceptance,
A Project Closeout & Transition handoff, training, documentation and
support
Scope, schedule and budget variance;
B Project Performance Evaluation
success criteria and quality results
Successes, challenges, causal analysis
C Post-Project Review & Lessons Learned
and reusable lessons
Vendor/financial close, resource
D Administrative Closure
release, archive and records controls
Professional Communication & Executive closeout statement and
E
Attribution current project-management references
Final Project Result
The CRM project delivered all approved baseline capabilities, completed formal closure during Week 16,
and incurred $93,700 in final project cost against the $96,000 authorized baseline. All seven primary
success criteria were met. Twenty-two users completed training, 21 of 22 users were active within 30
days, migrated-record validation reached 97.4%, duplicate active records decreased 86%, and average
first-response time for new sales leads improved 34% within 60 days.
Baseline Continuity Assumption
Task 2 was not supplied with this model. For continuity, this Task 3 report assumes Task 2 retained the
Task 1 authorized control baseline: 16 weeks, $96,000, the approved CRM scope, 22 designated users,
and the measurable success criteria established in the proposal. The detailed actuals below are realistic
hypothetical closeout results for the same fictional project.
A. Project Closeout and Transition Plan
A1. Transition Strategy
The purpose of transition is to move the CRM from temporary project control into stable business-as-usual
operations without losing accountability, support coverage, configuration knowledge, or performance
visibility. Transition begins after production cutover and user acceptance are complete and ends when the
executive sponsor signs the final acceptance record and the operational owners accept responsibility for
ongoing use and support.
Northstar Home Services uses a dual-ownership operating model. The Customer Operations Manager
becomes the business owner of the CRM process, including workflow standards, data stewardship,
adoption reporting, and prioritization of future business enhancements. The IT Lead becomes the technical
service owner, responsible for user provisioning, role-based access, vendor support coordination,
WGU E062 - Task 3 Capstone Closeout | Page 2
Applied Project Management Capstone
TASK 3 - PROJECT CLOSING & POST-IMPLEMENTATION ANALYSIS
Northstar Home Services Cloud CRM Implementation
Student Name [Student Name]
Student ID [Student ID]
Course E062 - Applied Project Management Capstone
Submission Task 3 - Project Closing & Post-Implementation Analysis
Rubric-aligned model closeout using a fictional organization and internally consistent project actuals.
WGU E062 - Task 3 Capstone Closeout | Page 1
, Rubric Alignment Map
This report follows the A-E sequence supplied for E062 Task 3. Each rubric criterion is answered under its
matching heading so the evaluator can trace closeout evidence directly to the requirement. The project
remains the Northstar Home Services cloud CRM implementation established in Task 1.
Rubric Section Closeout Evidence
Operational ownership, acceptance,
A Project Closeout & Transition handoff, training, documentation and
support
Scope, schedule and budget variance;
B Project Performance Evaluation
success criteria and quality results
Successes, challenges, causal analysis
C Post-Project Review & Lessons Learned
and reusable lessons
Vendor/financial close, resource
D Administrative Closure
release, archive and records controls
Professional Communication & Executive closeout statement and
E
Attribution current project-management references
Final Project Result
The CRM project delivered all approved baseline capabilities, completed formal closure during Week 16,
and incurred $93,700 in final project cost against the $96,000 authorized baseline. All seven primary
success criteria were met. Twenty-two users completed training, 21 of 22 users were active within 30
days, migrated-record validation reached 97.4%, duplicate active records decreased 86%, and average
first-response time for new sales leads improved 34% within 60 days.
Baseline Continuity Assumption
Task 2 was not supplied with this model. For continuity, this Task 3 report assumes Task 2 retained the
Task 1 authorized control baseline: 16 weeks, $96,000, the approved CRM scope, 22 designated users,
and the measurable success criteria established in the proposal. The detailed actuals below are realistic
hypothetical closeout results for the same fictional project.
A. Project Closeout and Transition Plan
A1. Transition Strategy
The purpose of transition is to move the CRM from temporary project control into stable business-as-usual
operations without losing accountability, support coverage, configuration knowledge, or performance
visibility. Transition begins after production cutover and user acceptance are complete and ends when the
executive sponsor signs the final acceptance record and the operational owners accept responsibility for
ongoing use and support.
Northstar Home Services uses a dual-ownership operating model. The Customer Operations Manager
becomes the business owner of the CRM process, including workflow standards, data stewardship,
adoption reporting, and prioritization of future business enhancements. The IT Lead becomes the technical
service owner, responsible for user provisioning, role-based access, vendor support coordination,
WGU E062 - Task 3 Capstone Closeout | Page 2
