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• Travel (travel authorizations and travel expense reports)
• Project Docs (PMP, Project Charter, etc.)

All program and project documents should be saved within this shared folder. No program documents
should be saved on employee desktops. Additionally, folders should be kept organized in an intuitive
manner and naming conventions should be followed. This makes team member collaboration more
efficient so that all team members should be able to find any document they need without having to
ask others to send it to them. Additionally, when team members leave, all their work can be easily
picked up by someone new.
All project email communication by Vysnova staff should be done through their @Vysnova.com email
address and include a Vysnova standard email signature block (See sample in Vysnova Standard PgM
Docs > PgM Templates & Forms > PgM Processes). The PM should request a program or project
distribution list via itrequests@vysnova.com named [name of project]@vysnova.com (e.g.
Saber@vysnova.com) to which all deliverables, invoices, and other important project correspondence
should be sent. This reduces the risk of project documents being lost when employees change position
or leave the company.

Project Closeout
The PgM side of Closeout mostly involves Closeout planning, deliverable confirmation, and document
storage. Each functional area in the following PM Guide sections also contains information on project
closeout specific to that functional area.

Closeout Timing & Strategy

Close-out planning should be done in collaboration with all functional area (e.g. Accounting,
Contracts, etc.) and begin at least three months before project completion for a one- to two-year
project, and potentially further in advance than that for projects with implementation periods of three
years or more. This process should begin with the PM scheduling a Closeout Kickoff and inviting all
applicable functional area owners.

The PM will prepare close-out issues & talking points as part of the close-out strategy. These
documents are created three months prior to the end of the project. Several subjects are covered in
these documents including but not limited to:

• Drafting a close-out strategy in collaboration with functional area leads (invitees to
Project Closeout Kickoff should be the same as the invitees to the Internal Contract Kickoff;
see Contracts Section of PM Guide)
• Developing a closeout calendar of action dates
• Collaborating with the client in developing a close-out strategy
• Organizing a strategic planning session with partners, if applicable
• Considering the possibility of exercising a no-cost extension option
• Revisiting and refining strategy monthly

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