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In the PM handbook that Samantha had implemented, when projects completed the supervisors finished tracking all of the actual effort and costs and turned that information over to cost accounting for billing purposes. As Samantha and colleagues implemented the project management office, they modified the PM manual to have a copy of this information also shared with the project management office. They have found this information to be sometimes useful as historical data to help develop estimates for new projects as requests for new eBooks come in from their customers. The PMO team was discussing making changes to the PM manual and holding a short training for supervisors to implement some improvements to their project completion processes. They wanted to change their standard job template to incorporate these additions: a planned task for supervisors to close out the project, a task to create a lessons learned report, and an optional task for a closing celebration for the team to mark the end of the project, They felt that it was important that the PMO start capturing lessons learned. These could be collated by the supervisors at the end of the project, or they could encourage supervisors to plan, schedule and hold a project closing meeting with their team members to thank the team members and to collect lessons learned from all of the team. They could also invite feedback or participation from the relevant Customer Service Representatives and account managers.