Long-Term Handoff in Project Management
In the final episode of NETRIO’s series on Project Management, Brian and Mike are discussing the final tenet of handing the project off to long-term support. TeamStage found that 70% of projects fail, and 42% of companies don’t understand the need or importance of project management. If your project has successfully made it to completion, it is almost time to celebrate. However, the final step cannot be overlooked. Passing off the project to long-term support will allow for long-lived success.
In some aspects, passing off the project can be a difficult step and not one to take lightly. You have gotten through seven tenets of successful project management, and this blog post will help you see it to the finish line.
Click here to view last week’s Whiteboard Wednesday episode where Brian and Mike discussed “Effective Communication In Project Management.”
Welcome back to Whiteboard Wednesday. My name is Mike Cromwell.
I’m Brian DeVault.
And today we’re here to talk about the eighth tenet of project management. So for those who’ve been tuning in, thanks so much for tuning in and watching the episodes about project management. We’ve got some great feedback from those watching and we’re now on the homestretch.
So we’re talking about today the eighth tenet, which is handing off the long term support. So your team and all your team’s hard work and efforts are completed at this point. You’re about to go do the victory lap, so walk us through the victory lap.
All right. So basically, this is the part where we’re transitioning from the project team to the operations team or the people that are actually going to deliver the service. Right. So from a project perspective, we’ve got to make sure that we’ve got a few things established. So we’ve got to make sure No. One, that the client knows how to request support. What does that process like?
Is it Web based? Is it email based? Is it telephone based? Is it all of the above? They need to know all of those things and make sure that they’re clear and they have a document that outlines that process. They’re going to want to communicate that internally. Right. So they want to communicate that via email or via hard copy or what have you so that all their staff knows how to request support. So very important. Also, I’m going to jump down to dates real quick.
So the date has to coincide with the communication about how to request support. Right. So if you’re sending out a company wide communication or distribution that says, hey, on Friday at five o’clock, we’re going to transition to a new support organization. Here’s how you contact them.
Make sense. So one of the other things we’re going to want to do is review our weekly monthly meeting requirements, so who’s going to continue to meet once we integrate the long term support? And what’s that frequency? How often are they going to meet? What is the topic of conversation, those types of things?
So we’re definitely gonna want to review the long term reporting requirement. So anything like performance to SLA reports, anything that’s automatically produced, we’re going to want to establish that figure out who’s going to receive that from the client’s perspective. If there’s a service delivery manager also reviewing that, make sure that they’re getting copies of it and so forth.
And then we’re going to want to review any regularly occurring procedures, so anything that happens frequently, like on boardings and off warnings of end users, is a good example of that.
And again, we want to make sure our dates are clearly defined so that everybody understands on this day. At this time, this organization is now supporting us and no longer submit requests to the previous entity.
So I’ve got a question for you. So internally, what kind of communication happens within your team to pair that team in contact with the team to be ready to execute?
So internally, a little bit further up in the in the process, the project management process, we’ve gone through staff trainings. So we’ve brought our staff up to speed on this client’s environment, what their requirements are from a support perspective, the scope of work. Are we supporting just desktops? Are we supporting the infrastructure servers, cloud based assets, whatever it may be? So they’ve been trained at this point and they understand what the scope is.
So internally we send out we use Microsoft teams, but internally we send out a note during the go live period that says this client is now alive and eligible to receive support.
Well, there you have, folks. Brian DeVault’s team is a team of rock stars. They’re doing implementations at warp speed and unlike I think I’ve ever seen in this business. Big, hefty, complex projects, and if you haven’t watched the prior episodes, make sure you go back and check out the eight tenets of project management. But for those that want to learn how companies do it right. Follow his guide. So thanks for tuning in. And we’ll look forward to seeing you on next week’s whiteboard Wednesday.
And if you have comments, leave them below. And a few suggestions for future whiteboard Wednesday topics, we’re all ears, send them in and we’ll talk about them. Thanks for joining.
Tips For Successful Long-Term Handoff
- Review the “How to Request Support” Process
- Before the project can be handed off, the process for requesting support must be established. In last week’s episode, we discussed how different types of communication can be utilized for the highest efficiency. Take into consideration how the client prefers their communication and come up with an easy-to-follow plan that will work for all parties.
- Review Meeting Requirements
- In the planning and documentation stages, meeting requirements were likely established. As you pass the project on to long-term support, it is important to revisit this area to see if anything needs revision. Meeting requirements may stay the same, or they may need to be adjusted. Establishing the meeting requirements post-project hand-off will lead to long-term success.
- Review Long-Term Reporting Requirements
- Similar to meeting requirements, it is a good time to review reporting requirements. Will they stay the same? In the same format? Be sent to the same people? Finalizing reporting sets the new team up for continued success.
- Review Regularly Occurring Procedures
- In this step, it is important to review things that will happen frequently. A good example would be on-boarding and off-boarding.
- Ensure Dates Are Clearly Defined
- After all the above steps are completed, it is time to ensure the dates are clearly defined. Ensure everyone is up-to-date on the transition and knows new points of contact, the date of the transition, and all the other relevant details.
This blog post is part of NETRIO’s weekly Whiteboard Wednesday series. Follow along on Linkedin and YouTube each week as Brian and Mike discuss use cases, new technology, and trends.