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Training Manual Unit 6

Training Manual Unit 6

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Published by: Hengleena on Jul 13, 2010
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10/25/2012

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Regent School of BusinessProject Management Training
 
Unit 6 - Operation By User
Handover StageSynopsis
By the end of Unit 6 you will be able to:1.
 
Gain Project Closure and Handover:
 
Identify the components of project Handover
 
Complete project implementation reports
 
Produce audit checklists
 
Produce project evaluation checklists
 
Produce Handover report
165
 
UNIT 6 - Operation by User
I
Handover Stage
UNIT 6 • AREA OF COMPETENCE 28Project Closure or Handover
All projects come to a close. As the project moves towards closure, we haveseen the exciting times and rapid progress through to completion of mainoutcomes. This has happened from small beginnings to the project's final form.The plans of this project were new at the time, but now have to give way to newexciting ideas. At this stage much of the work has been completed, therefore it isonly the
final detail
that needs completing.The members of the project team will be looking forward to the new challengesof the next project or in some cases returning to their old jobs. This stage mayseem relatively easy, but can cause more difficulties than at the start.This stage still requires the skills and experience of the Project Manager, as theproject success could still be affected.Many of the problems at this stage are concerned with final detail. There is alsothe change process. To deal with change it is important that clear information iscommunicated to all stakeholders involved in the project.It is very important to co-ordinate the team effectively at this stage.
Note: Team members will be concerned about their future, showing less interest,commitment and motivation to complete the remaining tasks.
The client will be showing less interest at a senior level and probably will notattend all the meetings but become more interested at an operational level.The project will need to have excellent outcomes identified and completed,contracts and work orders closed, physical assets removed, all data collated andanalysed, with all warranties and guarantees implemented.During project closure, as the Project Manager you need to be aware that yourown role of authority is shrinking, the client is less interested in you, and theproject team is shrinking rapidly
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Managing the Team during Project Closure
At this stage the team will have worked together for various time periods. As theproject reaches its end there needs to be focus on the team member's long termdesignations. The team will slowly be disbanded; staff will need to know wherethey will be deployed, either back to their old job, onto a new project or maderedundant.It is the Project Manager's role to make sure that both team and client areencouraged to maintain their commitment to the project and complete theremaining tasks, and ensure that enough information and resources are availableto complete these tasks. For example, the Project Manager may create a projectteam to rectify any defects on the project or a team that will transfer the projectto the client. Both will need careful planning to ensure the project is completeWhen the project team is to be relocated, this will cause various problems,because personnel will only perform well if they have certainty about their futureemployment. The Project Manager needs to be aware of this situation, takinginto account the individual needs and the project needs. Mass reassignmentsneed to be kept to a minimum to keep the project as stable as possible andunrest to a minimum.If the Project Manager spends time to plan how the project winds down, it willhelp in the long term to keep the project as stable as possible.
The Need for Communication
Effective communication must continue at this stage in the project life cycle. Insome cases it is more important, because of the problems that can arise asdiscussed in the above sections. If clear communication is not continued theremay be a lot of misunderstandings and problems that could prolong the projectand incur additional costs. This stage should be clear, crisp and efficient. Clearcommunication will be needed when staff are reassigned, when the project isclosed and when all the project information is gathered and evaluated forlessons learned.To make sure that the communication channels continue to be clear the projectmanager will need to:
 
Hold more frequent meetings.
 
Extend the attendance of the meetings now the team is smaller
 
Invite the snagging teams along and new clients.
 
Allow the meetings to consider items in more detail, as this could nothappen during the implementation stage.
 
Discuss the redeployment of staff or team changes.
167

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