Training Manual Unit 6

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Regent School of BusinessProject Management TrainingUnit 6 - Operation By UserIHandover Stage

Synopsis

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

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UNIT 6 - Operation by User I Handover StageUNIT 6 AREA OF COMPETENCE 28

Project Closure or HandoverAll 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 your

own 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 ClosureAt 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 made

redundant.

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 complete

When the project team is to be relocated, this will cause various problems,because personnel will only perform well if they have certainty about their future

employment. 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 CommunicationEffective 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 not

happen during the implementation stage. Discuss the redeployment of staff or team changes.

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Dealing with the InformationAt this point in the project life cycle almost of the money will have been spent orallocated, most of the project outcomes will have happened and most of theresources will have been consumed.

The information required at this stage is:

Identify all outstanding work and activities Make sure all records of outcomes are up to date Make sure all the project records are up to date Check that all that was planned for is actually completed

The activities above need to be completed so the project can be completed andthe client will accept the handover of the project, and to conduct the post-project audits and appraisals.

Project Handover Checklist

ACTIVITY 28AFile in Assignment 3 (part 2)

MANAGEMENT CHECKLISTS FOR THE COMPLETED PROJECTACTIVITY 28BFile in assignment 3 (part 2)

Completed Project ReportsAll the final project reports required by senior managers, the client andstakeholders would be generated for the completed project.

The type of reports would depend on the information required; these reports may

be against Time, Cost or Quality. For example:

Financial Schedule Client

ACTIVITY 28CFile in assignment 3 (part 2)

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Project AuditsThe project audit will take place when the project is completed and handed overto the client. The main points that need to be covered by the post project auditare those relevant to the client and those to the Project Manager.

The focus for the client will be on whether the project outcomes have beencompleted, identifying any areas that need to be finished and justifying anyadditional costs.

The focus for the Project Manager will be whether the original budget costs wereachieved, whether the project management of the project was successful inusing the various skills / techniques, and identifying what will be done with anyplant Iequipment that was purchased for the project.

If the above can be answered by one common audit it will save on cost but thiswill depend upon the relationship the Project Manager has with the client and

the size of the project. When all parties involved are employed by the sameorganisation, one audit would be undertaken. If the contractor employs theproject team then an audit by the contractor would be undertaken separatelyfrom the client's audit.

The audit will take the form of a formal report, of which the size, content andcost will vary depending on the size of the project. On large projects there maybe a team of auditors who work for the client, or have the technical expertise ofa particular process Isystem, to complete the reports.

The audit is not just for bookkeeping and accountancy reasons - it will also

reveal defects that could be used at a later stage against the contractor in court. Itis important that these audits are conducted with accuracy and honesty.

The audit cannot tell us whether the project has fulfilled its purpose. Forexample:

will it perform as expected will it generate additional income will it save on costs

The post project appraisal is without exception generated by the client, which

could be conducted by a third party so as to be impartial or for technicalspecialisation. A stand-alone department within an organisation, who wouldreport directly to senior management, may conduct it.

This audit report is mainly concerned with how the organisation can improve itsperformance when delivering projects. For example:

better cost estimation

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better risk assessment Ievaluation better evaluation of contractors better project management

ACTIVITY 28DFile in assignment 3 (part 2)

SummaryThe effective and efficient closure of a project can make sure the project is asuccess.

Change will continue through the project closure stage.

Problems that arise at this stage are different to those experienced at otherstages in the project

To achieve a successful handover, the management of people,communication, information and the power structure needs to be effective.

Project audits can be conducted by the client and project team to clearlyconclude that the project achieved the original set TOR's and specification,within the budget and time scale, (Time, Cost and Quality) and that the projectmanagement techniques used were effective or successful.

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Training Manual Unit 6

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