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Exit Strategy 2
- Thread starter stormbind
- Start date
Generally, you need to get customer acceptace of the project, closeout contracts, and then dismiss the project team.
The PMBOK has some pretty concise steps for this...
D.E.R. Management - IT Project Management Consulting
The PMBOK has some pretty concise steps for this...
D.E.R. Management - IT Project Management Consulting
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johnherman
MIS
Don't forget the Project Review, where you discuss what went right (plusses) and what could've been done better (deltas) during the project. This could be one meeting or several.
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The trouble with doing something right the first time is that noboby appreciates how difficult it was.
- Steven Wright
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The trouble with doing something right the first time is that noboby appreciates how difficult it was.
- Steven Wright
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Exit strategy? That's a phrase often used to describe how you are going to extricate yourself from a mess.
Project closure? That's a phrase often used ... oh, wait, that's the same thing.
It's quite simple actually.
1. Did anything get contracted out to a third-party org? Make sure all contracted stuff has been done and verify who is responsible for warranty follow-ups after the project is finished but the work remains under warranty.
2. Financial. Nothing in depth. Just make certain there's a nice summary of budget and actual spending and, in a larger organization, make sure the project charge codes are shut down.
3. Staff. Do and be done. Do: Write up strengths, weaknesses and recommendations for each staff member (copy to the person, copy to the person's manager, copy to your manager and copy to HR). Be done: your manager has to do the same for you. By the way, if you don't like what your manager writes, you have every right to reply to the assessment. (And you can help your manager along if there's any delay in getting his/her assessment of you by writing it yourself and asking him/her to send it to you. It's a perfectly reasonable approach.)
4. Project Deliverable(s) acceptance: you need a signed letter from the project sponsor that the deliverables are accepted. It's okay to get a letter saying "accepted but ..." -- the critical thing is the "accepted" word.
5. Project Lessons learned: distribute copies to other PMs and your manager.
(And for johnherman: it has taken me several times to read your sig before finally deciding you must have the drollest sense of humour of anyone on this board.)
Project closure? That's a phrase often used ... oh, wait, that's the same thing.
It's quite simple actually.
1. Did anything get contracted out to a third-party org? Make sure all contracted stuff has been done and verify who is responsible for warranty follow-ups after the project is finished but the work remains under warranty.
2. Financial. Nothing in depth. Just make certain there's a nice summary of budget and actual spending and, in a larger organization, make sure the project charge codes are shut down.
3. Staff. Do and be done. Do: Write up strengths, weaknesses and recommendations for each staff member (copy to the person, copy to the person's manager, copy to your manager and copy to HR). Be done: your manager has to do the same for you. By the way, if you don't like what your manager writes, you have every right to reply to the assessment. (And you can help your manager along if there's any delay in getting his/her assessment of you by writing it yourself and asking him/her to send it to you. It's a perfectly reasonable approach.)
4. Project Deliverable(s) acceptance: you need a signed letter from the project sponsor that the deliverables are accepted. It's okay to get a letter saying "accepted but ..." -- the critical thing is the "accepted" word.
5. Project Lessons learned: distribute copies to other PMs and your manager.
(And for johnherman: it has taken me several times to read your sig before finally deciding you must have the drollest sense of humour of anyone on this board.)
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