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CHAPTER 9 Transition to Production
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 Training handled through help-desk calls.  No training at all. The key to a successful project is to train people to do their work (using the new product or service), rather than training them to use the product or service. For systems delivered to businesses, our focus and the measure of our success is productivity. We need to choose the best training methods, implement them with quality, and evaluate the bene t to productivity. We also need to address the issue of providing incentives for learning the new system. In the case of a consumer product, the goal may not be productivity. It may be enjoyment or some other value. The training should be oriented towards the customer realizing this value with the product, not towards the customer using the product. For example, if you buy a new digital camera, your goal is not to understand how the camera works. Ideally, you want to use the camera without thinking about it, to take the pictures you want to take.
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PROJECT CLOSE
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You might think that when we deliver, the project is nished. But that is not quite true. Every batter, golfer, and tennis player discovers that followthrough the motion after the ball is hit is crucial to the success of the swing. The same is true for the project manager. Project close is about the follow through after delivery that ensures success, not just for the project, but also for you as a professional project manager, for your team, and for other projects in your organization. As an independent consultant, I have had to learn this lesson the hard way. Even if I deliver good results, a certain amount of confusion or ill feeling will keep a customer from coming back, or from giving me a referral. The same applies to project managers who work inside companies. Your customers may have to keep working with you, but if you want to grow with the organization and work to have new projects launched and good project management methods adopted, you will need to follow through on each project. Closing a project successfully means dealing with these ve areas of our responsibility as a project manager:  Ensuring stakeholder satisfaction.  Achieving legal and nancial closure.  Managing reassignment of the project team.
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PART TWO A Project, Start to Finish
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Completing and sharing lessons learned from the project. Completing the post-project business review with the customer.
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Let us look at each of these more closely.
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Ensuring stakeholder satisfaction
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Once we deliver the product or service, it just begins to show its value. It may be months sometimes even years before the value of the new product or service can be fully realized. Yet true success of the project is measured by that value being realized during those years in production. We should arrange for a post-project business review evaluating whether the value is being realized and the project is showing the expected return on investment. In addition to this review, we can also do two other things. One is to ensure the satisfaction of peripheral stakeholders. The other is to ensure that the customer knows that value is being realized, and recognizes that value and gives credit to the project and the project team.
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Achieving legal and nancial closure
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Achieving legal and nancial closure is often but not always a simple matter. Were all payments delivered Were they received and recorded Is there a letter on le recognizing successful completion of each contract, not only for the project as a whole, but also with each vendor For small projects, we may need to ask whether all warranty cards were sent to the manufacturers. Did everything get delivered, and was it received The best approach to ensuring that the paperwork le is complete is to make a checklist, and then make friendly contact with stakeholders to ensure that the paperwork is done. Sometimes, however, di culties, disagreements, procrastination, lost items, and forgetfulness get in the way. These problems do come up, and that is exactly why this work is important. If these issues are present, we nd them. And, by taking a direct and cooperative approach, we can almost always resolve them before they expand out of control, using up time and money. In my experience, this is much easier to do while people still remember the project, rather than later, when they have put it out of their minds. It is possible to come to good legal and nancial closure even when a project fails or delivers only partial results. If we are able to maintain a no-blame environment throughout the project, even when parts of it are falling apart, then usually everyone will see it is in each person s best interest to bring things to closure in a fair way.
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