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PART TWO A Project, Start to Finish
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Integration of the training of the permanent support sta into the deployment phase. They may have to reinstall the system, or install it to new or expanded sites, in the future. Coordination of the implementation schedule with the training schedule.
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From Implementation Plan to Rollout Schedule Once we have completed our implementation plan, we present it to the users, expecting them to make adjustments. We know the necessary steps, but we do not know the customer department s production schedules. We encourage the customer to adjust the schedule to reduce the interference that installation and training will create for production work. The result of this negotiation is the rollout schedule, the actual schedule we will follow when we deliver the new product or service to complete the project.
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TRAINING
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For our project to realize its full value, people need to make full use of the features of the product or service we create. Think for a moment. Do you use all the features of the software on your computer How about your television and DVD player Or even your refrigerator I was at a friend s house recently, and I had to gure out some very obscure icons to see how to get water, chipped ice, or ice cubes from the door of the refrigerator without opening it. For all the talk of intuitive user interfaces, people actually cannot use most of what we have these days. Training can close that gap if our customers are willing to be trained. So, design of training should go hand-in-hand with design of the product or service in terms of how it will be used. Training design is beyond the scope of this text, but we will raise a few issues here of which every project manager should be aware.    When should training be required The cost of training includes the customer s time. Training should be focused on work productivity or consumer enjoyment. People do not go to work to use computers, they go to work to get work done. Productivity (using the new system) should be the focus of training. Training can be automated.
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CHAPTER 9 Transition to Production
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 Do not forget to train people who do not exist. New employees will need to learn the system you give them when they are hired. New customers will need to learn the product you created when they buy it years from now. Make sure training will be available for the life of the product or service. When the new product or service is tested, working, delivered, and installed, production is started, and the transition to production stage is completed.
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PROJECT CLOSE
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First, we will look at a standard project close, when everything has gone well. Then we will look at how to handle problems that might come up. Lastly, we will take a look at how to close a project that did not complete successfully.
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Closing a successful, well-run project
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We begin the process of project close by assessing what needs to be done. This work is not an organized stage but is a set of tasks with few dependencies. Once we know what all the tasks are, we can handle each one as opportunity arises. So, if we get to a meeting with the project sponsor, we might resolve several unrelated items such as: nal signature on the contract closing letter; authorization for replacement of a lost check that a vendor never received; and a discussion of whether one of your team leaders is now ready to manage a project on his or her own. As we get in touch with each person, we walk through our checklist and take care of items. So, let us start by building the checklist. Organizing the Work of Project Close The best place to start is with the open issues document we created during the transition period. We can make a copy and delete all of the items that are marked done. Any that are not yet done stay on the list, and we have got a start on our checklist. To expand the checklist and make sure it is as complete as possible, we review the following project documents, adding anything that might not be closed:  The project overview. Review the goal and inclusions to be sure all was delivered. Make a note of the purpose in detail for planning the business review of the project.
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