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PART TWO A Project, Start to Finish
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The business case is the primary starting point for the business review. The work breakdown structure, task assignments, and work schedule. Were all tasks completed Are you sure that all deliverables were delivered The communications plan. Make some kind of contact with each stakeholder. For the more central people, make a phone call or have a meeting. For the peripheral stakeholders, send an e-mail or a thankyou note. Be sure to ask them if they have any concerns, or if they are aware of anything left un nished. The budget. Have a meeting with the accounting department to ensure all payments are completed and properly recorded. The project work les. Make a list of all contracts and agreements related to the project. For any items such as warranties on purchased equipment, which will be needed by the customer or support sta , make a copy for your les, and give the original to the customer manager. Con rm in writing where appropriate that all contracts and agreements are ful lled. If any are not, complete them if possible. If not, delegate the remaining work to someone who will be able to complete it.
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As you identify these items, add them to your open issues list. Then resolve them one by one. In general, they will fall into the ve categories discussed below. Ensuring Stakeholder Satisfaction We know we are nished, but does the customer The project has met its goal, but those of us with a technical focus tend not to look past the goal. And we need to, or the customer may not receive the value. We should review the project overview and ask if the purpose, as well as the goal, has been met. Then we should contact the customer at all levels, and also key stakeholders, and ask if they are satis ed, or if there is any more we should do. All other stakeholders should be sent an e-mail message, at a minimum.
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WOWS AND WHOOPSES
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The New Fax System With No Cost Savings
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A few years ago, a company noticed that it had over 80 lines used for individual faxing from computers in the company. A decision was made to purchase and implement a new centralized faxing system that would take faxes from all corporate
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CHAPTER 9 Transition to Production
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applications and send them out over a fax server using only one or two phone lines. This way, the old lines could be decommissioned, and a lot of money would be saved. The package was selected, tested, con gured, and modi ed to work with company software. It was deployed and put in place. Everyone was very happy with it. And no money was saved, because no one ever went back and cancelled the 80 phone lines that were no longer being used. A couple of months later, the nancial department noticed that the phone bill had not gone down. Users were sent notices to make sure that they were not using the line, and the lines were decommissioned. But, the cost savings were delayed three months longer than necessary and the reputation of the computer services department su ered.
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The lesson: A project is not over until the purpose is achieved.
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WHAT THIS MEANS FOR YOU
Closing the Communications Loop
Sometimes, as in the above example, other people need to take action to achieve value from project results. We need to contact them and make sure they know they can do whatever they need to do. Other times, our contact is simply an opportunity to leave the customer with a clear memory of the smile they felt when the project nished. Either way, prompt closure leads to recognition and value.
Achieving Legal and Financial Closure If you are a consultant, it is time to get the sign-o that the project is complete, deliver the nal bill, and get paid. Do not forget to pay your sub-contractors. These procedures can be simple or complex, depending on the nature of the bureaucracy involved, the size of the project, and the quality of your nancial record-keeping. But, obviously, they cannot be set aside for later or forgotten. If they are, nal collections can take costly months. In addition to the formal closure, informal closure is also important. Some executives have a hard time saying, job well done, or thanks. But, at least give them the chance to do it. If you are a working as a consulting rm, this is a good time to make sure that you have whatever references or recommendations you wanted to get out of the contract. If you work internally, corporate communications might announce the new product or service, or even include a short article from a satis ed customer in a corporate newsletter. If you have done well, a little celebration is in order.
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