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CHAPTER 9 Transition to Production
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Managing reassignment of the project team
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As the project nishes, team members will be leaving for other work, either within the company, or elsewhere. Some may need to leave earlier than we would like. Others may face a di cult time of inactivity before their next project. Either way, we need to take care of the project and the people during this transition.
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Completing and sharing lessons learned from the project
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Whether the project was a success or ran into big trouble or more likely, had its mix of successes and failures we can learn from what has happened. And what we learn should be in writing. A good review is an opportunity to improve, and we should share that opportunity with team members and with other project managers in our organization. This cycle of learning is one of the biggest bene ts of the no-blame environment.
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Completing the post-project business review with the customer
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More and more, businesses want proof of value for completed projects. This is appropriate. Just as you want to know what money you are earning on your investments, so a company wants to know what it is getting for the e ort and money invested in a project. But we may not be able to measure this until the system has been in production for a few months, at least. So we arrange a business review of the production system with the customer, which will take place some months after the product or service is stable and in use.
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Resources Assigned to the Transition Stage
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This section is written assuming your product or service is something that will need support. These days, information technology is the fastest growing branch of project management, so we use terms from that eld. However, the issues are worth considering in any project. The entire project team will be busy during transition to production. In addition, the help desk and the technical support teams will be heavily involved. We will create a transition team that has several functions:
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PART TWO A Project, Start to Finish
The help desk will evaluate and request improvements for user training materials. The technical support teams will assist in running the pilot test and installing or delivering the production system. The technical support team will use technical documentation and request improvements. The project team will revise all documents as needed to satisfy the stakeholders. The process of working together will support knowledge transfer to the production teams. Knowledge transfer is the process of passing along information and understanding. It allows the receiving group to support the system independently, without relying on the project team.
The customers will be learning the system and participating in the pilot test. They will also be involved in acceptance testing, which may be simultaneous with the pilot test. The peripheral stakeholders will each receive and review the component, interface, or reports that the product or service provides them, and may want changes. The project sponsor should help ensure that the customer provides any resources needed for a successful transition, and also help resolve any schedule con icts.
Roles in the Transition Stage
Here are the jobs done by people in each role during the transition to production stage:  The project manager now tracks work, time, and cost daily, rather than weekly. The project manager manages quality and risk. The project manager focuses on meeting delivery schedules and assuring quality. The project manager coordinates the transition team s e orts and begins completion control tasks. The transition team (TT) will coordinate the project team with its key customers: the user groups, the help desk, and the production support sta ; and will have representatives from each group on the team. The transition team leader (TTL) will coordinate the weekly transition team meeting and track all tasks and issues to appropriate resolution. Most of the time it is best if the project manager is the transition team leader. When a company has used transition teams for a period of time,
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