Project Completion
What is it? So many times teams start gung ho and tackle a project. With the length of some projects, there is a change in staff and change in what can be delivered through the course of scoping and investigation. How do you really know what is done? First is keeping the scope updated and reviewing the charter.
Perception is one of the most difficult to embrace managing. Since there are many projects in a program, the overall program can take on the reputation of a troubled project within it. It is important to me that each aspect be managed well and people understand what is occurring and action plans for it. One of the major aspects and perception, is how well the project is completed? So often, the major hurdle of delivering passes and team members are moving to another project. That is not the done point. In case of software, there can be a lot more testing, development and troubleshooting once its in production. For a building project, similar dynamic of the major structure being done but all the inside work can take more time and money to complete. There are a few main aspects that come to mind to keep a pulse on -
How to keep team members till project completion and even better closeout?
How to build ownership within the team for the project and winning feeling of what they have done?
How to prevent the last 15% taking extended time from the first 85% of work being done?
Building mindshare throughout project or large organization on results delivered vs expectations?
Manageing these aspects is critical to that project success factor and completion. At all costs, avoid the reality of projects only partially complete. They will impact your ongoing program since the work will still have to be completed and the people with knowledge and skill may be gone. Manage your projects to completion and your program perception will continue to improve.
Saturday, April 14, 2007
What is completion?
Project Completion
What is it? So many times teams start gung ho and tackle a project. With the length of some projects, there is a change in staff and change in what can be delivered through the course of scoping and investigation. How do you really know what is done? First is keeping the scope updated and reviewing the charter.
Perception is one of the most difficult to embrace managing. Since there are many projects in a program, the overall program can take on the reputation of a troubled project within it. It is important to me that each aspect be managed well and people understand what is occurring and action plans for it. One of the major aspects and perception, is how well the project is completed? So often, the major hurdle of delivering passes and team members are moving to another project. That is not the done point. In case of software, there can be a lot more testing, development and troubleshooting once its in production. For a building project, similar dynamic of the major structure being done but all the inside work can take more time and money to complete. There are a few main aspects that come to mind to keep a pulse on -
How to keep team members till project completion and even better closeout?
How to build ownership within the team for the project and winning feeling of what they have done?
How to prevent the last 15% taking extended time from the first 85% of work being done?
Building mindshare throughout project or large organization on results delivered vs expectations?
Manageing these aspects is critical to that project success factor and completion. At all costs, avoid the reality of projects only partially complete. They will impact your ongoing program since the work will still have to be completed and the people with knowledge and skill may be gone. Manage your projects to completion and your program perception will continue to improve.
What is it? So many times teams start gung ho and tackle a project. With the length of some projects, there is a change in staff and change in what can be delivered through the course of scoping and investigation. How do you really know what is done? First is keeping the scope updated and reviewing the charter.
Perception is one of the most difficult to embrace managing. Since there are many projects in a program, the overall program can take on the reputation of a troubled project within it. It is important to me that each aspect be managed well and people understand what is occurring and action plans for it. One of the major aspects and perception, is how well the project is completed? So often, the major hurdle of delivering passes and team members are moving to another project. That is not the done point. In case of software, there can be a lot more testing, development and troubleshooting once its in production. For a building project, similar dynamic of the major structure being done but all the inside work can take more time and money to complete. There are a few main aspects that come to mind to keep a pulse on -
How to keep team members till project completion and even better closeout?
How to build ownership within the team for the project and winning feeling of what they have done?
How to prevent the last 15% taking extended time from the first 85% of work being done?
Building mindshare throughout project or large organization on results delivered vs expectations?
Manageing these aspects is critical to that project success factor and completion. At all costs, avoid the reality of projects only partially complete. They will impact your ongoing program since the work will still have to be completed and the people with knowledge and skill may be gone. Manage your projects to completion and your program perception will continue to improve.
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