End Sight

Drew Davison - November 11, 2009

Drew is a former IT practitioner, project and program manager and software development executive. He is the owner of Davison Consulting and the author of Project Pre-Check, the stakeholder practice for successful business and technology change, an innovative approach that delivers major business and technology change successfully.

Stakeholder Management ProjectsAtWork

What conditions need to be satisfied for your project to be complete, and who will have to agree? The last thing you want is a debate on these questions as your project winds down. Here are some suggestions, including a stakeholder questionnaire, for preventing this end-game dilemma, so you can focus on the post-project celebration.

This is the tenth and last article in a series of articles for project managers and business analysts, in fact for any stakeholder, on best practices for managing change. However, instead of focusing on the common, though still not used often enough practices such as business cases, risk management, change control, etc., we’ll cover some practices that are not widely known and still less widely used but which can make a fundamental difference to the success of a project

Perhaps the ultimate project control step requires stakeholders to decide on the completion of a project. Make no mistake — project completion is a decision! It doesn’t happen just because the project actually implemented something, or because the sponsor says so, or because staff has been committed to another project. Completion occurs when stakeholders agree that the goals established for the project have been sufficiently realized, or, on the other side of the spectrum, that there is no hope of realizing those goals.

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