New Problems, Old Project
Kenneth has 14 years of healthcare experience in government and private industry. Over eight years of experience managing healthcare IT projects, operations, contracts, and personnel. His work experience includes project management, contracts and procurements, data analysis, claims adjudication, business writing, and business process modeling. Kenneth was certified in 2006 as a Project Management Professional.
Action items, issues and risks get tracked throughout the project lifecycle. Tasks are tracked in the schedule, and there is a great deal of focus on late finish dates and dependencies. But at the end of the project when everyone is concentrating on crossing the finish line and the team begins to see the light at the end of the tunnel, a lot of problems can crop up. Perhaps certain stakeholders realize that not all of the requirements were detailed enough, or maybe the project team did not account for every risk. At this point, it is probably too late to make large changes to the project schedule or the project scope, but these problems need to be tracked and handled appropriately.
Not the Project’s Issue
These problems are not issues for the project, so it is easy to push them to the back burner. Even documenting or tracking them in the project documents may not be helpful if those documents will not be used after the project is complete. Once these problems are identified, it needs to be determined who the correct owner is and how they will follow up on the issue.
In some cases, it may be necessary to prolong the project until everything is complete--but some contracts or agreements may not allow that. If that is the case, it is important for the closing of the project to document how those issues will be resolved after the project is complete. It is important …
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"I have not failed. I've just found 10,000 ways that won't work." - Thomas Edison |
