I currently manage a workload between 10-15 IT projects for a local government. Most are small (1-3 months), and some have gone on for over a year. My organization has asked me to take on an ERP implementation which will consume most of my time, therefore I'll transition most of the small projects to another Project Manager.
We are going to spend the day together tomorrow going over the projects. Any advice on how to cover all the bases so they can take over most effectively? Saving Changes...
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Hans RobbersSenior Director| SalesforceVlissingen, Netherlands
Jess
A couple of thing I would advice:
- since there are 10-15 projects to hand over and you will spent a day I suggest time management (max 30 minutes per project). THis ensures all projects will be discussed. Also start with the easy ones so they are a tick in the box.
- Topics to be discussed are
- General overview max 5 minutes
(business drivers business case and scope)
- Where is the project today max 10 minutes
Use the progress reports to provide insights.
What has been delivered, what is outstanding, the spent in terms
of hours and money, and the remains to be done.
- Outlook to the future max 10 minutes
in terms of issues and risks you anticipate would be the last
topic. Issues and risks in terms of scope, budget, resources,
time lines.
- 5 minutes left for questions or a cup of coffee
With such a large number of projects, I would be very concerned about making sure that things do not get missed in the turnover.
I would spend some time making sure that the project files are all together and well-organized. Usually a big part of the transition for me is explaining where the history for the project is, and where current plans are. Hopefully all the projects are being executed and planned in a consistent way, so that the new project manager will understand the structure and layout of all of them, after reviewing just one.
I always like to dig deep on any key current problems and any in-progress work. I find that the biggest problems and misunderstandings come from the work that is in-progress during a transition. Some people are looking to the new PM for leadership, while others are still following the old PM's directions. By carefully reviewing the critical, in-progress work, you can make sure nothing gets dropped.
I also like to spend a lot of time on the charter or the business case. Why are we doing these projects? What will they do for the business? Who cares about them? Who opposes them? Sometimes these issues are hard to document properly, and a face-to-face discussion will help make them clear.
Hans' answers are excellent as well. I like his structured, time-boxed approach. The larger projects would get more time than smaller ones, but imposing a "max time" is good to make sure you cover them all.
Remember to sort out the issues that you have already accomplished and dealt with from the ones that are still outstanding. The new PM needs to mostly know about the outstanding issues. It is tempting to spend a lot of time on history, especially accomplishments that paint you in a good light. Look at what is coming up soon, and you will give the new PM much more useful information. Saving Changes...
Hans RobbersSenior Director| SalesforceVlissingen, Netherlands
Thanks Alex for the add-ons.
One thing I realised I forgot to mention, which can be handled in the 5 minutes for questions, are the stakeholders their position towards the project and their expectations.
May be after all there is no time left for a cup of coffee ;-) Saving Changes...
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