Project Management Central

Please login or join to subscribe to this thread

Topics: Career Development, Governance
What kind of process do you use for transition a project from one project manager to other?
Network:927



I am trying to have an standard process for transitioning projects from one PM to another. Rotation in PMO is a key issue and we have had some troubles because the transition process. I tried to follow the manage and direct the project and the Project direction plan but I think it lacks of tools and techniques to manage effectively transtions between project managers.
Sort By:
Page: 1 2 next>
Network:303



It sounds like you have other issues on the project that need addressing also as projects in itself are temporary situation and Project managers only leave if they have been poached, medical reasons or are retiring. I would first assess the situation your managing not necessary the project or projects that you are managing and see what the underlining reasons are that you need to rotate Project Manager as it takes time for a Project Manager to build up the skills they require in their Project Management Office. Also try to formalise and standardise you Project Management process by flowing say PMBOK's processes so that any change in the Project management office does not affect the running of the projects.
...
3 replies by Daire Guiney and Dora Mejia
Jun 23, 2019 10:43 AM
Dora Mejia
...
Thanks . There are multiple reasons for changing a PM in a project. what I am trying to get is some best practices for transitioning PMs from one project to another or when the PM is going to leave the position.
Jun 23, 2019 10:43 AM
Dora Mejia
...
Thanks . There are multiple reasons for changing a PM in a project. what I am trying to get is some best practices for transitioning PMs from one project to another or when the PM is going to leave the position.
Jul 08, 2019 5:11 PM
Daire Guiney
...
One approach is for the outgoing Project Manager to find an appropriate replacement for the incoming project manager that has the necessary experience, skills and resources to take over the project. This is just a suggestion and may not suit every circumstance.
Network:2433



Much of this is under Knowledge Management, not specifically Project Management. The new manage project knowledge process in version 6 of the PMBOK addresses some of the bigger footprint of KM. The key project information should be available and accessible to others; e.g., not on your local computer, but in a central space like Confluence or SharePoint and organized for others to easily find what they need. Additionally, specifics on the intent of the project, milestones, status - all this should be available with an at-a-glance view. Theoretically, there will a handover in which some of the specifics can be communicated, though, not always the case - hit by a bus syndrome.

Point is, have as much information readily available and accessible by anyone at any time to allow them to read through and determine the important aspects of the project and state so to be able to build up their own narrative and be empowered to carry the torch forward - reducing time to competency.

Why the rotation of project managers? Isn't that disruptive, to execution and customers?
...
2 replies by Dora Mejia
Jun 23, 2019 10:45 AM
Dora Mejia
...
Thanks Andrew. The handover process is critical, the new process about KM in The PMBok6 has given some ideas. I consider that requires specific process for handover the project to a new project manager.
Jun 23, 2019 10:45 AM
Dora Mejia
...
Thanks Andrew. The handover process is critical, the new process about KM in The PMBok6 has given some ideas. I consider that requires specific process for handover the project to a new project manager.
Network:927



Jun 23, 2019 6:10 AM
Replying to Daire Guiney
...
It sounds like you have other issues on the project that need addressing also as projects in itself are temporary situation and Project managers only leave if they have been poached, medical reasons or are retiring. I would first assess the situation your managing not necessary the project or projects that you are managing and see what the underlining reasons are that you need to rotate Project Manager as it takes time for a Project Manager to build up the skills they require in their Project Management Office. Also try to formalise and standardise you Project Management process by flowing say PMBOK's processes so that any change in the Project management office does not affect the running of the projects.
Thanks . There are multiple reasons for changing a PM in a project. what I am trying to get is some best practices for transitioning PMs from one project to another or when the PM is going to leave the position.
Network:927



Jun 23, 2019 6:10 AM
Replying to Daire Guiney
...
It sounds like you have other issues on the project that need addressing also as projects in itself are temporary situation and Project managers only leave if they have been poached, medical reasons or are retiring. I would first assess the situation your managing not necessary the project or projects that you are managing and see what the underlining reasons are that you need to rotate Project Manager as it takes time for a Project Manager to build up the skills they require in their Project Management Office. Also try to formalise and standardise you Project Management process by flowing say PMBOK's processes so that any change in the Project management office does not affect the running of the projects.
Thanks . There are multiple reasons for changing a PM in a project. what I am trying to get is some best practices for transitioning PMs from one project to another or when the PM is going to leave the position.
Network:927



Jun 23, 2019 8:06 AM
Replying to Andrew Craig
...
Much of this is under Knowledge Management, not specifically Project Management. The new manage project knowledge process in version 6 of the PMBOK addresses some of the bigger footprint of KM. The key project information should be available and accessible to others; e.g., not on your local computer, but in a central space like Confluence or SharePoint and organized for others to easily find what they need. Additionally, specifics on the intent of the project, milestones, status - all this should be available with an at-a-glance view. Theoretically, there will a handover in which some of the specifics can be communicated, though, not always the case - hit by a bus syndrome.

Point is, have as much information readily available and accessible by anyone at any time to allow them to read through and determine the important aspects of the project and state so to be able to build up their own narrative and be empowered to carry the torch forward - reducing time to competency.

Why the rotation of project managers? Isn't that disruptive, to execution and customers?
Thanks Andrew. The handover process is critical, the new process about KM in The PMBok6 has given some ideas. I consider that requires specific process for handover the project to a new project manager.
Network:927



Jun 23, 2019 8:06 AM
Replying to Andrew Craig
...
Much of this is under Knowledge Management, not specifically Project Management. The new manage project knowledge process in version 6 of the PMBOK addresses some of the bigger footprint of KM. The key project information should be available and accessible to others; e.g., not on your local computer, but in a central space like Confluence or SharePoint and organized for others to easily find what they need. Additionally, specifics on the intent of the project, milestones, status - all this should be available with an at-a-glance view. Theoretically, there will a handover in which some of the specifics can be communicated, though, not always the case - hit by a bus syndrome.

Point is, have as much information readily available and accessible by anyone at any time to allow them to read through and determine the important aspects of the project and state so to be able to build up their own narrative and be empowered to carry the torch forward - reducing time to competency.

Why the rotation of project managers? Isn't that disruptive, to execution and customers?
Thanks Andrew. The handover process is critical, the new process about KM in The PMBok6 has given some ideas. I consider that requires specific process for handover the project to a new project manager.
Network:1240



The planned rotation of PM in a project is not so common and may cause disruption. The KM and Communication have to be a critical part of such transitions. Not only PM's competency level, but the perceived image of incoming PM too will make or break the project.

If such rotation is made mandatory in an organization, then the organization should document change-cycle in OPAs. The necessary steps like transition/grooming of incoming member should not be left on PM alone to figure out.
...
1 reply by Dora Mejia
Jun 25, 2019 9:08 PM
Dora Mejia
...
Thanks for your ideas and insights. I live rotation in many causes and trying to keep the projects on track besides the changes. I have found that some team members are a good support for transition in case the previous PM is having some issues to support the process.
Network:365



Dora,
We frequently transition projects due to PM labor constraints rather than planned rotation, but it involves the same issues.

We tend to have 2 different types of projects:
- "Standard work" where the projects are unique but are following regular well understood processes.
- Unique projects, where we are doing something new, at least to our organization, and invent the processes as we go, within established guidelines and requirements.

Standard work processes are by far the easiest. The key there is having a standard format for all the information so that it's not only captured, but it is captured in a way where everyone knows where to find it, and how to read it. These take a bit of one-on-one between the existing and new PMs to understand the critical aspects so the new PM knows where to focus.

Unique projects are not a great candidate for hand-off but sometimes it does happen. They require much more personal interaction between the outgoing and incoming PMs. They will still have things like schedule, stakeholders, etc. but their unique nature makes the plan elements unique as well. That makes it less obvious what the critical factors are, why there are unusual schedule events, etc. Knowledge transfer is much more critical here. The incoming PM may not manage it the same way as the outgoing PM, but they must have better working knowledge of the history so that they can adapt the plan going forward. Those types of projects are usually handed to more experienced PMs who are skilled at problem solving more so than following a plan handed to them.
...
1 reply by Dora Mejia
Jun 25, 2019 9:11 PM
Dora Mejia
...
Thanks a lot for your suggested process considering the kind of work involved. in Unique projects I have also used some standard process and conditions for transitioning including a kick off with the 2 PMS for the transition plan. the unique projects are very critical and we need to manage the transition carefully. in other cases I have the need to change the PM because life balance and to protect the PM, if the case I try to move faster with the new PM.
Network:14



Hi,

Having picked up a number of projects from other PM's or even when the previous PM has left can often result in a risk to the project. I have found the best approach is to always review the key project documents, Business Case, PMP, project controls and a detailed hand over document (if it exists). One way to do this is to ensure there is a clear status report available and I certainly interview the project sponsor and customer if available to understand where they perceive the project is at. The other area is the project resource management, this can often be difficult due to changes in style potentially, again a direct one on one meetings with the key staff works best for me. This all changes if the previous PM is no longer available, then you are reliant on the quality of documentation and key project resources to assist. If it is a planned transition then performing a quick project QA can ensure documentation and processes are in place to assist, a check list works best here, and on large project potentially a project audit will be required.
...
1 reply by Dora Mejia
Jun 25, 2019 9:13 PM
Dora Mejia
...
Thanks for your comments and insights. I have found that a good practice is having always the key stakeholders interview as well with some team members.
Network:2445



Dora, Good question if there is no system for share info it will be hard to transfer all knowledge from first manager to second manager it is good to facilitate a couple of meeting for managers to discuss and transfer knowledge, ask the leaving manager to submit a detailed report of current status and pending follow up
...
1 reply by Dora Mejia
Jun 25, 2019 9:14 PM
Dora Mejia
...
Thanks a lot very interesting point. In a transition process is key having an agreegment with the 2 PMs about transitioning.
Page: 1 2 next>  

Please login or join to reply

Content ID:
ADVERTISEMENTS

"I once took a cab to a drive-in. The movie cost me $190."

- Stephen Wright

ADVERTISEMENT

Sponsors