What kind of process do you use for transition a project from one project manager to other?

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.

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.

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.

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

Dora, In addition to what s been already mentioned I would consider the following:
1.make sure you have a governance related to project major documents -
2.the project documentation must be in an accessible location
3.make a status with the PMs involved after the first handover sessions, 15-30 mins, not more, just to see where they are standing
4.at least for a while the 2 PMs should work together on the project, gradually transferring responsibility
Good luck!

Walking through the very first step to the latest one to review all details.

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.