DORA LUZ MejiaCEO| IT ExploreEnvigado, Antioquia, Colombia
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. Saving Changes...
Fadwa SOUGRATIProject Management & business developpement professional| AEP CONSULTINGCôte d'Ivoire
Hello, I am also in need of any template to ensure intellectual property in a engineering projet where i also have a handover going on, the KM is well handled as the previous PM will still be member of the team, But it is fair to ensure that she has all the credit for the work already done, Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Besides handover of the project documentation it is important to make sure the new PM can build positive relationships with the team, the customer and other stakeholders. So at best the new PM should have a relationship assessment from the old PM and walk thru key relationships.
Formal documentation should be maintained by a PMO or project assistant anyhow.
If I come in to a new environment, I do 1:1 sessions with all key stakeholders, gaining their input on issues, risks, status and key changes that should happen, promising them to consider all their input. There has to be a visible event when project ownership changes, could be new kickoff or all-hands meeting with the sponsor announcing the news. Saving Changes...
Peter RapinSubject Matter Expect; Project Delivery| Independent ConsultantOntario, Canada
Staff turnover, whether intentional/planned or unexpected should always be recognized as a risk at the start of the project The impact will vary on the nature of the project (straight forward or complex) and the position affected. With the impact established one has to develop mitigating measures addressing prevention and response. The early measures would include structuring the project to minimize impact and possibly enhance benefit.
I have found that professional project management goes beyond technical expertise and application of processes so a transfer is not only about communications, control and record keeping - its about project culture. You have to recognize that project managers will do things differently and there will be disruption regardless of your processes. Don't expect/demand PM-B to duplicate PM-A, if she tries it will be a disaster.
My preference is a short transition - here's your client, here are your objectives, here's you team, here are the records and here's your office. I'll be around for a couple days if you have any questions
Use the armed forces as a template, they move officers in and out as efficiently as anyone. Saving Changes...
