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Topics: Change Management, IT Project Management, Portfolio Management
Best Practice for suspending, cancel and re-open a Project
Network:74



I am Implementing a PMO for a Pharmaceutic, at the same time we are runing projects, there are no policies or robust proceses for project management, my work is to establish those policies and/or proceses.

I have a situation on a project, we are implementing a software to manage the operation of an important area. At the midle of the implementation, the project sponsor decided to suspend the project, because there had been a lot of corrections and rework on developing, defining and testing the software... They want to take a look and take decide if they continue the developing or implement another solution.

I put the project status as "Suspended" should I perform the formal Integrated Change Control Process, and How?
At the moment of the suspention, or at re-opening moment?
How do you do in your organizations?

How should it be for Cancelling a project?

Regards
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Network:102098



If a project has to be terminated, it is suggested to have a de-commissioning management project set up to plan and execute the termination. It's a small project whose simple goal is to properly bring an existing project to a closed state.
Network:1880



Is not a matter of change control. Is a matter of governance. You have to take a governance process in place where the right people will decide to kill/hold/continue a project taking into account the information that you at project level created but mainly the program/portfolio documentation because at those levels the integration is considered.
Network:1568



Jorge -

If the decision is made to terminate the project, then the formal management of that change would normally be captured as part of a project closeout process & report. This would include indicating what was (and wasn't completed).

If the decision is taken to put the project "on hold", then usually once the decision is made to restart it there would need to be re-planning done at that time and new baselines established.

I haven't seen formal change control processes followed in either scenario but some of the activities performed will be similar (e.g. evaluating impacts).

Kiron
...
1 reply by jorge Eduardo Andrade Cervantes
Aug 28, 2019 11:41 AM
jorge Eduardo Andrade Cervantes
...
And Which are valid reasons to put on hold/suspended a project?

I mean, to avoid the use of this status as a solution for work delay or bad quality.

For example:

Requirements change
Business/market change
Iinsufficient resources
...
Network:74



Aug 27, 2019 7:01 AM
Replying to Kiron Bondale
...
Jorge -

If the decision is made to terminate the project, then the formal management of that change would normally be captured as part of a project closeout process & report. This would include indicating what was (and wasn't completed).

If the decision is taken to put the project "on hold", then usually once the decision is made to restart it there would need to be re-planning done at that time and new baselines established.

I haven't seen formal change control processes followed in either scenario but some of the activities performed will be similar (e.g. evaluating impacts).

Kiron
And Which are valid reasons to put on hold/suspended a project?

I mean, to avoid the use of this status as a solution for work delay or bad quality.

For example:

Requirements change
Business/market change
Iinsufficient resources
...
Network:1516



I suggest the process should record clearly the reasons for the cancellation and as mentioned in the discussion thread the lessons learnt. I would look for learning from the lessons learnt which relate to the process that was used to sanction the project. For example what was the status of planning and readiness when the project was sanctioned.

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