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Although the complexity and effort may vary, I believe the transition should always be a joint effort to guarantee the utmost success.
Project team must guarantee that the project is ready and documented in a way it can transition to Operations.
Operations team should guarantee that all its operational requirements are fulfilled, project deliverables are according to expectations and necessary knowledge transfer is done, in order proceed to the project acceptance.
Transition strategy may also need to be discussed (e.g. calendar)
If you ran a program, the program manager would be in charge. Definitely project manager and operations manager must be involved, equally, plus SMEs for transition/change management. If one of these two is in charge, there is a risk of neglecting requirements of the other.
I have seen several transitions in outsourcing and we normally installed a transition manager.
If there is a SW development project and a transition it satisfies the definition of a program, there probably was a business case creation project before (FEL-front end loading).
Not setting up that program is in my view the main cause of failed initiatives.
Thank you for sharing your thougths.
Transition manager could indeed facilitate the transition, specially in outsourcing scenarios.
The most common approach in my company is the nominatation of a business implementation manager, normally the same business manager that as originated the project.He as the responsability of developing de transition plan with support of the project manager and the functional managers impacted by the project, and implement the transition.
Interesting your question
Thanks for sharing
Was your goal to share what happens in your company or gather feedback on other companies' practices for the same situation?
I have been working in multiple different archiectures along the years no matter the product is software or non-software. Today, I am helping my organization to implement SAFe plus DevOps both using Azure DevOps tool for any type of product. First thing I can write is: it´s a matter of where your project life cycle ends. Some life cycle includes the transition other not and both are valid. For most of the organizations a project ends when the product is created and it is validate/verify performing the related activities. For others, like I am working today, we have explicit activities to assure that the product is transitioned to operations and everything is ready to do that and mainly to not affect the environment stability. So, in our life cycle process, we have related activites we call Final Preparation/Go Live and Support where we work with all impacted stakeholders but mainly Business Unit/Development and Delivery/IT Operations/Operations. The key roles here are BRM/Business Analyst which is the role in charge for the whole solution before a project exists and after the project ends and Project Manager which assure that "what you need is what you get". We work with the driver of systemic theory then we always understand that everything that will be introduced into the environment will impact the environment as a whole, understanding by environment the whole enterprise architecture.
Thanks you for your contribution,
Seems to me, that your current project has a very systematic way of doing the transition, very well designed, performing the transition from project to operations causing the minimum possible impact.
Thank you for sharing your experience.
Agree with Sergio, that it depends on the lifecycle (and this depends on the way of working).
There are some good reasons, why transitions could be better off if they are separate from development of a solution
- in some industries like outsourcing, transitions may take more than a year (I have seen 2 years), especially if they include transformation targets for the receiving organizations
- skills for solution development (technology) and transition (behaviors) are mostly different (I have seen SAP consultants trying to teach users - not the best idea)
- staffing is different, so development project team widely dissolves, transition team has to be acquired, in parallel you need to build a maintenance organization if it is not there
- transition follows different methodologies
- and another one: if you put it into one project lifecycle you miss running it as a program - and you miss probably to setup a benefits measurement system
While I love disagreeing with Thomas so we can have a fun and friendly constructive arguments but in this regards, I totally agree :D
This should be as part of the benefits realization plan. When you move from project to operation, in program and portfolios there are always transition plans set in place with responsibilities from both the project team, operations team and higher management.
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