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Topics: Agile, Strategy, Teams
When do you know if its time to hand over the on-going management of a project?
Been managing the development of a bot-driven workflow for some time now, but the team understands that since we're part of the sales organization, internal business development isn't really in our scope even though we are the best source of user stories.

How will we know when it's time to hand over the development over to another team? On one hand, they're supposed to be best placed to do this, yet we know development will likely slow down drastically once it's handed over to them.
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Jonathan -

If you are managing this project, you should work with your current team to analyze the pros and cons of continuing to hang onto it vs. handing it over and then present a recommendation to the decision makers.

Also, the criteria for when a project is deemed complete should really be defined as part of the initial planning work - remember, there has to be an end to a project!

It depends on the project and specifics of the PM role.

I often get the projects where the real need is to come up with some sort of workable plan. The schedule doesn't support the need. The technology doesn't exist yet and we need to invent it. Some major issue arose and we need to address it.

Those are all examples of where the hard part is developing a solution that works. Once we get through the Forming and Storming part of the team building and project plan development, and achieve Norming, the hard work for the PM is done and the project becomes more like Operations. At that point, the work is defined, locked into the scheduling system, and they really don't need me to keep them on track, and at that point I often hand off the execution.

Some projects need active management the entire way until the very end, but for others the PM work statement drops off rapidly once the detailed level plan is committed, and unless you're just waiting for the next big challenge, you realize that as a PM that your own workload has dropped off drastically.
This should be part of the project scope and schedule from the beginning.

The decision should not be made based on the current parental feelings of the team (and the anxiety of BAU to take it over), often a BAU is cheaper and in the end better than a project approach (except for DevOps).

A change management effort would be helpful to transfer responsibility orderly, planned and budgeted and free your team for other things.

Often I have seen a staged process:
- prepare for handover, workshops, assigning roles in BAU etc. - start early with this
- handover meeting with checklists for completeness and quality
- after handover support (3rd level suppor, hypercare for 1-3 months)

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