Plant the seeds of successful adoption and benefits realization before you move on.
Stakeholders are dissatisfied with IT’s inability to meet or even provide consistent, accurate estimates. The business’s trust in IT erodes every time a project is late, lost, or unable to start.
Team morale suffers from changing priorities, cancelled and delayed projects, and the repeated need to go back and rework (caused by poor quality code, poor requirements, poor design, etc.).
Even when projects are executed in a satisfactory manner, that is according to plan, it can be difficult to mark or define project closure.
Project closure begins with intake. Having a clear understanding of what makes a project complete will demand more careful consideration of requirements during planning.
Identify clearly measurable benefits. Force your sponsor to think about and document what makes this project successful upfront and define what that data will look like.
Plan for adoption monitoring. Don’t throw your project over the fence when it’s delivered. Make training and adoption monitoring a part of the project plan.
Impact and Result
Define project closure during initiation and planning. If you leave closure criteria as an afterthought, you are likely to stumble through it.
Make project closure a portfolio activity. Crispness around project closure is required for anyone to measure benefits attainment.
Make project closure practical and tactical. We start current and common problems. We map out processes to find weakness and then identify the closure points that need to be defined.
Begin Your Projects With the End in Mind
Start here – read the Executive Brief
Thinking of project closure as the final activity, or the capstone of a project, is ignoring what the rest of the organization views as the most critical component: the benefits.
When you take a step back and look at a view of the entire project life cycle – to the point that makes any difference to the business, it is the “keystone,” or the central event that project success ultimately relies on.
1. Initiate and plan projects with closure in sight
This phase will walk-through an exercise to create a project initiation and a project planning SOP that clarifies closure requirements up front and ensures that they are aligned with the business goals of the project.
3. Gain adoption and attain the business benefits outlined in the charter
This phase will help you focus on gaining adoption post-project and ensuring that the business gains the value that the project intended.
Info-Tech Research Group is the world’s fastest-growing information technology research and advisory company, proudly serving over 30,000 IT professionals.
We produce unbiased and highly relevant research to help CIOs and IT leaders make strategic, timely, and well-informed decisions. We partner closely with IT teams to provide everything they need, from actionable tools to analyst guidance, ensuring they deliver measurable results for their organizations.
What Is a Blueprint?
A blueprint is designed to be a roadmap, containing a methodology and the tools and templates you need to solve your IT problems.
Each blueprint can be accompanied by a Guided Implementation that provides you access to our world-class analysts to help you get through the project.