- 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.
After each Info-Tech experience, we ask our members to quantify the real-time savings, monetary impact, and project improvements our research helped them achieve. See our top member experiences for this blueprint and what our clients have to say.
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