Five anonymous contributors
- 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.
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