We can all recall a certain song or film moment that depicts the agony of parting from a loved one. For project managers, letting go of a long-term project is quite a challenging proposition. A range of emotions can besiege the already busy practitioner as he or she drives the project toward completion and transfers it into operations. These may include delight, relief, sadness, loss or euphoria, to name just a few.
Given that a range of emotions is inevitable, especially for the personally invested project manager, there is considerable merit in preparing adequately for the final transition. Yet it's no secret that handover and closing out of a project are often the most poorly completed phases. Why? The answer is often a combination of the following:
- ▪ Absence of planning
- ▪ Absence of allocation of time/resources (despite having identified the need)
- ▪ Poor risk management
- ▪ Inadequate expectation management
- ▪ Lack of action
- ▪ Unwillingness to see it end
EMOTIONAL PREPAREDNESS
I've always begun each project by telling stakeholders, “My job, in this project, is to run it successfully and make myself redundant.” This sets the stage for the closing phase by giving an immediate clarification that my role is temporary and finite. This is as much for my benefit as it is for the stakeholder groups with whom I interact.
The need to have the end in sight throughout the life cycle cannot be understated. Regular reviews and lessons learned sessions allow stakeholders to anticipate the next phase and reinforce future expectations beyond the project.
When launching a project, the need for planning in reviews and communication is obvious, and rigorous calendar entries are made. However, in the heat of the project, often these tasks are reduced or eliminated completely so that all can focus on the work needed to complete the final deliverable. This leaves the closeout workload to the last person standing— the project manager—which can add yet another emotion to a project's end: stress.
REGULAR REMINDERS
It's attitude that allows project managers to continue these review sessions. Reminding oneself daily that the project manager role is one of temporary stewardship is critical. In the final months of a recently completed project, for example, I made the handover and closeout of the project visible items on each agenda at our weekly project meetings. During the final phase of transition, we revisited lessons learned, though the team was reluctant to acknowledge the end was near. We examined the change control procedures for process control for when the project would transfer to operations, confirmed ownership for change going forward, and gradually weaned team members and other stakeholders from the project environment into the operations environment.
This managed exit is also good for the emotional well-being of all concerned. Team members sometimes become emotionally dependent upon the project manager, and this must be managed with care, firmness and awareness of the fact that most people dislike change.
The consistency of expectation management during project meetings creates a path for change. Most important, awareness and conscious management of the emotional impact on individuals and relationships throughout a project enable a smooth transition and relatively calm and composed partings. Awareness and proactive management of the potential emotional impact on individuals and relationships throughout a project enables a smooth transition with relatively calm and composed partings. PM
Sheilina Somani, FAPM, RPP, PMP, is the owner of the U.K.-based consultancy Positively Project Management, a senior project manager, a speaker and a mentor.