Regardless of the origin of a formal definition, a project is undeniably temporary, defined with the objective of creating a unique product or service (product) within certain restrictions, such as time, cost and quality.
As a result, the teams involved in a project, including the Project Manager, tend to focus their efforts on the production of deliverables (final products) in order to successfully achieve the project’s objectives.
However, it is important to remember that project deliverables are only a means to an end. The real purpose of a project, established from the beginning, in the Business Case that justifies it, is to achieve certain results, which allow the achievement of measurable benefits for the organization that pays the cost of the project and will be the final owner of its products.
For this reason, the PM2 Methodology establishes the importance that everyone involved in managing and executing a project (managers and team members) understand the relationship between products, results and benefits of the project.
- Project products (deliverables) are products / services that introduce something new (a change).
- The change results in an outcome.
- The benefits are the measurable improvements resulting from this outcome
Without this understanding, and without a well-established results-oriented mindset, project participants may lose sight of the project’s original purpose and produce deliverables that are of little (or no) value to the organization.
We know, however, that the benefits of the project are, in most cases, realized far beyond the project’s closure date, resulting from the business use, at an operational level, of the project’s products. At this point in time, the Project Manager and his team have finished their work on the project a long time ago.
Preparing the transition, from project time to regular operational use, is therefore a fundamental task of the project team, many times overlooked. A successful transition is a relevant prerequisite for achieving the planned project benefits.
The Transition Plan defines the goals, prerequisites, activities and responsibilities associated with transitioning from the old (pre-project) to the new (post-project) state. It seeks to minimize the impact of any disruptions on the business during the transition period, as well as to facilitate the implementation of the project results in a smooth and timely manner, allowing its efficient use and no serious transition incidents.
All transition activities become part of the Project Work Plan and are controlled, within the global scope of the project.
The Business Implementation Plan, in turn, aims to increase the likelihood of achieving the project’s desired outcomes and benefits. It documents an assessment of the project’s impact on the organization’s processes, culture and people and outlines the change management and communication activities that must be implemented to ensure that the project’s results are effectively integrated into the organization’s environment.
With a clear governance model, full accountability and working as a real Project Team, the sustainability of the project’s benefits can be achieved, especially if they are carefully taken care of during the span of the project.
There is life after the project: the product (or service) life cycle only begins now!
It is necessary to ensure, from the beginning, a mindful contribution to its success, from the perspective of the benefits of the project.
Looking for more information?
- The PM² Mindsets
- The PM² Governance
- Download the free PM² Guide
