Welcome to another Parallel Project Training podcast. This podcast is based on the APM PMQ syllabus launching in September 2024. My name is Carmen Campos, and I’m here today with Ruth Phillips to talk about transition management. Hello, Ruth.
Hi. I’m really looking forward to talking to you about transition management.
Great. Thank you for joining me today. During these podcasts, we will cover the learning outcomes linked to transition management for the PMQ qualification. So, Ruth, let’s start with understanding the terminology for those who are not familiar with the term “transition.” What is the transition phase in projects, and what do we mean by transition management?
Yes, those are good questions. Transition is the point towards the end of the project where we have produced the outputs and are integrating these outputs into business as usual. In a linear life cycle, this is typically towards the end of the project. It involves managing the handover of the project’s outputs, ensuring they are accepted by the sponsor and the operational environment. This process normally culminates in the formal closure of the project. That’s what transition and transition management are all about.
Good. So, at some point, the organisation will need to be ready to take on those outputs. The first learning outcome states we need to know the basic requirements to support a successful transition, including business as usual and planning for that transition. In your view, what are the key considerations to ensure a smooth transition?
That’s really important because often the project team and the project manager focus so much on producing the outputs that they almost forget that it’s not the end. It’s actually the start of the life of these products, where value and benefits will be delivered to the organisation. Achieving a smooth transition is crucial not only for successfully closing and delivering our project but also for moving quickly into the benefit realisation stages.
Some key considerations for achieving a smooth transition include focusing on people. It’s vital to identify end users and engage with key stakeholders, managing their expectations. These stakeholders might have mixed feelings about the new outputs. They could be nervous, excited, or even suspicious of the changes. Ensuring clear communication about the transition process and its impacts helps achieve a smooth transition.
That sounds very important. Are there any specific activities that could help in preparing business as usual for this change?
One key technique is a change impact analysis, which helps us understand what will be impacted. This could include physical impacts, process changes, or knowledge and skill gaps. The change impact analysis helps build a picture of the organisational impacts and drives the planning and communication required for a smooth transition.
Could you talk us through the change impact analysis process?
Certainly. The change impact analysis process has four steps:
1. Define the change: Determine its purpose, objectives, scope, and timeline.
2. Identify impacted areas: Consider people, performance, processes, and systems.
3. Assess the impact level: Understand the varying levels of impact depending on the change.
4. Develop an action plan: Address the identified impacts and communicate this plan regularly throughout the project, adjusting as necessary.
This process should begin as early as possible in the project lifecycle to ensure alignment with project goals and smooth integration into business as usual.
That’s very helpful. Another important consideration is knowledge transfer. Why is it crucial to ensure successful knowledge transfer as part of the transition process?
It’s easy to overlook the extensive knowledge and experience gained throughout the project. Even the best-documented project can’t capture all this learning. Therefore, focusing on knowledge transfer is essential to ensure that business as usual can effectively use the project outputs.
How can we facilitate the transfer of knowledge?
There are two aspects to knowledge transfer: the hard side, involving documentation and process maps, and the soft side, which includes encouraging learning and curiosity. Involving end users in the project from the start helps bridge the gap. For example, documentation such as project reports, process maps, and standard operating procedures should be updated and handed over. Additionally, involving end users in the project helps them become familiar with the new systems and processes.
Who else needs to be involved in this process?
The project sponsor plays a critical role by maintaining focus on the vision and ensuring stakeholder engagement. In an extended life cycle, the project manager remains involved for longer, ensuring smooth transition and benefit realisation.
How does knowledge transfer work in an iterative or agile lifecycle?
In iterative or agile projects, transition management is a bit different. The collaborative nature of agile teams and the incremental release of outputs make transitions easier. Stakeholders are involved from the start, and smaller, more frequent deliverables facilitate smoother transitions.
How do we engage stakeholders to ensure a successful transition?
Engaging stakeholders early and continuously is vital. Stakeholder mapping and change impact analysis help identify those affected by the transition. Involving stakeholders ensures strategic alignment and readiness. Regular communication and collaboration with stakeholders throughout the project lifecycle are essential.
In summary, we’ve discussed the key requirements for a smooth transition, the importance of knowledge transfer, and how to engage stakeholders effectively. Transition management is crucial for ensuring that project outputs are successfully integrated into business as usual and deliver the intended benefits.
Thank you so much, Ruth. That was very insightful.
Thank you. I’ve enjoyed discussing transition management. Goodbye.
Goodbye.
