Are you trying to navigate Project Handover and just don't know where to start? Well, look no
further because I have the answers for you. I'm going to teach you what Project Handover is,
steps needed, and how to navigate it. And stick around to the end of this video because I'm also
going to give you a really cool free download and ensuring how to ensure your projects don't
fail. So I highly recommend you stay tuned for that. Hi, if you're new here, welcome.
My name is Adriana Girdler. And on this channel, you're going to get the best career and project
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Project Handover, I think it's time that we get to it. Please, also like this video too. Thanks.
What is Project Handover? Well, simply put, it's when the project's completed tasks,
this is really important, they're all completed, gets handed off from you, the project manager,
to the deliverable owner. That's usually someone in another department or operations. So you're
literally saying this finished product is now yours. That's what Project Handover is all about.
What to know about project handover. It's not one and done,
okay? And what I mean by that is when you've completed everything on your project plan
and you're in close out stage, you just don't hand it off to the owner of the deliverable and saying,
"See you later, alligator." No way. This handover actually is a process. There's certain things
that you have to do to ensure that remember what you did in the project was in theory,
even though you were definitely testing things out, making sure it was working, but now it's
actually in a live setting with a whole bunch of other issues that you just couldn't test with.
So that's why it's so important that with Project Handover, what you're going to do is you're going
to ensure that you pass it off to the owner, but you're going to support that owner for probably a
frequency, depending on the scale of the project. It could be one month to six months,
depending on exactly what you did and how many people are being impacted by it
to ensure that they get the support they need. And if there's anything that needs course-correcting,
it gets corrected because this is where a lot of times projects fail is in this handover
state. They just, "Here, I'm done here. Here, it's yours," and then you put it in a live production
setting or a live setting just period. It's now in the hands of the business.
And they find a whole bunch of issues, and now they're dealing with all of these issues that
you created in your project. You're just not there to clean it up. So it's really important that this
is a process. You're there to help the business owner ensure that things are going to be going
well. There is a time period with it after you're done your project one to six months, and you're
going to dismantle your overall project team, but bring over a very smaller select group of
subject matter experts who are going to be there in order to help. So this handover is critical
because it's about sustainment of what you created in your project. That's true project success.
Review deliverables. The first step to starting Project Handover is to review all your
deliverables and your key project documents with key stakeholders. So this would be your charter,
any other project plan, anything that really outlined what the deliverables were. You want to
then first get your team together and review with them, "Hey, by the way, before we say this is
officially over, does everyone have everything done? Is there anything outstanding?" Because
again, this is about completed tasks. This is a completed project you're now handing over
to the owner of the deliverable. The second type of stakeholders that
you're then going to share once you do your quality check with your team, because again,
you and your team, you have each other's back, is you want to then share it with sponsors,
steering committee, and most importantly, the owner of the deliverable. In fact, I recommend
you get all three people in the room and you want to go through the charter with them and any
other key document that they were actually seeing, the fact that ... Sorry, that they were actually
seeing like a deliverable status update to ensure that they know what's done, what they're getting,
and anything else to get agreement that yes, handover, we're now ready for handover.
And that we all understand what we agreed to in the beginning is what we're getting at
the end of the project, and now being sent over to the owner of the deliverable.
Layout the transition plan. So this is the plan that you, your reduced project team,
and the agreement of the business owner are saying, "Here's how this reduced project team
is just going to be of assistance to the business owner who is now using this deliverable that your
project just completed, and now they're using in a real life setting." So some of the things that you
would include in your do this transitional plan would be monitoring of what is going
on to ensure that your project team, if there's any issues that pop up, they can course-correct.
That becomes really important because you do not want to instill bad ways of working just because
your project couldn't think of those real life scenarios so you want to course-correct that.
You also want to update any sort of documentation based on that monitoring and course correcting.
There's also suggestions to the business owner that you and your reduced team
may want to make based on your observations and your monitoring.
You may want to make suggestions of how individuals are using it,
maybe how the flow is with that new either equipment or software or whatever it may be
that you've implemented. And if needed, you may have to update training documents and retrain.
The key here is you are supporting the business owner who is now using your project deliverable
in a real life setting and life setting. You're ensuring that any of the small
little things that won't pop up when you're doing your project but are now popping up in
the real life setting that you're dealing with it and you're course-correcting accordingly.
And then once that's completed within the timeframe, which I said before is about one
to six months, you can then wrap all of that up. Get sign-off. So yay, you're done the transition.
The handover occurred really, really well. You're not done just yet. I highly recommend you get sign
off on everything from the business owner and the project sponsor that everyone is in agreement that
you've done your due diligence. So the best way to do this is I usually just set up a meeting,
and I will just explain what the transition was all about and anything that got course-corrected,
and provide maybe some handover documents to the business owner, if any were created.
But even more importantly, once I get the sign-off that everyone says, "Yup, you're agreed. You're
done," you can totally disband or dismantle the team. Don't forget to archive the little things
that you've done in your transition. That becomes really important because again, documentation is
really important with project management. So don't forget that because it's really easy to.
So now that you know how to do a proper handover and the steps it takes,
it's time for you to go under this YouTube video, go to this link, and grab this. It's free.
Why projects fail? The most you can do, or not even the most, the best thing you can do for
yourself is get this. It's free advice, things that you can take a look at in order to ensure
that your projects stay on track. And if you don't do projects, download it anyway. You want
to know why? Because this applies to really, to anything in business activity or initiative too.
If you learned something new in this video, please tell me, like it, put something in the
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that really helps us grow. On that note, let me know if you have any additional insights when it
comes to Project Handover, or if you're like, "Oh my goodness, yay. I have these tips and I'm now
going to do a great Project Handover." I'd love to hear from you. Until the next video. See you.