APM Body Of Knowledge 8th Edition – Mike Bourne

• The APM Specific Interest Group for Planning, Monitoring and Control guide on Planning, Scheduling, Monitoring and Control (2015) contains a specific section on the transition of projects. It offers practical guidance on planning transitions based on best practices. • The APM Earned Value Management Specific Interest Group’s Earned Value Management Handbook (2013) describes some of the issues in the management of transition of project deliverables.

1kitap1.com/en 3.6.2 Unplanned project endings Knowing when closure of the original project is the right business decision Projects exist to produce planned objectives which: • satisfy a business need, and/or • bring about a business benefit Over time, circumstances may change. External and/or internal events may influence the business strategy.

Unacceptable risks may be identified. The original objectives may no longer be relevant or desirable in the light of these changes. In such a situation, it is logical to close the project early. This means that the investment can be directed towards a more useful opportunity (see Figure 3.6.2). The use of decision gates can facilitate this (see 3.5.3). This governance process ensures that investment does not continue if there is no longer a viable business case. The culture of the organisation needs to support this governance, so early project closure should be seen as a positive decision and not a failure.

Many sectors understand this. The concept of failing fast is built into the planning and decision-making processes. For example, in drug development, many promising compounds will enter the portfolio, but those that will not make it through to full clinical trials or come to market are stopped as soon as possible. Many projects may look promising but cease to be so when more information is known. It is not wrong to start something when the outcome is uncertain, but it is wrong to continue something when the evidence suggests that sufficient value cannot be created.

The governance approach should provide the framework and guidance that helps the right decision to be made. The organisation can support early closure by: • creating incentives and ‘safety nets’ for the team • championing the sharing of knowledge • looking for ways for other teams to use resources that become unexpectedly available • providing support for stakeholders who are affected • promoting internal communications, explaining what has happened and why In a programme or portfolio, closing projects needs to be viewed in the wider context.

It should not be seen as a failure but as an opportunity for better utilisation of resource. It may result in a reprioritisation of projects that better serves the organisation’s needs. It is also a significant learning opportunity if the reasons for closure are captured and disseminated across the organisation’s project professionals. A sponsor’s decision to close a project for the greater good of the organisation needs to be welcomed and acknowledged.

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