Project Initiation Monthly Initiation Weekly Management Daily Management Monthly Closure Project Closure Post-Project Management Appoint the sponsor A01 Appoint the project manager A02 Appoint the key team members A03 Describe the project A04 Identify and plan the deliverables A05 Identify risks and plan responses A06 Have project initiation peer-reviewed A07 Make a go/no-go decision A08 Kick off the project A09 Conduct a focused communication A10 Revise and refine the plans B01 Have the monthly cycle peer-reviewed B02 Make a go/no-go decision B03 Kick off the monthly cycle B04 Conduct a focused communication B05 Measure and report performance C01 Plan responses for deviations C02 Kick off the weekly cycle C03 Conduct a focused communication C04 Manage risks, issues, and change requests D01 Accept completed deliverables D02 Evaluate stakeholder satisfaction E01 Capture lessons and plan for improvements E02 Conduct a focused communication E03 Hand over the product F01 Evaluate stakeholder satisfaction F02 Have the closing activity group peer-reviewed F03 Archive the project documents F04 Celebrate! F05 Conduct a focused communication F06 Evaluate the benefits G01 Generate new ideas G02 Conduct a focused communication G03

G02 - Generate new ideas

This management activity belongs to the post-project management activity group: a 3- to 6-month cycle of activities that start after the project ends and continues for 1 to 5 years. This activity group may be merged with that of other finished projects in a central portfolio management system.

The same person who was the sponsor for the project is responsible for this cycle, unless this responsibility is transferred to someone else.

After evaluating the benefits (G01), the sponsor should check to see whether there are any ways of increasing them. The result may be small activities assigned to the operational teams, or major changes that can become new projects in the future.

Purpose

The main work for the project is done, and you deserve to benefit from it. However, some potential benefits are not realized automatically unless you take extra ad hoc actions after the project closure, and we don’t want to miss this opportunity.

On the other hand, evaluating the benefits of previous projects is a great source of ideas for future projects, and it’s best done in a structured way.

Common pitfalls

Consider the following to avoid some of the commonest problems in this area:

Principles

The following principles play a significant role in this management activity:



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