Transition Management

Transition management could be considered as change management under another name, but it is really change management focused on IT projects or major transformation projects such as the development of shared service centres or outsourcing.

In many organisations there is a disconnect between strategic planning, project management and change management. Typically the strategic plan is performed and then a program of initiatives is started. The projects started may or may not support the strategic plan.

Key to success is to manage the three elements: strategic business objectives, change management and the group of projects required to make the transition. For the transition to succeed, very strong program and project management is needed.

Transition management encompasses oversight and control of multiple projects in support of a common mission or vision. Successful transition management efforts share the following characteristics:

  • Program objectives are clearly defined and project objectives support program objectives.
  • Program manager is competent and has a level of skill that matches the size, nature and complexity of the program.
  • Program and project teams are competent and have an appropriate mix of skills for the size, nature, and complexity of their areas of responsibility.
  • The organization's top managers visibly support the program.
  • Resources are sufficient, including staff, funding, materials, and time.
  • Communication channels are well-defined and communication is active, encouraged and managed.
  • Appropriate controls are defined and used - e.g., performance metrics, change control, scope control, issue management, reviews, walkthroughs, steering committees.
  • Systems for feedback are defined and used - e.g., progress monitoring, status reports, audits.

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