Project Transition into the Operational Activities

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Project Transition into the Operational Activities
Karen RyanCowell, Australia
If you have achieved project support, and you had a good project leader who managed the project through to delivery that's great.
But often times the acceptance of the intended change is only achieved when the project has become part of the operational way of 'doing business'.
The most successful projects are those where the transition into the operational activities of the business has been taken up and owned by the people who receive it.

Project Transition into the Operational Activities: Project Success
Doug Fitzgerald, Australia
The first level of success of a project - delivery of fit for purpose products on time and within budget - is only useful to the business if it also achieves three other things:
1. User acceptance - people use it to support their day to day work.
2. Business improvement - the product improves efficiency and makes a return on the investment made in its development.
3. Strategic advantage - use of the products gives the organization an edge against its competitors.
Project managers can only directly achieve the first level of success. The other levels are achieved by good design and implementation - aspects within the control of the project manager but whose effects will not be achieved during the life of the project.

Beyond Project Management: Delivering the Corporate Benefits
Brendan Dunphy, Business Consultant, France
I think we need to recognise that the decision to implement a project is a corporate one and though the project manager plays a key role that he/she is not responsible for that decision or the ultimate outcome.
Research shows that most projects (regardless of size or type) do not deliver the corporate benefits predicted for a variety of reasons and poor project management is only one reason of many.

Knowledge Management in Transition Phase from Construction to Operation of Process Plant
Pornpunsa Wuttisanwattana, Management Consultant, Thailand
I am doing a thesis in the topic of KM during the transition from construction to operation. I just need to have some opinion for the following questions
1. How does the transition happen? To find how it get started, who is responsible to start, are there any specific theory.
2. How does the successful transition process look like? -- what are the indicators?, when the transition is complete?, how is the working environment during the transition state
3. What could be the factors to fail the transition? Such as who will be a key person, at which process that the transition has the possibility to fail?. What could be the tool to prevent the transition failure.
Thank you for your reply in advance ^ ^.

Is the Project Manager a Key Person
Pornpunsa Wuttisanwattana, Management Consultant, Thailand
@Brendan Dunphy: Thank you Mr.Dunphy. You have said that even if things are implemented through the project manager, he is not the decision maker. Can we still say that the project manager is the key person to complete the project? And if yes, what would be his qualification in your opinion.


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