How to go about with change in a project?

Like you might have learned in PMP and Scrum Master Certification training, you've mapped out a strategy, the state of all your projects, and your reasons for having to do this; you've talked to your team about the issues with the project and you still believe this is the appropriate step; and you've gone to your PMO director and presented your case. It is now time to implement the update. This is how.

·        Meet with your team again

You've presented your case to the PMO director, and you've gained consent and clearance to unload the project. Now is the moment to meet with your team and explain what is about to occur...and how it will occur. Let them know why you're offloading – it's basically so you can focus on the projects you have on your plate and hand this project off to a new project manager who has the available time to spend on something like this that is taking up too much of your time and attention due to problems, issues, or whatever is wrong with it. If the PM is drawn from the PMO's existing pool of PMs, it is likely that any or all of the following criteria will be met.

·        Work with the new PM on knowledge transfer

You and your team will be entirely responsible for bringing the new project manager up to speed as soon as feasible. Provide the new project manager with the statement of work (SOW), the most recent budget and resource planning information, all issue and risk management lists, the current project schedule, and the last few (or all, if applicable) status reports so that the incoming project manager can learn how the project got to where it is today. As understood in PMP and Scrum Master Certification training, perform as much verbal knowledge transfer as possible because this is where the most rapid – and presumably most informative – transmission of project information will occur.

·        Take it to the customer

Finally, inform the customer that a new project manager will be taking over the project. I would be hesitant to go into detail since it may make them feel like they are a less valued client than your other project clients. Concentrate on the future, on the new project manager's availability to help drive the project past all of the current problems, and emphasise that you'll still be available as needed — however realistic that may be — to help with problems or to mentor the upcoming PM.

Summary

It is never simple to let go of a project. Especially if you've put your heart and soul into it and have reached this point of complete dissatisfaction. Even if you know it's for the best, it's still difficult. Furthermore, it is tough to confess that you require assistance...that you require someone to shoulder this burden for you. However, make the transition as seamless as possible by thoroughly documenting it, and everyone should realise that it is best for you and the project to make this change.

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