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Managing at the Present Time

Think about the projects that you've worked in the past. What happens 6 months or one year after the project was really officially finished? Is the result awake? Did someone take over and string up into the manner in which the work was completed? Or, is your end result only collected in the project folder which then be laid on the desk drawer and dusty?

If the result is including "dusty", then you are not alone. You can prevent that fate in the next time when everything you had planned and accomplished during the project carried out with the consideration about what things will happen after the project is completed. This is called as having a full life cycle perspective. For example, when considering a solution, think about who is going to implement these solutions, under what conditions, and with what background and training. Think the long-term capital collateral: lightening and equipment maintenance costs, ease of update instructions, and so on.
Your knowledge about how, why, when, and where your project will be used and should form the basis of decision making during the project:

Consider the practicality and convenience.

When considering the idea of a solution, write the "practicality" at the top of the list. Having a less than perfect solution, but can be used by people, it's much better than a perfect solution but unused. The better you know the customer or users’ needs, the more likely you will be capable to get ideas, which will be used by people long after the project is completed.

Consider the long-term ties.

Surely there is someone-usually the supervisor or manager in the work place, which will use the results of your project in the long terms. Get involve people in planning this since the beginning. Hold a meeting where specific delivery responsibilities transferred to that person.

Make it easier to do "new things".

With the opportunity, we will do what is "tried", even if it no longer feels "right". Your project will result in a takeover that requires some adjustment, using new methods, offering a new service, and follow different guidelines. Make sure all instructions, software, training materials, documentation, and other related things are updated, and use refutation tactics to prevent people fall back on old habits.

"What things happen after the project is finished, are usually more important than the project itself."

Adapted from the book: Project Management, the author: Gary R. Heerkens, section 17.

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