Finishing properly.
WHY IT MATTERS
Projects that are technically complete but not handed over are not finished.
WHAT HANDOVER REQUIRES
The deliverable working Acceptance by whoever receives it Documentation Training Agreement on ongoing support
WHAT ACCEPTANCE MEANS
Someone confirming it meets the agreed criteria.
WHY IN WRITING
Verbal acceptance is disputed.
WHAT TO PREPARE
A checklist against the acceptance criteria.
WHAT TO DO ABOUT OUTSTANDING ITEMS
List them, with owners and dates.
WHY LIST THEM
Unlisted outstanding work is forgotten and resurfaces as complaints.
WHAT DOCUMENTATION TO PROVIDE
How it works How to operate it What to do when it fails Who to contact
WHAT TRAINING TO PROVIDE
Enough that the receiving team is genuinely capable.
WHAT TO AVOID
A single session to a single person.
WHY
They leave, and the knowledge goes with them.
WHAT TO AGREE ABOUT SUPPORT
Who handles problems after handover For how long At what cost
WHY IN ADVANCE
It is the commonest source of post-project friction.
WHAT TO DO ABOUT THE PROJECT TEAM
Release them deliberately.
WHY
Projects that never formally end consume attention indefinitely.
WHAT TO MARK
The end.
