Categories: Project Communication
It is not uncommon that a Project Manager leaves a company or gets reassigned to another duty or department within the organization. His project(s) are then typically reassigned to another willful PM... and handover begins.
Not sure about what statistics say, but I might not be too far from the truth when claiming that more than 50% of handed over projects suffer from some sort of disfunctionalities. The incoming PM is then on a mission: project rescue.
Do not assume that the leaving PM will have a full insight on the real project status at the moment of handover. Double check all assumptions and factual information with suitable stakeholders. It is a sort of scope validation, extended version. Rebaseline - following change management processes in place - as needed.
Let's face it. In some occasions the leaving PM has not done such a good job. Could be due to a poor communication with team members, failed to deliver or just because (s)he did an overall sloppy job. Similarly to when a soccer coach is dismissed and the incoming coach has to deal with the exact same players, the newly appointed PM has a good opportunity to set the bar higher and shine. Raising the stamina level in the project, providing assertive guidance to the team and fueling communication are three actions that typically lead to a postive outcome.
Like retired United States Marine Corps warrant officer Woody Williams said "Good leaders do not take on all the work themselves; neither do they take all the credit." Project has been rescued, but this is not a one (wo)man show. Make sure that everyone that has contributed to its success gets the well deserved recognition and feel proud of the work done.