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One of the most challenging stages for any ICT project is the transition from a busy solution build project to a humming service operation. Moving from change to stability. This is the interface between those familiar PMI phases and the equally familiar ITIL lifecycles. While these are highly mature and well understood processes and methodologies, according to a study by Standish Group, up to 70% of projects fail during the transition phase from solution build to service run. This is because the transition phase is often poorly executed.
There are a number of common problems that frequently occur including:
Lack of communication and collaboration: During the build phase, the project team is typically focused on delivering the project on time and within budget. This can lead to a lack of communication and collaboration with the operations team, who will be responsible for running the system once it is live.
Mismatched expectations: The project team and the operations team may have different expectations about the system. The project team may focus on the technical aspects of the system, while the operations team may focus on the business needs. This can lead to problems when the system is put into operation.
Changes in requirements: Requirements can change during the course of a project, which can lead to problems when the system is transitioned to operations. The operations team may not be aware of the changes, which can lead to problems when they try to use the system.
Insufficient training: The operations team may not have received sufficient training on the system, which can lead to problems when they try to use it. This can lead to downtime, which can impact the business.
Poor documentation: Poor documentation can make it difficult for the operations team to understand how to use the system. This can lead to problems when they try to troubleshoot problems or make changes to the system.
By taking steps to address these problems, organisations can improve the chances of a successful transition.
Some simple tips for avoiding the major problems include:
Establish clear communication and collaboration between the project team and the operations team: This can be done by creating and executing a communication plan that outlines how the two teams will communicate with each other. The plan should include regular meetings, status reports, and a way to escalate issues.
Align expectations: The project team and the operations team should meet regularly to openly discuss their expectations for the system. This will help to ensure that everyone is on the same page and that there are no surprises when the system is put into operation.
Manage changes: Changes to requirements should be managed carefully. The project team and the operations team should work together to develop a plan for implementing any changes.
Provide training: The operations team should receive sufficient training on the system. This training should cover the basics of how to use the system, as well as how to troubleshoot problems and make changes to the system.
Create good documentation: The project team should create good documentation for the system. This documentation should be comprehensive and easy to understand.
While the tips and tricks for bridging those project transition gaps are well documented and simple to identify, performing the steps is not always so successful and effective. Quality performance comes from higher Emotional Intelligence (EQ).
Emotional intelligence is the ability to understand and manage one's own emotions, as well as the emotions of others. It is a critical skill for anyone working in a team environment (and especially in a divergent group), as it can help to improve communication, collaboration, and conflict resolution.
Here are some ways that EQ can help establish clear communication and collaboration between the project team and the operations team:
Self-awareness: EQ can help project team members and operations team members to be more self-aware of their own emotions. This can help them to identify and manage their emotions in a way that is productive and helpful. For example, if a project team member is feeling stressed, a PM can use their EQ to recognize the signs of stress and take steps to manage it, such as taking a break or talking to their colleague.
Empathy: EQ can help project team members and operations team members to be more empathetic towards each other. This can help them to understand each other's perspectives and needs, which can lead to better communication and collaboration. For example, if an operations team member is struggling to understand a technical aspect of the system, a project manager can use their EQ to put themselves in the operations team member's shoes and have a member of the project team explain the concept in a way that is easy to understand.
Social skills: EQ can help project team members and operations team members to develop better social skills. This can help them to build stronger professional relationships with each other, which can lead to better communication and collaboration. For example, if a project team member is having a disagreement with an operations team member, the PM can use their EQ to ensure the team members communicate in a way that is respectful and constructive.
By developing their EQ, a PM can ensure project team members and operations team members improve their communication and collaboration skills, which can lead to performing a more successful transition from ICT build to run operations.
Here are some additional tips for using EQ to improve communication and collaboration:
Be aware of your own emotions and how they might be affecting your professional communication. If you're feeling stressed or angry, take a step back before communicating with others.
Listen actively to others and try to understand their perspective. Ask questions and clarify anything you don't understand.
Be respectful of others, even when you disagree with them. Avoid personal attacks and focus on the issue at hand.
Be willing to compromise and find solutions that work for everyone involved.
By following these tips, you can use EQ to improve communication and collaboration skills and build stronger relationships with your professional colleagues.
With Project Coaching support, PMs can develop their self-awareness, empathy and social skills to grow Emotional Intelligence and become better at dealing with the complex transition workstream.
For example, where a project team member has a disagreement with an operations team member:
Coaching a PM can help them to better understand their own emotions and how they are impacting professional behaviour. This can help PMs to be more aware of how their emotions are affecting their interactions with others, and to manage their emotions in a more productive way.
Coaching a PM can help them understand the emotions of others. This can help PMs to be more empathetic and understanding of the perspectives of others, and to build stronger relationships with their team members.
Coaching a PM can help teach how to manage conflict effectively. This can help PMs to resolve disagreements in a constructive way, and to keep their team working together effectively.
Project Management Coaching can help PMs in dealing with a common transition problem where there is a disagreement between a project team member and an operations team member:
The coach can help the PM to consider and identify the emotions that are underlying the disagreement. For example, the project team member may be feeling frustrated or angry, while the operations team member may be feeling stressed or overwhelmed.
The coach can help the PM to effectively communicate with each party in a way that is respectful and understanding. The PM can do this by recognising language and cultural differences while using active listening skills, such as paraphrasing and written summaries, and by avoiding the sense of personal attack or accusation.
The coach can help the PM to facilitate a dialogue between the two parties. The PM can do this by creating a safe positive space for the parties to share their perspectives, and help them to find common ground.
The coach can help the PM to develop a tangible plan for resolving the disagreement. The plan may involve setting new expectations, making changes to the project plan, or providing additional training or resources.
By developing their emotional intelligence, PMs can be more effective at resolving conflicts, building strong relationships, and leading their teams to success.
Interested in developing your Project Management performance and developing your project skills for the transitioning from “solution build” to “solution run” operation? Contact Applied EQ Services to discuss bespoke online coaching, mentoring and consultancy services.
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