Managing the project startup or changeover is a critical step for ensuring project success. Learning to plan for implementing project deliverables is key to successful project leadership. Startup plans resemble small project plans and the process of developing the plan is similar to the project planning process.
- The final stage of a project, when you're actually making the change from one system to another, is a time when a lot of moving pieces need to be synchronized. Because so many things need to come together so quickly during the go-live portion of a project, you should consider having a separate project plan. In this video, we'll see why it's important to have an effective plan for a project, go-live or startup. Trying to build all of the details for a go-live into the main project plan can bog down the process.
So it makes sense to create a separate plan that only covers the activities and deliverables for the go-live. And some project management software will allow you to link a separate file of activities in the go-live plan to the activities in the main project plan. We can see why separating the go-live details into a separate plan would be useful by looking at H+ Sport. Starting up their new distribution center took months. The project plan included 5,000 separate activities, and there were a huge number of things that all had to happen at the same time during the weeks before and after the go-live.
Things like charging the batteries in the handheld scanners, calling the recycling company to remove leftover cardboard and pallets, and cleaning the floor to remove dirt and debris. It's important for them to make sure that all of these activities are completed in a short window of time. But they're much too detailed to include in the main project plan. So the H+ Sport team put them into a separate go-live plan, and used this plan to track and assign the work that needed to happen day by day and hour by hour during the go-live.
The go-live, or startup plan, can be a part of the overall project plan, but in some cases it makes more sense to have it as a separate stand-alone plan. Either way, proactive project leaders make sure that they have a good plan for the detailed activities that need to occur during the go-live.
- Name who is responsible for approving the resources for the project.
- Recall what the spine of a fishbone diagram represents.
- List characteristics of the environment.
- Identify the tools used for mapping processes.
- Recognize what needs to be captured on the action item list.
- Recall what project metrics should be related to.