The Release Stage: Let’s Get Going!
‘What we call the beginning is often the end. And to make an end is to make a beginning.’
T S ELIOT
Overview
This is the stage when ‘the rubber hits the road’, you unleash your creation on the world and start to reap the benefits your project was set up to realise. It involves:
- releasing the validated solution into its operational environment;
- the start of all operational support;
- the handover of the solution from the project manager to the functions and business units for on-going operation and assurance.
In addition, work is carried out post-release to ensure the environment left by the project is ‘clean.’
It finishes with a project closure review, at which the project is formally shut down. The review takes the form of a ‘lessons learned’ session. What worked well on the project? What didn’t? Were all the controls effective and useful? What would we use again? What would we do differently next time? Closure is discussed in more detail in Chapter 27.
Key deliverable
The Project Closure Report contains the notes of solution handover and project closure, including ‘lessons learned’ from the project in terms of how the processes, organisation, systems and team worked (i.e. the efficiency of the project). A terms of reference for the Post-Implementation Review is also included (see the CD-ROM for a template).
| Deliverable | Review by | Approval, prior to gate, by |
| Project Closure Report | Involved key team members | Project sponsor |
Note: These are minimum review roles and deliverables only. Each project should define its full set prior to the start of the stage.
Process steps
Release Gate. This gate determines whether you can start using the proposed solution in a full operational environment. If the ready for service report is authorised, the Release Stage is started. See checklist on p. 118.
- The project manager informs the stakeholders and key team members that approval to start the Release Stage has been given.
- The project manager assembles the team and confirms the project controls, roles and accountabilities for each individual. The plan (as produced at the end of the previous stage) should be reviewed to ensure it is still valid.
- Final release activities and preparations are carried out (e.g. major print runs, manufacturing, final training).
- The decision on the launch date is confirmed and communicated to all who need to know. If there are any snags then release may be put ‘on hold’ until they are sorted out.
- The launch/release takes place.
- Preparations for project closure are made.
- Any outstanding work to complete the scope of the project is carried out. This may include removing redundant data from systems, withdrawing old manuals or literature, and shutting down redundant capabilities.
- The project closure review is held and the project sponsor declares the project formally completed:
- the project accounts are closed;
- the development(s) (with output definition(s)) is handed over to the line for on-going management;
- the terms of reference, accountabilities and timing for the Post-Implementation Review are agreed (see p. 127);
- lessons on the efficacy of the project process are recorded and fed back to the process owner.
The project is now completed and closed.
