76 ◾ Bennetta R. Raby
keys to successfully managing and completing any program is the development of a comprehen-
sive plan of action or plan of record with milestones. Once the nal milestone is met, the overall
program should be deemed complete. If another generation of the program should morph, then
an entirely new program should be started. e most important thing to remember is if a plan
is devised for program closure directly in the beginning, then closing down the program is more
of a possibility. A few key tips for ensuring that a project will close correctly are: (a) make certain
that all program deliverables and milestone documentation have been completed and delivered,
(b) create a closure report that summarizes what steps were taken to close the program and how
the program will be supported in a normal production environment, and (c) obtain formal sign-o
from executive sponsors or the project steering committee. e best forum for keeping the re
burning until everything is fully baked is to hold a lessons-learned or closeout celebration. All
good programs and projects must come to an end, but that does not mean that the process isn’t
allowed to provide some fun and camaraderie for the participants.
Project solutions to common issues are a combination of people, processes, and knowledge.
ere is no “magic button” for getting more projects done. However, it takes forethought, time,
and basic know-how to plan, set goals, and tie them to strategies prior to embarking on projects.
Project managers must be bold enough to contribute and give feedback when executives’ expecta-
tions are unrealistic. Leaders must be bold enough to learn what project management is and how
it can change their future. Team members must get on board once projects have begun and task
assignments have been communicated. It is everyone’s responsibility to raise their project manage-
ment IQ.
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