ABSTRACT
One of the measures of success for any industry is the opportunity to take on additional and more complex responsibilities. For a project management office (PMO), this is showcased through the assignment of new projects with longer durations, higher risk, larger budgets, and greater numbers of resources. An organization needs to have a process in place to handle changes to a system after related projects are closed. It is useful to group post-live system changes into two distinct categories: maintenance and project. Changes that would be considered general maintenance could include modifications that require a low number of resources, funding, or level of effort. Initiating is an excellent opportunity to hold a project transition planning meeting, where all key team members can come to a common understanding that the project manager (PM), like the project, is only temporary and has a solitary goal of meeting the project scope on time and within budget.
