ABSTRACT
In an established PMO the cycle we have discussed, from Assess in the A phase to Enhance in the E phase would continue to roll on. Assessment would occur on a regular basis, perhaps annually, and serve as a way of objectively measuring progress and improvement across the portfolio. As strengths are consolidated and new weaknesses are found, the cycle will play out again until new initiatives are complete and their output embedded, evaluated and enhanced. If, however, the project is to implement a PMO then at some point the time will come to hand over the reins to operations, as would be the case with many of the projects being supported by the PMO. In these cases, where a project manager has been allocated to set the PMO up and then hand it over, or if the PMO has been set up by consultants, a Transition phase is necessary (Table 10.1), to ensure a structured handover to the business. Transfer PMO https://www.niso.org/standards/z39-96/ns/oasis-exchange/table">
OBJECTIVES
KEY ACTIVITIES
BENEFITS
Shut down the programme, release and transition the support of the PMO to the appropriate organisation staff, and preserve relevant data and knowledge gained during the course of the programme
Develop programme closure report
Submit all artefacts to PMO
Assure that all the deliverables established in the programme scope have been completed
Acquire final lessons learned
Close financial and engagements contract
Release programme resources
Operational PMO
Complete PMO handover
Ongoing visibility and control of project portfolio
