Project Management 101: Dealing with ongoing projects
Few weeks ago our support team received an interesting question from a client. She asked:
“If a project was finished, but new things came up, should I just reopen the project and add a new activity or create a new project, instead?”
That’s a tricky one and, as you probably suspect, the answer is: “It depends.”
Let’s review some of the common scenarios and possible solutions.
In fact, this is a very common case. You completed your project, your customer and stakeholders are happy and the pictures from the celebration party are all over Facebook (now you wish that Mark Zuckerberg never existed.)
All of a sudden you receive an email about one tiny, little, small thing that absolutely needs to be added to that project.
If you indeed believe that it’s going to be a one-off activity, then the best practice in this case would be to re-open the project and add new task there. This way you can save a lot of time, because all your project structure, team assignments, description, etc. is already there. So the new task is kept in context of the project.
Under such circumstances in most cases it’s better to create a new project dealing with the new scope. This way it will easier for you to deal with scheduling and resource allocation aspects.
Another benefit is the team moral. Psychologically it’s very hard on people if the project never ends – there is no sense of accomplishment.
Another common scenario is ongoing maintenance. It can support for freshly built web-site, IT services for servers, community management for a marketing initiative, etc.
Our recommendation is to create a separate project called “Maintenance for…” and keep all support activities there. According to PMI it won’t be a project, since it doesn’t have defined end date and scope, but you know better than that. Of course it’s a project. You just won’t be recognized for doing a darn good job managing it.
Another possible approach is to create a general “Maintenance” place holder project for all initiatives. It can be useful for in-house projects, where maintenance tasks are rare and you don’t need to worry about billing the clients.
How do you deal with ongoing projects and extra scope? Please share your best practices with us.
This post is a part of our on-going Project Management 101 series.
Vadim Katcherovski is the CEO of Logic Software Inc. based in Toronto, Canada. He has over 20 years of experience in the IT industry and has managed dozens of software development projects.