Advice for Creating Hand-off Project Documentation and Notes?

Six Sigma – iSixSigma Forums General Forums Implementation Advice for Creating Hand-off Project Documentation and Notes?

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    Sharmin Saylor

    I’m finishing a project and handing it off to the process owner.

    What are the documentation best practices for handing-off a project to the process owner?

    I have the PPT presentation, but I want to make sure everything I learned is properly handed off and improved upon going forward.

    Any ideas, reminders, tips, templates and such are GREATLY appreciated!


    Andrew Parr


    I have a template I have had since my Black Belt training that details everything being handed over and I make it a big thing with a formal hand-over and a celebration so people are aware of the significance of our achievements together.  That way they are more likely to do those BAU tasks that make a difference e.g. following an Out of Control Action Plan if things go awry in the future.

    It is a hand-over into the hands of the new owner who must buy into the new way of working so it is my opinion that if you make it important and significant they are more likely to keep it in mind.  Obviously, they may have been involved in the Project anyway and want it to work so will be engaged but there’s never any harm in celebrating success.

    I’ve attached the hand-over plan I was given as a template but in most cases it is the additional documents like Skills Matrices, Control Plans, Process Maps that are as important in the hand-over.  I always end up cannibalising the template and I get the Process Owner to sign for the hand-over!

    1. Handover_Plan.docx
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    Niranjan Deodhar

    Two other frameworks I have found useful in ensuring the story of how you solved the problems is also understood and built upon in future:

    1). Describe the process in terms of:

    a) What happens when we get it right (at a high level of key steps and hand-offs only; resist the temptation to just put the process map in here!)

    b) What gets in the way (at each step in the above; or at an overall process level)

    c) What have we done about it


    2) Describe the problem in terms of:

    a) Symptoms we observed to validate that there is in fact a problem (usually in the form of metrics that are running off target)

    b) The root causes we found for the symptoms

    c) The remedies we have proposed


    In my experience, distilling the Lean Six Sigma that you would have applied to eventually tell the story in such common-sense terms gets understood better and hence accepted / remembered / built on over time.

    If you like the concept, I am happy to provide some tools and artefacts.

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