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This chapter is from the book

Things to Know and Do

  • Program schedules can be unrealistically short given the operational challenges to execute such programs.

  • The true cost of transfer includes the opportunity cost of missed projects and revenue loss due to increased service disruptions.

  • The focus on transitions is often on efficiency and not effectiveness. There is a greater focus on activity over outcomes.

  • Scope may be focused only on maintenance and not enhancements. This gives no opportunity to prioritize what needs to be transitioned and what doesn’t.

  • Politics may creep in between the three groups: IT management, the incumbent team, and the new team.

  • The program may evolve differently from what was envisioned. Watertight contracts do not provide wiggle room to course-correct the transition.

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