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Transition Tool

Many projects that create new ways of working and new services are set up as pilots, and/or have a fixed grant of funds (perhaps from a government scheme, a lottery fund, or a philanthropic foundation). Unfortunately, when the money and time runs out, very often the project folds and the new service does not become operational – even if it has been shown to be workable and delivering clear benefits. Projects involving new uses of technology are notorious for failing to make the transition.


There can be many reasons for this failure. One common reason is simply a failure to plan the transition – perhaps because of a focus on the technical aspects of a project to the detriment of thinking about the more mundane but more important issues like politics, money and changing people’s behaviour. Another reason is leaving the planning until it is too late. It is also generally hard to manage such a transition.


The Transition Tool document sets out a process to help project teams plan for transition to live operational service (assuming that their project is going to demonstrate a viable and beneficial new way of working). The process complements any effective approach to project management. It will draw on and support an evolving business case such as one following the HM Treasury five-case model. The results are embedded in the main project plan, not kept distinct.


The process may take quite a lot of work and time. It requires a comprehensive knowledge of the project and the operating environment into which it is delivering change, including the financial environment. Consequently it may best be done in a facilitated group session where there are a few people involved who have different knowledge and perspectives. It can be useful to come back to the results after a short while, with new eyes, to validate them. As is the way of things, sorting out the money is critical, so there must be someone involved who understands the financial issues thoroughly.


The process was developed from practical experience between 2006 and 2010 by the Delivery Innovation Team based at the City of London Corporation, and the material authored by  Paul Waller, Louise Bazalgette, Johanna Davies, Ewen McKinnon, Jane Robbins, and Beatrice Rogers.


To learn about the Transition Tool please follow the link below:


Transition tool