How to navigate the best ending

Nearing the completion of a project, when the intended milestone is in sight, it is critical to manage resources, momentum and focus to cross the finish line successfully.

The final phase of a project is often the most difficult given that pressure is highest. The entire team should be aware of the common goal and work together to achieve this. Some basic tenets need to be followed to ensure successful conclusion.

Leadership at this point needs to be clear so there is unity of command. The leader or project manager should be able to chart the clear course of action required to complete the project. This clear course then should become the critical path for success. If at this stage additional stakeholders create disruptions or deviations, the leader must bring the entire team back on course by employing the required mitigating actions. Just like in the classical game of follow the leader, it is critical for the team to trustfully follow instructions to ensure the project reaches its logical conclusion.

During the final stage of the project, each member needs to have a clear understanding of their precise role and how it impacts the project. Each member needs to be working to their full potential to deliver their responsibilities. There are no buffers or slack at this stage which makes performance of each member crucial for successful project closure. The leader thus needs to ensure work is well balanced, each resource clearly understands their role and there is a backup available for all key resources to avoid key man risk.

As the pressure mounts to close a project, tempers are short and often lead to unnecessary exchanges. It is important to ensure team members continue to work cohesively. Any instances of debate need to be defused and team members encouraged to maintain composure. The leader needs to manage interpersonal relationships carefully to avoid friction. Efficient work allocation ensures that no resource bears the brunt of too many tasks which could lead to irritability and short tempers.

Eighty per cent of the leader's job is communication. As the project reaches closure, the project manager needs to step up communication to all stakeholders. A daily dashboard of key concerns and status keeps stakeholders up to date. Overkill through too many status meetings should be avoided to reduce miscommunication. Channelled issue management is also important to avoid stakeholders surprising the project sponsor with show stoppers the project team is not aware of.

Once the project is concluded, it is important the team completes all the necessary formalities including administrative duties. Thereafter, the team needs to assimilate its learnings and add it to the organisation's knowledge bank. Lastly, the leader should not forget to congratulate the team on a job well done through rewards and a recognition programme that is fully supported by the sponsor.

Sanjiv Anand is the Managing Director and Abhishek VS is an Engagement Manager at Cedar Management Consulting International.