The term closing for projects is a misnomer. Many times, the PM and/or the team were the champions of the change and you drove the passion and motivation. Far too many amazing projects revert back to the prior status quo not long after the PM team has moved onto their next project. Just because you and your team have done a great job in planning and executing the project and it was running well when you left, doesn’t mean that you can just assume it will continue successfully. How do we sustain the practice change that we sought to make? When you’re gone and onto your next project, what will happen to the one you just closed? What strategies have you put in place to ensure the long-term success and sustainability of your project? When you check back in after a year, what will it look like?

Solution:

In any project management, long-term change sustenance is highly essential. However, sustaining the change is not an easy task and it takes time, effort, and strategic plans to become successful. In the absence of a sustenance strategy, the change would fail (McGahee, 2016). The success of a project entails adequate preparing for transformation, collection of stakeholder acceptance and buy-in, and engagement of executive leaders in supporting the project through its inception to completion (Sipes, 2016). Project managers must be sure to implement successful change sustenance and maintenance strategies to prevent the fallback of a project a few weeks, months, or years after its successful implementation. My project is on the implementation of a meditation program for nurses in the emergency department (ED). This project, considering that it requires time and constant commitment by the nurses, is at the risk of falling back if effective sustenance programs are not put in place. Thus, to ensure the sustenance of the project, I will…..Please click the icon below to purchase full answer at only $5