The project is closed out and lessons learned are documented

Underlying these requirements is the execution of some crucial supporting plans , such as change management, the communication plan, the implementation plan, risk management, and the cost/benefit plan. These supporting plans are a part of the transition from the project team to the ongoing management of the solution. Developing these supporting plans should be informed by your best practices and benchmarking.

In concert, these five supporting plans prevent backsliding. Organizations tend to return to their current statethe familiar. Similar to a stretched rubber band, organizations work hard to improve (or stretch) to new, improved shapes, but once you let go, the rubber band snaps back to its original shape. Together, these five plans help sell the project's improvements (or enhancements) and ensure buy-in from management and the process players for the project's long-term goals. Finally, the handoff of responsibilities gains ownership for those who do the day-to-day work (the operational "process players"). They benefit from this final Control step deliverable, because they are the ultimate customers for this step.

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