Every company has handovers between phases, though they are often settled with a meeting and an email. The information lost in them is the hardest to recover later, such as commitments to landowners and councils that never reach the site team, permit conditions, warranties that expire without operations knowing, or a financial model that is never updated with actual cost.
Our view
- 01
Each handover is a formal acceptance, with minutes signed by whoever hands over and whoever receives, recording what is missing, who closes it and by when.
- 02
The package is defined when the phase starts and completed during it, so that acceptance is settled in one meeting rather than over months.
- 03
At handover to operations, everything with a date matters, such as warranties, environmental obligations and maintenance contracts. The operations team joins testing and commissioning, so that it receives an asset it already knows.
What we deliver
We design the three handovers on the company's document management system, from development to construction, from construction to operations and from the project to asset management.
- The package for each handover, with its list of documents and data.
- Tracking of its completeness during the previous phase.
- The acceptance minutes and who signs them in each case, according to the RACI.
- Project close-out, with final cost and schedule, live contracts and the financial model updated with actual cost.
- Training for the team, and the indicators and meetings the company uses to follow the process, with our support if needed.
Agents and tailored tools
If the company wishes, an agent assembles the file for each handover from the document management system and checks it against the agreed list. It moves the warranties, their dates and their conditions into the operations calendar and lists the outstanding items with their owners. The receiving team reviews the file and signs the acceptance.
What it connects to
Each handover gathers what the other processes have produced, such as the readiness checklist for the corresponding gate, the final documentation, the risks still open, the final cost and retentions from CAPEX control and the warranty dates from the schedule. The RACI sets who hands over and who receives, and what each handover teaches returns to the portfolio as lessons learned. Whoever receives the project finds what the other processes produced already gathered and does not have to rebuild it, which is the test of a connected PMO.