Beyond the Finish Line: Why Defining the End of a Project is?Crucial

We’ve all been on projects that went on far longer than they should have. This is a common symptom when expectations aren’t clear. When we don’t clearly define the scope of the project, we end up having meetings for the sake of having them. We end up making reports and deliverables that nobody really needs or wants.

Defining when the project is over can easily save time and narrow the project’s scope. Asking “When is the project over?” will naturally bring to light its purpose and expectations.

Important problems manifest because the future needs information that is not available today. Clearly defining what the deliverable will be can shed light on the project’s return on investment. Also, this can spark some conversations on what will be the metrics that define the project’s value.

Make the best use of your meetings by identifying reasons for the project to end (lack of funding, lack of interest, not as valuable as initially thought, etc). Aside from failures, also define deliverables that bring business value and could potentially conclude the project. Data projects usually conclude with an insight (like which marketing campaign was more effective) or with a deliverable (like a machine learning model or a dashboard). The problem is that sometimes the deliverables will require some maintenance. This should be agreed upon beforehand. At the very least it should be communicated. “Hey the project has this deliverable. It may need some maintenance, but the project ends with the deliverable”. Knowing when the project ends is something many overlook.

Don’t assume you know until you?ask