A handover.
Not a guessing game.
Project coordination for the space between one team and the next.
Discuss an engagementRehearse the next three steps.
A fictional practice model. No agreement is accepted and no real project status changes.
Define the handover
Name the receiving owner, the material to transfer and the decision that ends this stage.
No prerequisite. Start here.
Ready to practice.
Check the material
The receiving owner reviews the file list, open decisions and access instructions.
Requires step 1: define the handover.
Waiting for the preceding step.
Confirm the next owner
Record who takes the next action and when an unresolved question comes back for discussion.
Requires steps 1 and 2.
Waiting for the preceding step.
Practice only. Read the steps in order; each depends on the one before it.
The work
on the table.
A fictional handover study.
Before we begin.
Where do you fit into an existing team?
The sample service adds coordination around existing decision makers. Your team retains its authority over scope, budget and acceptance. We agree who can decide what before any work begins.
Can we start with one difficult handover?
Yes. A bounded handover is a useful sample scope: one receiving team, an agreed set of materials and a written list of unresolved questions. Wider project management is a separate discussion.
What information should we share first?
Describe the handover, the roles involved and the date you are working toward. Do not send confidential files or personal records in an initial email. Agree a suitable transfer method first.
Make room
for the work.
- Preparation
- A short scope note, current owners and a list of open decisions.
- Working arrangement
- Remote or on-site coordination by agreement. Sample scope only; confirm travel and access needs.
- Availability
- Sample hours: Monday–Friday, 9–5. Timing and fees are agreed for each engagement.
What needs to change hands?
A first conversation starts with the work, the people and the unresolved question.
Plan a first conversation