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Drinking Hanging Out In Love. It allows you to bill an additional rate for any work the client asks you to perform after the sign off. There's no magic to the form of sign-off sheet. Type "sign off project template" into a search engine, and the results will return dozens of examples. Depending on the nature of the project, it may not be practical or realistic to expect every last activity to be completed at project sign off.

A web development project, for instance, may require final proofreading and ongoing updates. To guarantee the completion of the project, it's essential to transfer these residual activities, no matter how small or insignificant, to a schedule or to-do list that forms part of the sign-off sheet. Be sure to allocate responsibilities and deadlines to these activities so everyone knows who is accountable for them. Otherwise, they may fall off the agenda. While not an essential part of a project sign off, it's a good idea to follow up with a lessons-learned meeting involving the entire project team.

No matter how well the project went, there is always something you can learn from it and use to your advantage in future projects. Consider what went well, what went badly and where the pressure points were. Were the right people in the right job functions?

Did everyone have the resources they needed to perform their duties? Did the initial project kick off email to the client set the right objectives and expectations? Were your project documents thorough and accurate? Was the schedule realistic and achievable?

Use the lessons learned to update your protocols for the next project. For large-scale projects, it's important to get a sign off for all project deliverables and milestones and not just at the project's end. For example, it would be sensible to secure a sign-off sheet in each of the following situations.

Sign-on and sign-off sequences have become less common due to the increasing prevalence of twenty-four-hour-a-day, seven-day-a-week broadcasting. However, some national broadcasters continue the practice; particularly those in countries with limited broadcast coverage.

Stations may also sometimes close for transmitter maintenance, or to allow another station to broadcast on the same channel space. Sign-ons, like sign-offs, vary from country to country, from station to station, and from time to time; however, most follow a similar general pattern. It is common for sign-ons to be followed by a network's early morning newscast , or their morning or breakfast show.

Some broadcasters that have ceased signing on and signing off in favour of 24 hour broadcasting may perform a sign-on sequence between at a certain time in the morning usually between 4 and 7am as a formality to signify the start of its operating day in the United States, the broadcast logging day begins at 6am local time.

The sign-on sequence may include some or all of the following stages, but not necessarily in this order:. While most of these sign-on steps are done as a service to the public, or for advertising reasons, some of them may be required by the government of the country. Sign-offs, like sign-ons, vary from country to country, from station to station, and from time to time; however, most follow a similar general pattern.

Many stations follow the reverse process to their sign-on sequence at the start of the day. Many stations, while no longer conducting a sign-off and being off air for a period of time each day, instead run low—cost programming during those times of low viewer numbers.

This may include infomercials , movies , television show reruns, simple weather forecasts , low cost news or infotainment programming from other suppliers, simulcasts of sister services, or feeds of local cable TV companies' programming via a fiber optic line to the cable headend.

Other broadcasters that are part of a radio or television network may run an unedited feed of the network's overnight programming from a central location, without local advertising.

During what are otherwise closedown hours, some channels may also simulcast their teletext pages or full page headlines with music or feeds from sister radio stations playing in the background.

The sign-off sequence may include some or all of the following stages, but not necessarily in this order:. While most of these sign-off steps are done as a service to the public, some of them may be required by the government of the country [ citation needed ]. In a number of countries closedowns formerly took place during the daytime as well as overnight. In the United Kingdom this was initially due to government-imposed restrictions on daytime broadcasting hours, and later, due to budgetary constraints.

The eventual relaxation of these rules meant that afternoon closedowns ceased permanently on the ITV network in October , but the BBC maintained the practice until Friday 24 October , before commencing a full daytime service on the following Monday.

Afternoon closedowns continued in South Korea until December Hong Kong's broadcasting networks particularly the English-speaking channels also practiced this until mid In my former job, i was on a team working on a internet banking project to be developed in-house. I was more of a developer than a BA on that project, and so know i crazy it was having to write more codes and tweak existing designs. Thanks Adriana and Laura.

You guys are doing a great job. I hope to know as much you guys someday. You are welcome! Tells us later what happened. Akarsh: I have had a similar experience. Typically this means that the top managers are not doing a good job communicating the importance of the project down the hierarchy, and how it relates to the organizational goals.

Will the project make their lives easier somehow? Generate any palpable gain for them specifically, as opposed to just to the overall system? Similar to the empathy for one person in need vs. Indeed, excellent point, Laura. I was assuming in my answer that the BA has conducted a stakeholder analysis and is keeping stakeholders involved in the appropriate level i.

Different types of stakeholders will have different levels of involvement, and require different levels of detail about the requirements, project metrics, etc. Akarsh, Adriana provides you with some great advice for keeping stakeholders engaged. Especially if they are operating at a high-level of the organization, you may need to involve them in validation of the scope and goals of the project and then work through those details with the subject matter experts who do the work each day.

This is just something to watch out for. In my experience, the same applies to business situation. After that, it becomes much easier to keep stakeholders engaged — now they have a concrete example in their minds of why the current situation needs changing, and will be more willing to answer questions and make decisions needed to move the project forward.

Another suggestion is to use a wiki to keep project information, and encourage stakeholders to check it out frequently. I hope you will try these strategies I mentioned to see what happens. HI Tola, Good for you! It can be difficult to break what seems like a fool proof process and focus on what your stakeholders really need. Your situation is not uncommon.

Just this week I was speaking to BAs in Denver about how stakeholders often just want to see the results i. As the BA, you need to both ensure the results of formal documentation are achieved — i. How you get there will depend a lot on your audience.

The more you can communicate how the activities you are doing i. So I just have to document the requirements and run it with them seperately in followup interviews to validate the requirements. I do think a walk-through can work with shorter documents, the right motivation, and the right audience.

It all depends on your situation. I like what you are sharing about the walking through the new process with the maps and documents. It would be great to learn more about your first-hand experience with this technique sometime if you are up for another article. I struggle with this as there are many time we do have to validate the requirements — and everyone views and learns and listens differently show, read, tell etc.

In large groups, with many hundreds of stakeholders but more thank 25 business owners — I have found that a walk through works — but only if I can get them invested in the process.

Do they see the benefits of the change? Do they understand the impact on their business unit? One new way I have learned from my recent position is to walk through the new process with the maps and documents with a real order that has been closed off.