[Dale]

If I may, your role (and tasks) with the delegated project have changed, but not the activity status. The project is in fact active, current, and on going. It would seem two things need to be actively tracked as your role as a manager and stakeholder; the progress of the delegated project, and the related references for the project.

I would do a few things.

First, create a file for all reference materials for the project - paper or digital is personal preference and/or requirement based. The point is the staff member responsible for said project will be expected to present email updates, data reports, and information at regular intervals. Having everything in one place along with any personal notes is helpful.

Second, your next actions related to the delegated project are the tracking of the project progress and as such are not on-hold. They are focused on the interaction of you and the staff member, specifically regarding the progress of the delegated project. The tasks in OmniFocus would then be to track regular progress reports; in whatever manner your communication document state will be transmitted, project milestones, and the appropriate closure of the project.

The tracking is what should be active and as such leaves the details of the delegated project to the staff member to handle. The setup in your OmniFocus should reflect this. You do not need to put the project On-Hold/Delegated. The solution is to identify your next actions as those related to tracking the progress and allow the details and references to be accessible within an appropriate file location out of OmniFocus.

Setup:

Make your "project" a project to track the progress of the delegated project. Not of the project itself.

Create a project with notes of when the project was assigned to the staff member and include a link to the digital file (or note to where the paper file is located). The project should be parallel so minor progress reports will not stop milestone tracking tasks from being visible. Additionally, start dates will keep excessive tasks from being displayed before the are necessary in a parallel setup.

The first project section should track regular progress reports. I would place three repeating tasks with start and end dates; get progress report, review progress report, and file progress report. These items are parallel as filing might not happen before the next report arrives or is due.

The second project section should track milestones. I would extract from the project plan submitted by the staff member the number and dates of major/minor milestones and create tasks to verify progress for each of these with the staff member. This can be a casual "touch base" rather than a formal meeting approach, but the tracking is the same. The question to answer is where is the staff member on a specific item? This section is useful to help you not forget if an item has been addressed. Tasks within this section can be the most complicated as some items need to be sequential and others parallel. The configured grouping and sub-grouping differ on a per project basis.

The third project section should track the project closure process. The specifics of your particular closing process should be reflected and possible links to template forms may expedite these final requirements. The basic approach is simply a checklist of final tasks which need to be attended to. I expect many of these are parallel tasks and order, for the most part, might not matter.

I provided a quick screen shot of a simple project structure, of course one could make this as detailed as necessary.

Suggestion:

If you have set processes or requirements. I would setup a project in OmniFocus for tracking delegated projects, put it in a "Template" folder, set its status to On-Hold. This project then can be duplicated and moved to an active status as the basis of a new "delegated project tracking" project for streamlining future implementations of GTD and OmniFocus.