The need for post-implementation project reviews seems rudimentary.
Every outcome, be it a product, process or service, should be compared with the initial concept. We analyze the deliverables of a project or program and issue a conclusion—namely, was it a success or a failure?
Why, then, do we so often need to justify post-implementation reviews to stakeholders?
Some of the reasons to support reviews might seem obvious, but project professionals under pressure to watch the bottom line need all the ammunition they can find. Here are some of the areas a post-implementation review can help analyze:
1. Final deliverables versus initial baselines: Several months ago, my company, Vodafone, a telecom provider, launched a new online self-care system. Because of its complexity, the project had different implementation phases, each with its own specific deliverables. At the end of every phase, we conducted a brief evaluation of the results.
We discovered that while working under pressure (which we all do), my project team and I had approved change requests that altered the original baselines—albeit in a good way.
The result was a very powerful system that contained many new features not included in the initial scope. The post-implementation review created the perfect opportunity to analyze the difference between the original scope and the end result.
2. The project manager's performance: If there's a discrepancy between what was expected and what was actually produced, it's probably closely related to the project manager's capabilities.
Many companies—including mine—realize that project management brings benefits, such as increased efficiency, improved performance and better monitoring of the project portfolio. Yet in many cases, product managers or line managers get appointed as project managers, sometimes without proper training and preparation.
There's no need to point fingers or take drastic action. But evaluating the performance of those in the project manager role can reveal where there's room for improvement.
3. Team performance: Even if it sounds a bit harsh, an evaluation of the team must be done for educational and improvement purposes. Nobody has to get fired, but maybe you need better organization or additional resources.
I've found the “customer,” especially for internal projects, often settles for less. Sometimes the marketing department doesn't want to upset the IT staff, or vice versa. In such cases, we project managers risk being “the bad guys,” but we still have to measure performance.
4. Budget and schedule: Top management is still primarily focused on time and money—understandable, given the economic environment.
A project may deliver what's expected, but if it costs double the budgeted amount, it might not be viewed as a success, even if the expenditures were justified. A post-implementation review establishes the facts in an organized and objective manner.
5. Project management methodology: Vodafone requires several project management processes, including project assignment steps, phase gates, and specific documents and approval schemes.
A review lets us see if that methodology is working. For example, is the current project management process suitable for small projects? Or should we have a specific flow for so-called “fast track” projects?
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6. The initial idea: In the project planning stage, top management typically analyzes the original concept. Why not take another look at it at the end of the project to see how it fit into the big picture? Was it actually a good idea? Did it offer a strategic advantage for the company? Did it deliver a clear differentiator?
7. Strategic alignment: Look at how the project or program impacted the organization's objectives. Sometimes the bigger projects and programs need to make a U-turn when it comes to strategy.
For example, based on a request from the telesales department, Vodafone recently initiated a project to create an automated customer-profiling system. In real time and with little information, an agent can now build a tailored offer for the customer and, if approved, propagate it throughout the IT systems. After a post-implementation review, top management realized this application would increase sales efficiency and offer a better customer experience if it was used at all customer contact points, including dealers.
Evaluating the strategic impact triggered a veritable revolution in the sales process at Vodafone, as well as a slew of projects to expand the service.
8. Ecological impact: There are many situations in which the initial assumptions about sustainability are not entirely accurate. The review process is a great opportunity to take a long, hard look how our projects and programs affect the environment.
9. The post-implementation review itself: All aspects of the project must be analyzed and updated—and this is no exception.
Every organization needs a fully functional post-implementation review to be sure its project management methodology and processes are maximizing results. But how many make the effort to analyze all of these points—especially when some might reveal ugly truths about what needs to be changed?
Is your organization ready? PM
Catalin-Teodor Dogaru, PhD, PMP, is a program manager for the telecom provider Vodafone, Bucharest, Romania.