Delaying a Project’s post-implementation review is folly
Conclusion: Astute managers know that once a project is completed, skilled staff will be reassigned and their recall of the lessons learned and what worked and what did not is quickly lost. This is because corporate memory dissipates the longer the recall is delayed.
Apart from determining whether the objectives of the project were or were not achieved, an open and frank conversation needs to occur regarding the project’s outcomes and stakeholders need to be:
- Brave enough to admit failures and shortcomings
- Modest when highlighting successes
- Generous in giving credit to all who contributed to the project’s success
- Prepared to adopt practices and approaches that worked well
- Comfortable in disseminating the review’s findings to all who need to know.
About The Advisor
Alan Hansell is an IBRS advisor who focuses on IT and business management. Alan is able to critique and comment on IT and business management trends, ways to justify and maximise the benefits from IT-related investment, IS management development and the role of the CIO. Alan has extensive experience in IT management, consulting and advising senior managers in matters related to IT investment. He was a Director in Gartner's Executive program and adviser to over 50 CIOs and business managers and before joining Gartner a consultant with DMR Group. He also worked as an IS professional, manager and industry consultant for IBM for nearly 30 years. Alan is a CPA and Associate of Governance Institute of Australia.