A post-mortem process for a project “means a close examination of all parts of the project to determine its successes and failures” (Campbell). No matter what its called close-out or a post-mortem, what is done after the project is key to the success of future projects.
Earlier this year, N Pharmaceuticals announced its need for a new and innovative documentation system that would house over 1,000 standard operating procedures, 200 controlled forms, and over 30 corporate policies. After several need and feasibility assessment meetings, and software presentation by different vendor the project team was committed and agreed to the change from Documentum to MasterControl. The project included the installation of the new software while maintaining a parallel system with the older documentation system, validating the each process, establishing test scripts and testing the system to ensure all scenarios functioned as expected.
The “MasterControl” project affected every department in the organization, so the project team was established using a “Functionally Organized Structure to ensure more response is provided to the needs of the different organizational areas. Separate units were established based on their specialty” (Portny, p 63).
Although the project was closed successfully, it was not without its challenges and even a “scope creep”, which could impacted the timeline and budget. During Phase I: Determine Need and Feasibility, the team brought together all department heads to discuss their specific documentation needs. This process was well organized and provided an accurate needs and feasibility assessment. As Phase II: Create Project Plan began to unfold, it seemed that based on the selection of members from each area the team was well represented by expertise, management and other key roles. The Project Manager developed a timelines, budget and identified required resources. A project charter was developed and signed by all stakeholders. The Kickoff meeting was well staff, which set the stage for the approved project plan to be presented.
In Phase III: Create Specifications for Deliverables, the “blueprint” which was presented in Microsoft Project was well detailed as to the deliverables and member assignment. The timeline was refined, and the work processes were reviewed. Phase VI: Create Deliverable was a smooth process since all of the deliverable were developed by the vendor, MasterControl. All the team members had the opportunity to provide feedback as to the specification; and, work processes for creating the deliverables. And finally, Phase V: Test and Implement Deliverables was clearly where the team encountered the challenges. It was quickly noticed that the person reasonable for the creation and publishing of the training modules, one of the key deliverables of the project, 620 lectora courses, she was not consulted when the timeline was established. The training manager was given 3 days to complete the updating and republishing, There were 620 courses and it takes approximately 30 to 45 minutes to update the link, publish lectora file and test in the QA and PD environments. This challenge presented a budget issue sine one person, even two could not feasibly develop those courses in 3 days. As the project manager, I had to establish as plan to correct the oversight. I met with the training manager, we developed an estimate for the work, and the resources that would have to be assigned to this part of the projects.
In summary, the project was completed successfully and the “post-mortem” meeting helped to identify strengths and weaknesses, which will benefit the team as a group, and individuals as they continue to participate to carefully plan and include all necessary team members from Day 1.
References:
E-book: The Project Management Minimalist: Just Enough PM to Rock Your Projects!
Step 2: Get your team together and start the project (pp. 10–12)
Step 3: Figure out exactly what the finished work products will be (pp. 13–16)
Project "Post
Portny, S. E., Mantel, S. J., Meredith, J. R., Shafer, S. M., Sutton, M. M., & Kramer, B. E. (2008). Project management: PlanningMortem" Review Questions (pp. 42–43)
Michael Greer’s PM Resources
