November 2005

Project Manager Today

www.pmtoday.co.uk

“Do post-project reviews really pay” by Caroline Eveleigh
It is asserted that organisations which carry out post-project reviews reap the benefits in better performance, better morale and higher profits, Those who don’t do post-project reviews tend to make the same mistakes over again.

Reasons for not undertaking post-project reviews are based on the natural tendency to look forwards rather than backwards, a reluctance to rake over the coals and the fact that the team are now disbanded and already focussing on the next challenge.
Carrying out post-project reviews requires commitment at senior level and the information needs to be put to good use. Dissemination of the information results in the biggest payback.

Furthermore, it is suggested that reviews be conducted mid-way through the project to increase the immediate benefits or at the end of each stage. Chip away at the ‘Lessons Learned’. When people see that the information resulting from a review is used, they are happy to put greater effort into the review.

The 5 E’s of evaluation:
1. What to evaluate
2. Who is it for
3. Who is to do it - consider an independent facilitator
4. Make it clear why it is being done
5. What criteria will be used to evaluate

“Governance in the project-based organisation” by Prof. J Rodney Turner
This article examines how organisations determine that they are doing the right projects ie those which will achieve the best business results.

Governance occurs at 3 levels :
1. Corporate governance
2. Portfolio and programme governance
3. Project governance

In the past corporate governance did not like project management because it tried to deal in certainties and forecast outcomes whereas it was sometimes preferable to remain more flexible to allow outcomes to be manipulated.. The effects of SOX have spread beyond the United States and now CEOs and Boards of Directors are seeking clarity with the result that te governance of programmes and projects are increasingly important.

There is discussion of the APM’s report on the governance of project management (apm.org.uk) and the 11 principles supporting this. There are also some interesting observations on the role of project managers. Turner concludes that they need to be aware of the business need and the desired project outcomes but they should NOT be involved in defining these needs or agreeing changes to them.

“The project manager’s premier document” by Lucidus Consulting is a great argument for a PID (Project Initiation Document) and the risks associated with its absence.

I keep six honest serving men
(They taught me all I knew);
Their names are What and Why and When
and How and Where and Who
- Rudyard Kipling

Download article or visit the Lucid Consulting website for more insights into project management issues.
prince2 training courses