COEPD – Center of Excellence for Professional Development Happy Learning
Every project is different and unique, but projects that fail usually fail due to similar types of problems. Finding examples of failed projects is simple, but assessing the issues that led to failure may be more difficult. Projects can be completed on time and within budget and still fail – if a project fails to deliver the expected results and quality, it is difficult to consider it successful. We’ll look at the ten most common problems that derail problem solving before and after implementation.
Preparation for Implementation
The following activities are included in pre-implementation planning to avoid the problem:
- Making the catalogue
- Establishing the approval procedure.
- Establishing phases
- Making the order procedure.
- Configuring notifications and alerts
- Consider how quotes should be handled when they are closed.
- Taking into account the activities for closing and receiving order line items.
- Defining the level of access that users have to Request Management.
- Developing an implementation strategy for configuration items (CIs).
- Choosing what to report and when to report it.
- Choosing audit fields and who will keep audit records
- Validating the Request Management implementation in relation to your office’s expectations.
The related topics summarise the planning considerations for implementing a Request Management system. These should be viewed as a starting point for initial planning and should be used in conjunction with technical consulting services.
how to handle post-implementation problems
Completing a project does not imply the end of the project management process. Simply finishing a project does not ensure that the organisation benefits from its outcome. For example, after completing a year-long project to establish a new quality management process for your organisation, you want to ensure that you accomplished your goals. Your goal was not simply to deliver a process, but to deliver the process that addressed the specific business need that you intended to meet. This is the true test of success.To maximise the benefits that the project can provide, However, you should also consider whether further improvements will provide even more benefit.You should also make certain that the lessons learned during the project are not forgotten. When you draw on the lessons learned from previous projects, you can more effectively design and execute future projects.So, how do you properly assess project success and strive for continuous improvement? This is where the Post-Implementation Review (PIR) process comes in handy. It assists you in answering the following key questions:
- Did the project completely solve the problem that it was intended to solve?
- Can we go even further and provide even greater benefits?
- What are the lessons we learned that we can apply to future projects?
The PIR Procedure
Recognizing that the time spent on the project is only a small part of a larger timeline is critical to a successful PIR. It makes sense for people and organisations working on similar projects in the future to learn as many lessons as possible so that mistakes are not repeated in future projects.And it makes sense for organisations that will benefit from the project to ensure that all desired benefits have been realised and to understand what additional benefits can be realised.
When Should You Review?
When members of the project team remember the most – shortly after the project has been delivered and most of the problems have been ironed out – is a good time to start thinking about the Post Implementation Review. Begin making a list of thoughts and observations while they are still fresh in people’s minds .However, in order to adequately assess the quality of the implementation and complete this process, you must wait long enough for the project’s changes to take effect.
What to Examine
Here are some pointers for carrying out the PIR:
- Request openness – Emphasize the importance of being open and honest in your evaluation, and ensure that people are not punished for being open.
- Be objective – Describe what happened objectively, and then concentrate on improvements.
- Document success – Document the practises and procedures that led to project success and make recommendations for similar future projects.
- With the benefit of hindsight, Pay attention to the “unknowns” (which have now been revealed!) that may have increased implementation risks. Create a system for detecting these in future projects.
- Be forward-thinking – Remember, the goal is to look forward rather than assign blame for what has happened in the past. This is not the time to concentrate on a single person or team.
- Consider both the positives and the negatives – Recognize both positive and negative lessons.
Include the following activities when conducting the review:
Perform a gap analysis.
- Examine the project charter to see how closely the project results correspond to the original objectives.
- Examine the expected deliverables (including documentation) to ensure that they are of acceptable quality or that an acceptable substitute is in place.
- How will gaps be filled if they exist?.
Determine whether the project’s objectives were met.
- Is the deliverable working as it should?
- Are the error rates acceptable, and is it fit for purpose?
- Is it working properly and in a way that will allow it to adapt to future operating demands?
- Is user training and support adequate? And are there enough self-assured, skilled people on board?
- Are the necessary controls and systems in place and operational?
- What regular activities are required to ensure the project’s success?
Determine stakeholder satisfaction.
- Were the needs of the end users met?
- Is the project sponsor happy?
- What are the implications for the client or end user?
- How should this be addressed if key individuals are dissatisfie
Determine the costs and benefits of the project.
- What were the total expenses?
- How much will it cost to run the solution?
- How much will it cost to maintain the solution in the future?
- How do the costs stack up against the benefits obtained?
- How can the project be improved if it hasn’t yielded a sufficiently large return?
Determine areas for future growth.
- Have all of the anticipated benefits been realised? If not, what steps must be taken to achieve them?
- Are there opportunities for additional training and coaching to improve results?
- Could you make any additional changes that would provide even more value?
- Are there any other advantages that can be obtained?
Determine the lessons learned.
- How well were the project’s deliverables evaluated, as well as timeframes and costs?
- What went wrong, why did things go wrong, and how could these issues be avoided in the future?
- What went well and what can be learned from it?
Present your findings and recommendations.
- What have you taken away from this review?
- Do you require corrective action to obtain the desired results?
What lessons have you learned that must be app
