The Post-Implementation Review: How Did We Do?
To be effective, the review must not be used as a ‘witch hunt’. If you use it in this way, you’ll never have the truth presented to you again!
‘You can do anything in this world if you are prepared to take the consequences.’
W SOMERSET MAUGHAM
Overview
You should carry out a Post-Implementation Review after sufficient time has elapsed for the benefits of the project to be assessable. The review cannot cover every aspect but it should establish whether:
- the predicted benefits were delivered;
- the most effective operational processes were designed;
- the solution really met the business needs, both for users and customers.
As the project sponsor is the one who wants the benefits and for whom the project is undertaken, it is in his/her interest to initiate the review. This review should result in action plans for improvement where necessary and hence help in the achievement of the benefits. For major projects this review may be carried out by an ‘audit’ function, but in all cases it is better (although not essential) if it is conducted by someone independent from the project team. To be effective, the review must not be used as a ‘witch hunt’. If you use it in this way, you’ll never have the truth presented to you again! (See also Chapter 26.)
Key deliverable
The Post-Implementation Review (PIR) report assesses the success of the project against predefined criteria given in the business case and confirmed in the terms of reference for the PIR. It assesses how effective the project was in meeting its objectives and includes recommendations for improvements (see the CD-ROM for a template).
| Deliverable | Review by | Approved by |
| Post-Implementation Review report | Independent reviewer or internal audit | Project sponsor |
Note: Minimum review and approval criteria: the terms of reference should define all those who need to be involved.
