A - Project Initiation
A02 - Appoint the project manager
A03 - Appoint the key team members
A05 - Identify and plan the deliverables
A06 - Identify risks and plan responses
A07 - Have project initiation peer-reviewed
A08 - Make a go/no-go decision
B - Monthly Initiation
B01 - Revise and refine the plans
B02 - Have the monthly cycle peer-reviewed
B03 - Make a go/no-go decision
B04 - Kick off the monthly cycle
C - Weekly Management
C01 - Measure and report performance
C02 - Plan responses for deviations
C03 - Kick off the weekly cycle
D - Daily Management
E - Monthly Closure
E01 - Evaluate stakeholder satisfaction
E02 - Capture lessons and plan for improvements
F - Project Closure
F02 - Evaluate stakeholder satisfaction
F03 - Have the closing activity group peer-reviewed
F04 - Archive the project documents
G - Post-Project Management
G02 - Generate new ideas
This management activity belongs to the post-project management activity group: a 3- to 6-month cycle of activities that start after the project ends and continues for 1 to 5 years. This activity group may be merged with that of other finished projects in a central portfolio management system.
The same person who was the sponsor for the project is responsible for this cycle, unless this responsibility is transferred to someone else.
After evaluating the benefits (G01), the sponsor should check to see whether there are any ways of increasing them. The result may be small activities assigned to the operational teams, or major changes that can become new projects in the future.
The main work for the project is done, and you deserve to benefit from it. However, some potential benefits are not realized automatically unless you take extra ad hoc actions after the project closure, and we don’t want to miss this opportunity.
On the other hand, evaluating the benefits of previous projects is a great source of ideas for future projects, and it’s best done in a structured way.
Consider the following to avoid some of the commonest problems in this area:
- Avoid unactionable statements, and focus instead on designing real solutions that can be implemented and evaluated.
- You don’t have to do this management activity by yourself – invite other people to join you, and decide together.
- Don’t limit yourself to evaluating the benefits of each project separately and in isolation – sometimes it works best if you (and other people responsible for other projects) get together and evaluate the benefits of multiple projects together. Just be careful that the benefits of each project you’re responsible for are evaluated in one way or another.
The following principles play a significant role in this management activity: