Post Implementation

Reviews
made easy

Emelia Yamson – CISA, CISM, CBOP, CCSP

CTO Nosmay Company Limited
ewyamson@nosmay.com
 What
A Post-Implementation Review
(PIR) is an assessment and
review of the completed working
solution.
Emelia Yamson – CISA, CISM, CBOP, CCSP
CTO Nosmay Company Limited
ewyamson@nosmay.com
 Implementation Methodology Activities

Project Go-
Start Process Testing Training
kick-off Live
Analysis PIR

Months Later

Establish support plan

?????
Create project plan Schedule requirements Initialize and Monitor and support live
gathering workshops configure production Mop up training of environment
Conduct kick-off
Gather detailed system per blueprint end users and
meeting Close out all open issues
business requirements administrators
Assess technical
Migrate data from Implement support plan
Define data migration legacy system Execute cutover and
infrastructure run pilot processes Project closing
requirements Validate and test
Install software and Quality Audit check Quality Audit check
licenses Document blueprint business processes
configuration
Quality Audit
Identify and address Develop end user
check
scope changes training
Quality Audit check Plan for production
support and cutover
Manage change to
company and user roles
Quality Audit check
Main purposes of PIR
 To ascertain the degree of success from the project, in particular, the
extent to which it met its objectives, delivered planned levels of
benefit, and addressed the specific requirements as originally
defined.
 To examine the efficacy of all elements of the working business
solution to see if further improvements can be made to optimize the
benefit delivered.
 To learn lessons from this project, lessons which can be used by the
team members and by the organisations to improve future projects
or solutions.
 WHEN IS PIR DONE

Typical periods range from 6 weeks to 6 months, depending on

the type of solution and its environment.

 The PIR is intended to be an assessment and review of the final working

solution. There should have been at least one full processing and reporting
cycle completed.
 It should not be performed while the initial snags are still being dealt with
or while users are still being trained, coached and generally getting used to
its operation.
 WHO TO DO THE PIR ?

 Why not the Project Team?

o They implemented?
o They understand what was required?
o What was changed and how it was achieved?
o They understand how things are to work?
o They can fix it ?
 WHO TO DO THE PIR ?

 Why not an independent Audit Team?

o They are impartial?
o They understand QA processes
o Omissions and errors from Project team can not be
overlooked
o They will look at things from Risk Perspective – Always
WHO TO DO THE PIR ?

Solution ?

DO BOTH
OBJECTIVELY
 HOW TO DO THE PIR ?

 Project Summary
 Team and Staffing
 Comparison of Actual to Planned Deliverables
 Transition to Operations
 Project Costs
 Project Schedule
 Recommendations.
 HOW TO DO THE PIR ?
 Project Summary

 Must give sufficient detail of your project’s objective and scope

 Must be High overview of how well, or not, your project achieved its objective,
highlighting key issues that occurred.

 Must make reference to the lessons you learnt and how you believe such issues
can be overcome or avoided in future projects.
 HOW TO DO THE PIR ?
TEAM AND STAFFING
 A significant factor of any project is the actual team itself and the skills and
knowledge of the individuals allocated to the project.

 You will also review how appropriate the project resources were at its various
phases.

 A complete list of the project team’s details – name, project role, contact
information etc. - must be included so that can be contacted for advice or
information so that future projects avoid the pitfalls and attain the same benefits.
 HOW TO DO THE PIR ?
COMPARISON OF ACTUAL TO PLANNED DELIVERABLES

 Compare Clearly what actually occurred on the project in terms of;

 Deliverables planned vrs. actual
 timings to that of the project plan.
 Fall back planning

 Through this you will be able to identify issues as

 ‘Scope creep’
 Poor management of expectations,
 Insufficient contract terms to ensure suppliers performed as
required excellent communication management,- Or not
 strong financial controls
 Etc
 HOW TO DO THE PIR ?
TRANSITION TO OPERATIONS/BUSINESS AS USUAL (BAU)
 How was the project transferred/handed over,

 Usually comes with many hidden, or even unexpected cost implications if it goes
poorly.

 Were the vital difficulties or

 Challenges encountered recorded so that future projects can learn from the good
and bad of this transition.

 Post Operationalization Support

 Training,
 HOW TO DO THE PIR ?
PROJECT COSTS
 How well did the financial aspects of it managed/controlled

 Did the Cost control focus on specific areas, resource, or phases of the project? (Planned vrs. Actual)

 Did the project stay within budget or did it exceed it and if so by how much.

There are many issues that can influence project costs, these include:

 Lack of planning & scheduling

 Lax monitoring
 Scope Creep
 Poor change management
 High cost of scarce resource
 Etc.
 HOW TO DO THE PIR ?
PROJECT SCHEDULE

 How well did the project achieve its schedule and timeline.

 You will provide information on the reasoning and causes of delays in schedules and
extensions to the end dates of project phases or its completion.

Note:
 Information gathered in the project review process and closure phase is an excellent
source of initiatives that can be incorporated into your organizations project
management methodology so that future projects perform better.
 HOW TO DO THE PIR ?
RECOMMENDATIONS
 This section is your opportunity to identify process and methodology improvements
that can be integrated into the planning and monitoring of future projects.

 This section should provide an explanation of the changes you wish to be adopted
with the justification and reasoning being describe in full within the relevant section
of this document.
 This section provides a high-level description of your recommendations cross-
referencing other sections for supporting evidence.

 This Section should have a time bound recommendation on all recommendations

 This section should have high level owners for improvement areas
 Thank you
Questions or Comments

• Emelia Yamson – CISA, CISM, ITIL, CBOP, CCSP

• CTO Nosmay Company Limited
• ewyamson@nosmay.com