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  • Post Implementation Review Template

    Загружено:

    monparaashvin
    309 просмотров9 страниц
    Get Started With Mind Tools My Learning Plan Find Out More 391939 Post-Implementation Reviews Making Sure That What You Delivered Actually Works "Lessons learned... and more." © iStockphoto "Completing a project" is not the same thing as ending the project management process. Simply finishing doesn't ensure that the organization benefits from the project's outcome. For example, after completing a year long project to establish a new quality management process for your organization, you want to make sure that what you set out to do was actually achieved. Your objective wasn't to simply deliver a process – but rather, to deliver the process that addresses the specific business need you intended to meet. This is the real measure of success. To make the most of the benefits that the project can deliver, however, you also need to check to see if further improvements will deliver still greater benefit. You also need to ensure that the lessons learned during the project are not forgotten. You can more effectively design and execute future projects when you take advantage of lessons learned through experience of previous projects. So how can you properly measure a project's success, and work toward continuous improvement? This is where the process of Post-Implementation Review (PIR) is helpful. It helps you answer the following key questions: Did the project fully solve the problem that it was designed to address? Can we take things further, and deliver even bigger benefits? What lessons did we learn that we can apply to future projects? The PIR Process The key to a successful PIR is recognizing that the time spent on the project is just a small part of an ongoing time-line. For people and organizations that will be working on similar projects in the future, it makes sense to learn as many lessons as possible, so that mistakes are not repeated in future projects. And for organizations benefiting from the project, it makes sense to ensure that all desired benefits have been realized, and to understand what additional benefits can be achieved. When to Review A good time to start thinking about the Post Implementation Review is when members of the project team remember the most – shortly after the project has been delivered, and when most of the problems have been ironed-out. Start to list ideas and observations while they are still fresh in people's minds. However, to adequately assess the quality of the implementation and complete this process, you'll need to wait long enough for the changes caused by the project to truly take effect. There will probably be a period of adjustment before you can finally review the solution as it was intended to operate: you'll likely need to overcome some of the usual resistance to change, hold people's hands while they operate new systems, and eliminate technical problems that didn't emerge when deliverables were tested. You should therefore typically allow a few weeks, or even a few months, before doing the full PIR. Where possible, allow for at least one, full, successful cycle of business before reviewing lessons learned. What to Review Here are some tips for conducting the PIR: Ask for openness – Emphasize the importance of being open and honest in your assessment, and make sure that people aren't in any way punished for being open. Be objective – Describe what has happened in objective terms, and then focus on improvements. Document success – Document practices and procedures that led to project successes, and make recommendations for applying them to similar future projects. Look with hindsight – Pay attention to the "unknowns" (now known!) that may have increased implementation risks. Develop a way of looking out for these in future projects. Be future-focused – Remember, the purpose is to focus on the future, not to assign blame for what happened in the past. This is not the time to focus o

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    Get Started With Mind Tools My Learning Plan Find Out More 391939 Post-Implementation Reviews Making Sure That What You Delivered Actually Works "Lessons learned... and more." © iStockphoto "Completing a project" is not the same thing as ending the project management process. Simply finishing doesn't ensure that the organization benefits from the project's outcome. For example, after completing a year long project to establish a new quality management process for your organization, you want to make sure that what you set out to do was actually achieved. Your objective wasn't to simply deliver a process – but rather, to deliver the process that addresses the specific business need you intended to meet. This is the real measure of success. To make the most of the benefits that the project can deliver, however, you also need to check to see if further improvements will deliver still greater benefit. You also need to ensure that the lessons learned during the project are not forgotten. You can more effectively design and execute future projects when you take advantage of lessons learned through experience of previous projects. So how can you properly measure a project's success, and work toward continuous improvement? This is where the process of Post-Implementation Review (PIR) is helpful. It helps you answer the following key questions: Did the project fully solve the problem that it was designed to address? Can we take things further, and deliver even bigger benefits? What lessons did we learn that we can apply to future projects? The PIR Process The key to a successful PIR is recognizing that the time spent on the project is just a small part of an ongoing time-line. For people and organizations that will be working on similar projects in the future, it makes sense to learn as many lessons as possible, so that mistakes are not repeated in future projects. And for organizations benefiting from the project, it makes sense to ensure that all desired benefits have been realized, and to understand what additional benefits can be achieved. When to Review A good time to start thinking about the Post Implementation Review is when members of the project team remember the most – shortly after the project has been delivered, and when most of the problems have been ironed-out. Start to list ideas and observations while they are still fresh in people's minds. However, to adequately assess the quality of the implementation and complete this process, you'll need to wait long enough for the changes caused by the project to truly take effect. There will probably be a period of adjustment before you can finally review the solution as it was intended to operate: you'll likely need to overcome some of the usual resistance to change, hold people's hands while they operate new systems, and eliminate technical problems that didn't emerge when deliverables were tested. You should therefore typically allow a few weeks, or even a few months, before doing the full PIR. Where possible, allow for at least one, full, successful cycle of business before reviewing lessons learned. What to Review Here are some tips for conducting the PIR: Ask for openness – Emphasize the importance of being open and honest in your assessment, and make sure that people aren't in any way punished for being open. Be objective – Describe what has happened in objective terms, and then focus on improvements. Document success – Document practices and procedures that led to project successes, and make recommendations for applying them to similar future projects. Look with hindsight – Pay attention to the "unknowns" (now known!) that may have increased implementation risks. Develop a way of looking out for these in future projects. Be future-focused – Remember, the purpose is to focus on the future, not to assign blame for what happened in the past. This is not the time to focus o

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    309 просмотров9 страниц

    Post Implementation Review Template

    Загружено:

    monparaashvin
    Get Started With Mind Tools My Learning Plan Find Out More 391939 Post-Implementation Reviews Making Sure That What You Delivered Actually Works "Lessons learned... and more." © iStockphoto "Completing a project" is not the same thing as ending the project management process. Simply finishing doesn't ensure that the organization benefits from the project's outcome. For example, after completing a year long project to establish a new quality management process for your organization, you want to make sure that what you set out to do was actually achieved. Your objective wasn't to simply deliver a process – but rather, to deliver the process that addresses the specific business need you intended to meet. This is the real measure of success. To make the most of the benefits that the project can deliver, however, you also need to check to see if further improvements will deliver still greater benefit. You also need to ensure that the lessons learned during the project are not forgotten. You can more effectively design and execute future projects when you take advantage of lessons learned through experience of previous projects. So how can you properly measure a project's success, and work toward continuous improvement? This is where the process of Post-Implementation Review (PIR) is helpful. It helps you answer the following key questions: Did the project fully solve the problem that it was designed to address? Can we take things further, and deliver even bigger benefits? What lessons did we learn that we can apply to future projects? The PIR Process The key to a successful PIR is recognizing that the time spent on the project is just a small part of an ongoing time-line. For people and organizations that will be working on similar projects in the future, it makes sense to learn as many lessons as possible, so that mistakes are not repeated in future projects. And for organizations benefiting from the project, it makes sense to ensure that all desired benefits have been realized, and to understand what additional benefits can be achieved. When to Review A good time to start thinking about the Post Implementation Review is when members of the project team remember the most – shortly after the project has been delivered, and when most of the problems have been ironed-out. Start to list ideas and observations while they are still fresh in people's minds. However, to adequately assess the quality of the implementation and complete this process, you'll need to wait long enough for the changes caused by the project to truly take effect. There will probably be a period of adjustment before you can finally review the solution as it was intended to operate: you'll likely need to overcome some of the usual resistance to change, hold people's hands while they operate new systems, and eliminate technical problems that didn't emerge when deliverables were tested. You should therefore typically allow a few weeks, or even a few months, before doing the full PIR. Where possible, allow for at least one, full, successful cycle of business before reviewing lessons learned. What to Review Here are some tips for conducting the PIR: Ask for openness – Emphasize the importance of being open and honest in your assessment, and make sure that people aren't in any way punished for being open. Be objective – Describe what has happened in objective terms, and then focus on improvements. Document success – Document practices and procedures that led to project successes, and make recommendations for applying them to similar future projects. Look with hindsight – Pay attention to the "unknowns" (now known!) that may have increased implementation risks. Develop a way of looking out for these in future projects. Be future-focused – Remember, the purpose is to focus on the future, not to assign blame for what happened in the past. This is not the time to focus o

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    © All Rights Reserved
    Скачайте в формате DOC, PDF, TXT или читайте онлайн в Scribd
    Отметить как неприемлемый контент
    из 9

    <Enter Network Logo>

    Post Implementation Review


    For the
    <Enter Library Network Name> Library Management
    System

    Date: 16 April 2015

    Prepared By: <Enter Authors Name>

    <Enter Library Network Name> Post Implementation Review


    <Enter Date>

    DOCUMENT CONTROL
    Document ID:
    File Reference:
    Total Pages:
    Document Title:

    266843181.doc
    266843181.doc
    10 (Includes Cover, Control sheets and any Appendices)
    Post Implementation Review Template

    Issue Status
    Issue

    Date

    Prepared by

    Approved/QA by

    Draft 1

    Change History
    Issue

    Change

    Version 0.1 First Released Draft

    Distribution
    Issue

    Distributed To

    Version 0.1

    Authorised by:

    Date:

    Copyright
    All rights reserved. No part of this work may be reproduced or transmitted in any form by any
    means, electronic or mechanical, including photocopying and recording, or by any information
    storage or retrieval system, except as may be permitted, in writing by <Enter Name of
    Network>.

    /var/www/apps/conversion/tmp/scratch_3/266843181.doc

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    <Enter Library Network Name> Post Implementation Review


    <Enter Date>

    DISTRIBUTION LIST
    Name

    /var/www/apps/conversion/tmp/scratch_3/266843181.doc

    Title

    Page ii

    <Enter Library Network Name> Post Implementation Review


    <Enter Date>

    Table of Contents
    1.

    INTRODUCTION

    1.1.

    Purpose of the Post Implementation Review

    1.2.

    Scope of the Post Implementation Review

    1.3.

    Scope and Objectives of the Project

    2.

    PROJECT SUMMARY

    2.1.

    Project Communication

    2.2.

    Technical Solution

    2.3.

    Implementation

    2.4.

    Key Project Dates

    2.5.

    Project Budget

    3.

    PROJECT BENEFITS

    4.

    PROJECT METHODOLOGY

    5.

    PROCESS IMPROVEMENT

    5.1.

    What Went Right and Why

    5.2.

    What Went Wrong and Why

    FUTURE RECOMMENDATIONS

    6.

    /var/www/apps/conversion/tmp/scratch_3/266843181.doc

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    <Enter Library Network Name> Post Implementation Review


    <Enter Date>

    1.

    Introduction
    The <Enter Council Names> Councils have established a Library Network known as
    <Enter Network Name>. <Enter Network Name> went to market for the supply, delivery,
    installation, maintenance and support of an integrated library management system (LMS)
    for the network. <Enter Library Network Name> selected the <Enter Library
    Management System eg Horizon or Spydus.> Library Management System. This system
    is hosted by <provide details on where the Library system is hosted eg at a Council
    site or at the Library Vendors site>.
    The <Enter Library Network Name> Memorandum of Understanding (MOU) is the formal
    agreement between the <Enter number of councils> Councils with respect to the joint
    ownership and operation of the Library Management System including hardware, software
    and staff. As detailed in the MOU the <Enter Host Council Name> Council is the Host
    Council and will supply specific services to the <Enter Library Network Name> Library
    Network as detailed in the MOU and the Service Level Agreement.

    1.1.

    Purpose of the Post Implementation Review

    The purpose of this Post Implementation Review is to provide an overview of the project to
    implement a new integrated library management system for <Enter Library Network Name>.
    The report also identifies the future recommendations to ensure an effective and efficient
    network is maintained to meet the business requirements of <Enter Library Network Name>.

    1.2.

    Scope of the Post Implementation Review

    The Post Implementation Review applies to the:

    Project communication

    Technical solution

    Implementation

    Project dates and budget

    1.3.

    Scope and Objectives of the Project

    The scope of this project was to equip <Enter Library Name or Network Name> with a
    single, modern and fully integrated LMS that has significantly improved functionality and
    performance over the existing systems used by <Name the public library services>.
    The overall objectives for the new library management system were:

    A system which best meets both the current and anticipated future library management
    needs of the <Enter the Library Name or Network Name>;

    Offers the <Enter the Library Name or Network Name> the flexibility to implement
    individual policies and operating procedures;

    Enables improvements in service delivery and customer access through the use of
    internet-based technologies for information provision and remote access to library
    services;

    /var/www/apps/conversion/tmp/scratch_3/266843181.doc

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    <Enter Library Network Name> Post Implementation Review


    <Enter Date>

    Provides a system open to connection with other systems and data sources which
    complies with industry standards;

    Provides a flexible and simple-to-use system for library staff and customers.

    2.

    Project Summary

    2.1.

    Project Communication

    Describe the communication strategy used to keep all stakeholders informed on the
    progress of the project. This may include

    Project Status Reports

    Project presentations

    Newsletters

    E-mails

    Community notices

    2.2.

    Technical Solution

    Describe the overall solution provided to implement the new library management system.
    This should include:

    Library management system selected e.g. Dynix, Horizon or Civica, Spydus and the
    underlying Database e.g. Micorsoft SQL 2003

    Network connectivity (was the Public Library Service Network used or the council
    network). List how sites are connected e.g. via broadband or ISDN or other technology.
    Is the Internet used to connect to the new library service

    The type of server equipment used eg IBM or DELL or HP. Where the Library server
    equipment is hosted e.g. at the council office or vendors site.

    Include a Network diagram if possible

    2.3.

    Implementation

    Describe the implementation plan and strategy to establish and rollout the project out
    across the network.
    Identify the key tasks and provide a brief description (if needed) refer to the Project
    Schedule Templates for Key Tasks for the procurement phases and the Vendor
    implementation phases:

    /var/www/apps/conversion/tmp/scratch_3/266843181.doc

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    <Enter Library Network Name> Post Implementation Review


    <Enter Date>

    2.4.

    Project Budget

    Provide details on your project budget. Provide confirmation if the project was delivered
    within budget or if additional funding was required and how this additional funding was
    provided. Use the following table as an example for providing a high level description of
    the project budget.

    Project Requirement

    Once off Cost

    Recurring Cost
    per annum

    Library Management System


    Infrastructure (hardware & Software)
    Telecommunication Services
    Network Equipment
    Facilities
    Project Management
    Staffing (backfill)
    Legal fees
    Administration
    Other
    Total

    3.

    Project Benefits
    List the major benefits that the project is to deliver to your council, library and community.
    This may include:

    Replacement of old end of life library management system and equipment

    New flexible and sustainable Library system

    Reduced cost of ownership and new levels of cooperation between neighbouring


    councils through the development of a Library network

    Improved library services to communities allowing patrons to borrow and return library
    materials at any council participating in the network

    Ability to use technologies such as the Internet to deliver services to the communities
    via Web OPACS

    4.

    Project Methodology

    Describe the project management methodology used for the project

    /var/www/apps/conversion/tmp/scratch_3/266843181.doc

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    <Enter Library Network Name> Post Implementation Review


    <Enter Date>

    Describe the project team structure

    Describe the roles and responsibilities of the project team examples are provided
    below:

    Project Steering Committee


    The Project Steering Committee will monitor the conduct of the project and provide
    guidance to the project team. The Committee will facilitate resolution of any problems or
    issues.
    Agreeing the scope of the project
    Reviewing and signs-off project deliverables
    Resolving issues brought to their attention by the Project Manager
    Discussing and approving potential Change Requests with the Project Manager
    Accountable for the project budget
    Accountable for realising the benefits of the project
    Communicating progress/directions of the project to their respective Councils
    <Enter Library Network Name> Project Manager
    Reporting to the Project Steering Committee
    Reviewing all project deliverables
    Facilitating the project teams progress in the analysis and production of the project
    deliverables
    Managing all project issues and helping to resolve them
    Maintaining the Project File
    Managing day to day issues - escalating to the Project Steering Committee when
    required
    Raising Change Requests for approval by the Project Steering Committee
    Council IT Staff
    Providing technical advice on their Councils IT environment to the Project Manager and
    IT 3rd Party Providers
    Assist in the resolution of any technical issues that may arise during the project
    Reviewing all technical project deliverables
    Review and approval on the IT architectural directions provided by IT 3 rd Party Providers
    Library Staff
    Providing advice on their current Library Management System environment
    Responsible for coordinating specific tasks within their library to achieve a successful
    implementation
    Assisting the project manager in the delivery of the projects objectives
    Library Vendor Responsibilities
    The timely and satisfactory completion of their component of the project
    Reporting to the <Enter Library Network Name> Project Manager on a regular basis
    Reviewing all their project deliverables
    Managing all project issues in relation to their services
    Managing and directing their project team of people to produce deliverables as per the
    schedule
    /var/www/apps/conversion/tmp/scratch_3/266843181.doc

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    <Enter Library Network Name> Post Implementation Review


    <Enter Date>

    Ensuring the their project team adheres to IT architectural directions


    Managing day to day issues - escalating to the <Enter Library Network Name> Project
    Manager when required
    Management of any Change Requests raised by the <Enter Library Network Name>
    Project Manager
    Other IT 3rd Party Vendors (equipment supplier etc)
    The timely and satisfactory completion of their component of the project
    Reporting to the <Enter Library Network Name> Project Manager on a regular basis
    Reviewing all their project deliverables
    Managing all project issues in relation to their services
    Managing and directing their project team of people to produce deliverables as per the
    schedule
    Ensuring the their project team adheres to IT architectural directions
    Managing day to day issues - escalating to the <Enter Library Network Name> Project
    Manager when required
    Management of any Change Requests raised by the <Enter Library Network Name>
    Project Manager

    5.

    Process Improvement
    5.1.

    What Went Right and Why

    Describe what went right for your project and why. This may include:
    Good Project Management
    Communication strategies
    Support of the Project Steering Committee
    Detailed Planning

    5.2.

    What Went Wrong and Why

    Describe what went wrong for your project and why. What was done to address the things
    that went wrong? This may include:

    6.

    Insufficient or inadequate training provider by the Library Vendor


    Late Delivery of IT equipment
    Technical issues with equipment
    Protracted contract negotiations

    Future Recommendations
    Describe any future recommendations that will assist in the efficient and effective running of
    the new Library Network. This may include:
    a regular review of the network performance
    a regular review of the budget to ensure the new Network can take advantage of new
    and emerging technologies eg broadband
    a regular review of 3rd Party vendor contracts
    a review of staffing to run the new network
    regular reporting back to Council(s) on performance and benefits of the new network to
    the communities
    /var/www/apps/conversion/tmp/scratch_3/266843181.doc

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