The Importance of Project Post-Implementation Reviews
Success means different things for different people.
For us, project managers, it becomes even harder to actually find a
definition. Many factors have to be included in the evaluation.
Moreover, literature is not very helpful, lacking consensus and
neutrality. Post-implementation reviews (PIR) can be an efficient tool
in evaluating how things worked on a certain project. Despite the
visible progress, PIR is not a very detailed subject yet and there is not
common understanding in this matter. This may be the reason that
some organizations include it in the projects’ lifecycle and some do
not. Through this paper, we point out the reasons why all project
managers should pay proper attention to this important step and to the
elements which can be assessed, beside the already famous triple
constraints: cost, budget and time. It is essential to take notice that PIR is not a checklist. It brings the
edge in eliminating subjectivity and judging projects based on actual
proof. Based on our experience, our success indicator model,
presented in this paper, contributes to the success of the project! In
the same time, it increases trust among customers who will perceive
success more objectively.
[1] Internal Methodology, “Project Delivery Process”, 2010 – internal
project management methodology.
[2] Ginger Levin, Parviz F. Rad, 2002, “The Advanced Project Management
Office; A comprehensive Look at Function and Implementation”, CRC
Press.
[3] Koelmans, R.G., 2004, “Project success and performance evaluation”,
International Platinum Conference ‘Platinum Adding Value’, The South
African Institute of Mining and Metallurgy.
[4] Standish 2009 CHAOS Report (which can be found at
http://www1.standishgroup.com/newsroom/chaos_2009.php).
[5] Cleland, D.I., Gareis, R., 2006, “Global Project Management
Handbook”, 2nd edition, McGraw Hill.
[6] Gareis, R., Huemann, M., 2000, “PM-Competencies in the Projectoriented
Organization in: The Gower Handbook of Project
Management”, JR Turner, SJ Simister (ed.), Gower, Aldershot.
[7] Gareis, R., Stummer, M., 2008, “Processes & Projects”, Manz.
[8] Pennypacker, J.S., Grant, K.P., 2003, “Project management maturity: An
industry benchmark”, Project Management Journal, 34 (1), 4-11.
[9] Project Management Institute, 2008, “A Guide to the Project
Management Body of Knowledge (PMBOK Guide), 4th edition, PMI,
Newtown Square.
[10] Turner, J.R., Müller, R., 2006, “Choosing Appropriate Project
Managers: Matching their Leadership Style to the Type of Project”,
Newtown Square, PA: Project Management Institute.
[1] Internal Methodology, “Project Delivery Process”, 2010 – internal
project management methodology.
[2] Ginger Levin, Parviz F. Rad, 2002, “The Advanced Project Management
Office; A comprehensive Look at Function and Implementation”, CRC
Press.
[3] Koelmans, R.G., 2004, “Project success and performance evaluation”,
International Platinum Conference ‘Platinum Adding Value’, The South
African Institute of Mining and Metallurgy.
[4] Standish 2009 CHAOS Report (which can be found at
http://www1.standishgroup.com/newsroom/chaos_2009.php).
[5] Cleland, D.I., Gareis, R., 2006, “Global Project Management
Handbook”, 2nd edition, McGraw Hill.
[6] Gareis, R., Huemann, M., 2000, “PM-Competencies in the Projectoriented
Organization in: The Gower Handbook of Project
Management”, JR Turner, SJ Simister (ed.), Gower, Aldershot.
[7] Gareis, R., Stummer, M., 2008, “Processes & Projects”, Manz.
[8] Pennypacker, J.S., Grant, K.P., 2003, “Project management maturity: An
industry benchmark”, Project Management Journal, 34 (1), 4-11.
[9] Project Management Institute, 2008, “A Guide to the Project
Management Body of Knowledge (PMBOK Guide), 4th edition, PMI,
Newtown Square.
[10] Turner, J.R., Müller, R., 2006, “Choosing Appropriate Project
Managers: Matching their Leadership Style to the Type of Project”,
Newtown Square, PA: Project Management Institute.
@article{"International Journal of Business, Human and Social Sciences:71749", author = "Catalin-Teodor Dogaru and Ana-Maria Dogaru", title = "The Importance of Project Post-Implementation Reviews", abstract = "Success means different things for different people.
For us, project managers, it becomes even harder to actually find a
definition. Many factors have to be included in the evaluation.
Moreover, literature is not very helpful, lacking consensus and
neutrality. Post-implementation reviews (PIR) can be an efficient tool
in evaluating how things worked on a certain project. Despite the
visible progress, PIR is not a very detailed subject yet and there is not
common understanding in this matter. This may be the reason that
some organizations include it in the projects’ lifecycle and some do
not. Through this paper, we point out the reasons why all project
managers should pay proper attention to this important step and to the
elements which can be assessed, beside the already famous triple
constraints: cost, budget and time. It is essential to take notice that PIR is not a checklist. It brings the
edge in eliminating subjectivity and judging projects based on actual
proof. Based on our experience, our success indicator model,
presented in this paper, contributes to the success of the project! In
the same time, it increases trust among customers who will perceive
success more objectively.", keywords = "Project, post-implementation, success, model.", volume = "9", number = "11", pages = "4031-6", }