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Printing QR Code ISO/IEC18004 in Software PART TWO A Project, Start to Finish

PART TWO A Project, Start to Finish
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balancing the three, acknowledge them, and then ask the person to share anything that they hope you will look at and learn to improve. Help your team leaders improve. Meet with them and o er negative feedback, that is, encouragement for improvement. Encourage them to ask the same questions of their team members and provide the same for their team. Conduct post-project interviews with customers and stakeholders. Using phone interviews or a web form, get feedback on the value of the product or service and suggestions for changes from the customer.
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Some of the results of this should be written up in a lessons learned document for the project. Focus on those of greatest value for projects in your organization. Perhaps new forms and procedures were created or adapted that could simplify future projects. These can be added to a set of standard operating procedures and templates your company uses for projects. General lessons can also be distributed to other members of the team. It may also be useful to share some of what you have learned more widely. Large companies that accept project management methods often have a project o ce or project management o ce that helps all project managers and teams improve their methods. If your organization has one, deliver your lessons learned so they can distribute it to others. You can choose whether to do this anonymously, or with an identi cation of the project. The goal is not to point ngers, or even to praise good work, but to learn and improve. However, the more speci c you can be regarding how good results were achieved, the more useful your report will be. You might also consider writing an article, either for an in-house journal or for professional publication. Do not confuse this project lessons learned document with the pilot test lessons learned document. This document helps us improve work on future projects. The pilot test lessons learned document lets us know what we need to do to nish the current project and deliver the product or service to the customer successfully. Completing the Post-project Business Review With the Customer At the beginning of the project, we de ned the business value, calculated in either a cost/bene t analysis or a return on investment (ROI) calculation. In addition to measurable, hard-dollar value, we also anticipated some other bene ts that were either harder to de ne or harder to measure, the soft-dollar value of the project. Now it is time to nd out if we have achieved those goals. The rst step is to decide on the timing of the business review. If the product or service takes time to learn and use well, we cannot evaluate its bene ts right away. If it is
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CHAPTER 9 Transition to Production
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sold to customers, we need to see how soon it reaches the customers, what complaints come through, and how well it is selling. We should meet with the business analysts or customer representatives and set a time for the postproject review. We can plan the review as a mini-project. The inputs are the planned value items from the business case, plus data we gather measuring each of these value items in actual practice. The business analysts or customer representatives can help us gather the data, and other departments, such as accounting or sales, may also be able to help. If support for the product or service was well designed, then these measurements should be available. If not, we work to get reasonable estimates of them. When all the data are gathered, we hold a meeting to compare the expected results from the project s business case with the actual results shown in the data. We report the results for each value item as follows:  If the value is being realized pretty much as planned, we report this to the project sponsor.  If a greater value is being realized, we also report that.  If the value item was originally in soft dollars, and we can now measure actual results, we report these.  If value is not being realized for a given item, we report this. We also explain why, and make suggestions regarding changes in operating procedures or support practices that will allow the value to be realized.  We also brainstorm how more value can be realized, even when goals are met. All of this is written up in a report. If there are speci c action items such as improved training, or a change of procedures, or a stronger sales e ort they should be assigned to a production manager or to the project sponsor for follow-up. If value cannot be fully con rmed, then it might be appropriate to arrange for another review meeting. For example, if a new nancial system is in place, some items can be reviewed after the rst quarter of production operations, but other items might wait until after the end of the scal year.
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