Post-Implementation Review (PIR)
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For example, a life cycle could consist of the 6 phases with clear start and end phases. The initiation phase takes place before the pre-feasibility phase and is not part of the project life cycle itself. <ref name="Sustainable Project Life Cycle Management: the need to integrate life cycles in the manufacturing sector">C. Labuschagne and A. C. Brent, "Sustainable Project Life Cycle Management: the need to integrate life cycles in the manufacturing sector" International Journal of Project Management, vol. 23, pp. 159-168, 2005</ref> | For example, a life cycle could consist of the 6 phases with clear start and end phases. The initiation phase takes place before the pre-feasibility phase and is not part of the project life cycle itself. <ref name="Sustainable Project Life Cycle Management: the need to integrate life cycles in the manufacturing sector">C. Labuschagne and A. C. Brent, "Sustainable Project Life Cycle Management: the need to integrate life cycles in the manufacturing sector" International Journal of Project Management, vol. 23, pp. 159-168, 2005</ref> | ||
| − | == | + | ==Purpose: Why conducting a PIR?== |
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| − | + | The world is changing faster and becoming more complex over time. Over the past decades, investment patterns have changed, and the scope of projects has increased over all different kind of sectors. Therefore, the use of PIRs is strongly recommended by practitioners to improve project management practices along with gaining knowledge to improve decisions in future projects.<ref name="Quality of postimplementation review for enterprise resource planning systems">A. I. Nicolaou, "Quality of postimplementation review for enterprise resource planning systems," International Journal of Accounting Information Systems, no. 5, pp. 25-49, 2004</ref>, <ref name="Post Implementation Reviews - A means of Applying Knowledge: Lessons from a failed project"></ref> The importance of decision-making procedures for more complex projects has gained on importance due to its direct impact on a company´s performance. However, in common practice final step on reflecting of the projects is often neglected. Therefore, the PIR is often not part of the project life.<ref name="Post Implementation Reviews - A means of Applying Knowledge: Lessons from a failed project"></ref> | |
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| + | |||
| + | Fast changing environments imply a need of change which does not exclude commonly practiced project management methodologies. More and more pressure are put on businesses to ensure sustainable development. | ||
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| + | |||
| + | Definition of Sustainable Development: | ||
| + | |||
| + | ''“[A]dopting business strategies and activities that meet the needs of the enterprise and its stakeholders today, while protecting, sustaining and enhancing the human and natural resources that will be needed in the future’’'' <ref name="Sustainable Project Life Cycle Management: the need to integrate life cycles in the manufacturing sector"></ref> | ||
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| + | Companies might fear the increasing accountability on social, environmental and economic impact based on their activities. This applies especially for already implemented projects but also for currently performed projects. <ref name="Sustainable Project Life Cycle Management: the need to integrate life cycles in the manufacturing sector"></ref> | ||
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| + | A PIR serves several purposes: | ||
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| + | # Adapting currently used project management methods as they do not yet take sufficient account of social and environmental aspects. <ref name="Post Implementation Reviews - A means of Applying Knowledge: Lessons from a failed project"></ref> | ||
| + | # Creating a common and clear understanding of a project life cycle with its interactions. <ref name="Post Implementation Reviews - A means of Applying Knowledge: Lessons from a failed project"></ref> | ||
| + | # Ensuring knowledge transfer which is often seen as a critical factor for good performance. <ref name="Quality of postimplementation review for enterprise resource planning systems"></ref> | ||
| + | # Increasing the probability of success in future projects. <ref name="Post Implementation Reviews - A means of Applying Knowledge: Lessons from a failed project"></ref> | ||
| + | # Analyzing performance of executed project. <ref name="A Methodology with Quality Tools to support Post Implementation Reviews">T. Woodings and J. Everett, "A Methodology with Quality Tools to support Post Implementation Reviews" in Proc. 10th Australasian Conference on information systems, 1999</ref> | ||
| + | # Receiving a better understanding for all categories of the Johari Window. <ref name="A Methodology with Quality Tools to support Post Implementation Reviews"></ref> | ||
| + | |||
| + | ==Impact== | ||
| + | A PIR can have impact on all different areas which are associated with a project. As previously mentioned, it can include changing organizational power relations, updating project management methodologies or fostering more realistic project evaluations. <ref name="Post-implementation reviews of investment: Evidence from a two-stage study">E. J. Morgan and Y. L. Tang, "Post-implementation reviews of investment: Evidence from a two-stage study," Internutional Journal of Production Economics, pp. 477-488, 1993</ref> | ||
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| + | ==Goal: Organizational & Project-specific learnings== | ||
| + | Overall, in a generic point of view, the goal of PIRs is to share a common understanding of used project management methodologies and processes in the company and ensuring that their effectiveness is maximized. <ref name="The Importance of Project Post-Implementation Reviews"></ref> Organizations are not only enabled to maximize the effectiveness during future projects, but also to attain post-implementation effectiveness.<ref name="Quality of postimplementation review for enterprise resource planning systems"></ref> It must be mentioned that the covered scope goes beyond a lessons learned which is just a part of it. <ref name="The Importance of Project Post-Implementation Reviews"></ref> Further, PIRs function as a control mechanism to compare the actual performance with the original expectations. <ref name="Post-implementation reviews of investment: Evidence from a two-stage study"></ref> | ||
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==Guidance on how to create high quality PIR== | ==Guidance on how to create high quality PIR== | ||
| − | 1. General idea of a framework | + | 1. General idea of a framework |
2. Examples across different industries with its different focus points (Finance, Service, Construction) | 2. Examples across different industries with its different focus points (Finance, Service, Construction) | ||
Revision as of 17:15, 20 February 2022
Author: Jakob Kehler, February 2022
The Post-Implementation Review (PIR) (also known as Business Review, Project Audit or Post-Project Review) is a methodology that can be applied to evaluate the success of a project after it has been undertaken based on 1. the key deliverables of the project, 2. the process itself going through all life cycles of a project and 3. the delivery of the business case. [1]
In ISO 21502, the project life cycle is defined as a "defined set of phases from the start to the end of the project". This includes the initiation of the project up to all activities including the closure of the project. Pre- and post-project activities are not included in the project life cycle. [2] Nevertheless, a project itself may have only minimal impact on the economy, environment and society in contrast to its deliverables. Taking this into account, a PIR is a useful methodology to review projects that are characterized by its temporary nature "within a broader framework of organizational objectives and given contexts and environments". [1].
This article will guide project managers on how to perform high quality PIRs by giving examples of several different industries, then elaborating its benefits and limitations.
The importance of a PIR is theoretically highly acknowledged whereas due to several reasons it is often not used in a practical setting. This is not only due to a missing general framework. In today´s fast changing world, a PIR sets the foundation for knowledge management as is successes and failures can be shared to guarantee an increasing success rate in upcoming projects.[1].
Contents |
PIR as part of the project life cycle
According to ISO 21502:2020, a project life cycle is a “defined set of phases from the start to the end of a project […] [where] the number and names of a project´s phases upon the type of project being undertaken”. To define the different phases, following categories need to be considered when defining the project life cycle:[2]
- Risks
- Control factors
- Organizational & project governance
- Nature of characteristics of the project
- Other organizational & environmental factors
Besides their temporary nature, projects are distinguished by their uniqueness. The output of a project is a service or product which differs from all the other products or services that have yet been created. [1].
ISO 21502:2020 shows that the project life cycle itself must be defined by the project managers with each phases having a clear start and end date. In contrast to the project lifecycle, management practices for the project cover activities taken before, during and after the project as seen in Figure 1. [2]
“`Completing a project´ is not the same thing as ending the project management process.” [4]
The success of a project can be traditionally defined by the three dimensions of the Iron triangle: Cost, Quality and Time. However, due to the temporary characteristic of the project, the deliverable must not be of a temporary nature either as the project itself may only be a small part of the deliverable itself. [1]. That is why the PIR goes beyond these three factors. Elements and activities can be identified that play an important role for the success of a project. [5]
For example, a life cycle could consist of the 6 phases with clear start and end phases. The initiation phase takes place before the pre-feasibility phase and is not part of the project life cycle itself. [3]
Purpose: Why conducting a PIR?
The world is changing faster and becoming more complex over time. Over the past decades, investment patterns have changed, and the scope of projects has increased over all different kind of sectors. Therefore, the use of PIRs is strongly recommended by practitioners to improve project management practices along with gaining knowledge to improve decisions in future projects.[6], [1] The importance of decision-making procedures for more complex projects has gained on importance due to its direct impact on a company´s performance. However, in common practice final step on reflecting of the projects is often neglected. Therefore, the PIR is often not part of the project life.[1]
Fast changing environments imply a need of change which does not exclude commonly practiced project management methodologies. More and more pressure are put on businesses to ensure sustainable development.
Definition of Sustainable Development:
“[A]dopting business strategies and activities that meet the needs of the enterprise and its stakeholders today, while protecting, sustaining and enhancing the human and natural resources that will be needed in the future’’ [3]
Companies might fear the increasing accountability on social, environmental and economic impact based on their activities. This applies especially for already implemented projects but also for currently performed projects. [3]
A PIR serves several purposes:
- Adapting currently used project management methods as they do not yet take sufficient account of social and environmental aspects. [1]
- Creating a common and clear understanding of a project life cycle with its interactions. [1]
- Ensuring knowledge transfer which is often seen as a critical factor for good performance. [6]
- Increasing the probability of success in future projects. [1]
- Analyzing performance of executed project. [7]
- Receiving a better understanding for all categories of the Johari Window. [7]
Impact
A PIR can have impact on all different areas which are associated with a project. As previously mentioned, it can include changing organizational power relations, updating project management methodologies or fostering more realistic project evaluations. [8]
Goal: Organizational & Project-specific learnings
Overall, in a generic point of view, the goal of PIRs is to share a common understanding of used project management methodologies and processes in the company and ensuring that their effectiveness is maximized. [5] Organizations are not only enabled to maximize the effectiveness during future projects, but also to attain post-implementation effectiveness.[6] It must be mentioned that the covered scope goes beyond a lessons learned which is just a part of it. [5] Further, PIRs function as a control mechanism to compare the actual performance with the original expectations. [8]
Guidance on how to create high quality PIR
1. General idea of a framework 2. Examples across different industries with its different focus points (Finance, Service, Construction)
Limitations & Benefits
Explaining its limitations and benefits (refer to "Types of Uncertainty" Matrix)
References
- ↑ 1.0 1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8 1.9 Jewels, Tony; Baker, Jason; Underwood, Alan, Post Implementation Reviews - A means of Applying Knowledge: Lessons from a failed project, 14th Australasian Conference on Information Systems (Perth, 2003)
- ↑ 2.0 2.1 2.2 ISO 21502
- ↑ 3.0 3.1 3.2 3.3 C. Labuschagne and A. C. Brent, "Sustainable Project Life Cycle Management: the need to integrate life cycles in the manufacturing sector" International Journal of Project Management, vol. 23, pp. 159-168, 2005
- ↑ mindtools, "Post-Implementation Reviews - Making Sure That What You Delivered Actually Works," mindtools, 2022. [Online]. Available: https://www.mindtools.com/pages/article/newPPM_74.html
- ↑ 5.0 5.1 5.2 C.-T. Dogaru and A.-M. Dogaru, "The Importance of Project Post-Implementation Reviews," International Journal of Economics and Management Engineering, vol. 9, no. 11, pp. 4031-4036, 2015
- ↑ 6.0 6.1 6.2 A. I. Nicolaou, "Quality of postimplementation review for enterprise resource planning systems," International Journal of Accounting Information Systems, no. 5, pp. 25-49, 2004
- ↑ 7.0 7.1 T. Woodings and J. Everett, "A Methodology with Quality Tools to support Post Implementation Reviews" in Proc. 10th Australasian Conference on information systems, 1999
- ↑ 8.0 8.1 E. J. Morgan and Y. L. Tang, "Post-implementation reviews of investment: Evidence from a two-stage study," Internutional Journal of Production Economics, pp. 477-488, 1993
