How to Carry Out a Thorough Post-Mortem Project Analysis

It is essential to carry out a thorough post mortem analysis for every project your team or company completes. It is also one of the proven ways to maintaining efficiency. However, there are a few strategies that can be employed to improve the usefulness of a good post mortem analysis and your company performance. If the managing team responsible for the project is overwhelmed, ensure you phase these strategies as you move towards completing the project.

1. Conduct it Immediately after the Project Finishes
Everything can be fresh for the team as much as you work to remember every detail that was discussed in the post mortem meeting. This meeting allows you wrap up the documentation of the project in the important areas to send the related material offsite. You should not have your post mortem meeting conducted at a later time after they have project has been ended. Ensure you do it immediately to finish the process.

2. Divide and Conquer
Most post mortem meetings, especially those that have the inclusion of complex large, long-term projects can be resource-intensive. This is the reason why it is important to break the processes into smaller divisions and chunks among the many team members. Consider allowing the pieces brought back together during the wide post mortem meetings where subgroups will present their findings in the analysis they made. In this case, the other team members will get the opportunity to ask the questions as well as comment on what they brought forward.

3. Schedule the Post Mortem and Build Time into the Project
Many post mortem capabilities, in most cases, dive head fast into the new projects after the completion of the previous project. This is a poor action that often leaves few resources in action that can be used to conduct a powerful post mortem analysis or meeting with their past project. Just like new projects are allocated a time frame, so should the time for post mortems be set aside so that these teams can continually improve their company operations to achieve a more efficient team in the future.

4. Examine Rush Fees
Once the project is behind your back (and whatever the situation deemed as emergency necessitated such charges in the first case). If it is rare to use rush fees, no deeper issue might be addressed. But if you have noted that such costs are coming up at an alarming rate, it is time to investigate and step back to what might be the issue. Your company might save more money through the implementation of additional controls in the project. You can also use this precious time to revise on the issues that went wrong with the project postmortem documentation.

5. Look at Cost Overruns
See if they were affected by the market pressure. Were they a result of labor or market shortages? Determine the modification of your planning processes to anticipate impacts in the budget. This can be done to determine if your team is asked to deal with lean levels of funding that are not realistic. Work hard to prevent such overruns.