| Let's expand on the "who" and the "what" of | | | | relevant to your sponsors. |
| presenting your post-deployment analysis. First, | | | | 2) When soliciting and sharing project lessons |
| the "who": You'll find that those who are most | | | | learned with team members, be sure to discuss: |
| interested in attending a post-project lessons | | | | - Project scope (reasonable vs. unrealistic) |
| learned session will fall into three main categories: | | | | - How scheduling of project phases made their |
| sponsors, project team members, and clients. The | | | | jobs easier or more difficult |
| "what" is a little bit more complicated and often | | | | - The effectiveness of post-launch support plans |
| depends on your audience. That being the case, | | | | Capturing their approval along with their concerns |
| let's highlight what sort of findings will most peak | | | | will show them you appreciate the work they put |
| the interest of each of the three attendee | | | | in to bring the project to a close. |
| groups. | | | | 3) Clients and end users, like executive sponsors, |
| First, the "who": You'll find that those who are | | | | will be interested to hear about the project's |
| most interested in attending a post- project | | | | profitability. In addition to that, they will likely be |
| lessons learned session will fall into three main | | | | eager to share: |
| categories: sponsors, project team members, and | | | | - Their personal satisfaction on how the project |
| clients. The "what" is a little bit more complicated | | | | was managed |
| and often depends on your audience. That being | | | | - The effectiveness of the communication plan |
| the case, let's highlight what sort of findings will | | | | before and during the product launch |
| most peak the interest of each of the three | | | | - How receptive you, the project manager or |
| attendee groups. | | | | service provider, were to their business needs |
| 1) Executive sponsors are often most committed | | | | and functionality requests |
| to the success of the project because they were | | | | Drawing out honest feedback from clients is |
| responsible for obtaining a budget for the work. | | | | tough - if mistakes were made, it can be easy to |
| That being the case, discuss in detail with them | | | | begin playing the blame game; be sure to keep |
| the profitability of the project's end results. | | | | discussions useful and informative to maximize |
| Depending on how soon after you hold a project | | | | benefit for everyone involved. |
| lessons learned meeting, you may be able to | | | | I hope these tips help you generate ideas on how |
| capture data on the value that your project has | | | | to make the project lessons learned sessions you |
| brought to your clients. For example, | | | | hold relevant and useful to your team, clients, and |
| - Did your project improve data quality? If so, by | | | | sponsors. Remember, you will need their support |
| what percentage? | | | | for your next engagement so always emphasize |
| - Did your project reduce vendor staffing? If so, | | | | the value they have brought to the project by |
| how much did it save the company? | | | | including them in your project lessons learned |
| The key is to quantify your results to make it | | | | discussions. |