Learning from a Project “Post-Mortem”

Project management requires an on-going building of experiences which lead hopefully to a seasoned professional. Reading a project management textbook will not consistently produce the perfect project manager. Since projects involve human interaction and tangible and intangible elements, without notice, something is bound to alter the outcome of the planned project. The unexpected mishaps happen, but a seasoned project manager learns to refer to best practices. Why? Project managers smartly recognize the warning signs and hopefully respond with a toolkit of ideas to prevent escalating failure. This post seeks to reflect upon my personal project “post-mortem” experience.

Background

My family operates an incorporated family reunion. I accepted responsibility to organize the event in my area. Most of the committee members volunteered before my acceptance. We met a few; however most communication occurred via telephone and the internet due to distance. We brainstormed tasks and events favorable for our audience and in alignment with the strict guidelines set by the organization. In most cases, we compromised to establish the events offerings. Because the team presented an air of familiarity with their assignments, I trusted all assignments would be complete. The team members appear to have the initial sense of cooperation and willingness to make the event representative of our area. Periodically, the committee communicated, via email and telephone calls, to discuss the status of the tasks. From my viewpoint, the project team connected and collectively committed to move forward.

The project planning appeared successful on paper, but it lacked action.  One member accepted the role of preparing booklets, but would only print copies from a printer. The responsibility of typing, formatting, and graphics design became mine. Next, a team member wanted to use a personal contact for T-shirts, but had to confess to not submitting the design described for production. The shirts ended up being a rushed job. Carelessly, individuals packaged the booklets and T-shirts. A patriarch member refused to have the food catered.  Along with last minute volunteers, we tirelessly worked to support the massive job. The transportation service received the wrong information about the events start time, and it had an inadequate air-conditioning system. Because planning members did not follow through on events, cancellations occurred. I found myself negating duties, which I agreed to after tirelessly running around repairing and salvaging the duties of the committee members.

Analysis of Pitfalls

The work breakdown structure contributed to the project’s failure. Although the project did not involve training, it provided a wealth of understanding to the importance of the work breakdown structure. As Portny, Mantel, Meredith, Shafer & Sutton (2008) relates projects to a jigsaw puzzle. “It can be broken down into increasingly more detailed levels: 1) work assignment, 2) task, 3) subtask, and 4) subsubtasks” (p. 87). Assignment of roles should have a clear definition of responsibilities and phases of expectation. Assumptions caused a trickling effect with the project. Require collaborating evidence to avoid rework. Then, consider accountability of project members. Stolovich (Laureate Education, Inc., n.d.) recommends holding team members accountable to the original paperwork, the statement of work (SOW). Team members need to know that their work will count, as not an event to support your success, but the team’s success. Documentation and posted accounts of tasks and subtasks could avoid some pitfalls.  Lastly, as project manager, I should have realistically foresaw overwhelming tasks like the preparation of food for 125 people at the picnic.

Conclusion

The project “post-mortem” process should begin from the onset of the project. During the process, lessons learned could provide valuable information for a successful outcome. At the same time, it could circumvent a plethora of pitfalls. Post-mortem data shapes project managers into seasoned project leaders.

References

Laureate Education Inc. (n.d.). Defining the scope of work. Video presentation.

Portny, S., Mantel, S., Meredith, J., Shafer, S., & Sutton, M. (2008). Project management planning, scheduling, and controlling projects. Hoboken, NJ: John Wiley & Sons, Inc.