Project Debrief: Enterprise Systems
After an Enterprise System Go Live and before the project close out, for a company to learn from the project, it’s best practice to perform a Project Debrief. This means getting the project team together (with or without the implementation partner) to discuss whether the objectives and acceptance / success criteria were met, and discuss what each person learned from the project. We also discuss what went well and what we wish we had done differently given more perfect information.
Enterprise system projects tend to be difficult for the project team members and the team can be exhausted by the end. As a result, the project debrief can be fraught with tension and discomfort if not handled appropriately.
Who facilitates: the Project Manager unless an unbiased, non-project person would be better suited to faciliate the meeting.
The deliverable: the results of this discussion feed into the final Project Summary document (project and implementation objectives, acceptance / success criteria). Depending on the sophistication of the company in terms of project management, the key learnings from the project are to be shared with others to inform future projects. Note: most of the companies I have worked with haven’t had a PMO or centralized function for projects so the learnings tend to stay with the project team members. I always hope that each person takes those learnings to their next project.
When: prior to project close out.
What’s Included
I provide the agenda to the team members prior to the meeting so they can be prepared (and not get blindsided) and include the following for discussion:
— Review and assessment of project objectives (team discussion)
— Review and assessment of implementation objectives (team discussion)
— Review and assessment of acceptance / success criteria (team discussion)
— Based on all of this, do the team members feel like the project was a success? Why or why not? Note: we’ve objectively assessed in the previous discussion points. (individual responses)
— What could we have done differently for a better or more optimal outcome? (individual responses)
— What were they surprised by (pleasantly or otherwise)? (individual responses)
— How could they have been better prepared for the project? (individual responses)
— What did each person learn or gain from the project? (individual responses)
— Other questions specifically tailored to the project
I make sure that everyone has an opportunity to contribute and if they prefer to provide answers to the individual questions in private, I offer that up to, with the caveat that the information may be shared if it would help with future company projects.
I also try to summarize and end on a high note so everyone feels good after the meeting. I thank everyone for their participation and may acknowledge each person for a specific contribution. This is most likely the last meeting of the project and the last opportunity to make people feel good about the experience, regardless of how the project went.
Other Things to Note
The debrief meeting is not designed for placing blame. It can, however, be a good time to give credit to those who deserve it. Practicing radical candor (caring personally, challenging directly) is important during these meetings.
I’ve been surprised at what comes out of these meetings. My favorite surprise comment was in my last project when the business system owner and finance lead both said they wish they’d listened to me earlier in the project. :)
If you are the project manager facilitating this discussion, try to stay neutral in response to some of the comments and, be sure to share your answers. The project manager is a key player on the team and it’s important that the team hears from you as well.
Why Share This Now?
Back when I was an accountant, working for my dad’s accounting firm, we had a lot of small businesses as clients. The owners of the small businesses struggled with basic bookkeeping and accounting which meant that we couldn’t add value to them and their businesses because we were so focused on the fundamentals. We created a few accounting classes for them in the form of Accounting 101, 102, 201, and 202 so we could do more with them.
I’m applying the same principles here. If I can help my clients (prospective or current) help themselves with projects and project deliverables, then I get to elevate my role beyond the day-to-day and into a strategic and advisory role which, frankly, is a lot more fun!
Check out my blog post Project Deliverables: Enterprise Systems for the complete list of deliverables with links other blog posts.
Have Questions or Require Assistance?
Feel free to reach out to Terri with any questions you might have via email at terri.mead@solutions2projects.com or through the company website SolutionsProjects, LLC.
About the Author
Terri Hanson Mead, MBA, PMP, is a technology and compliance strategist for biotech, pharma, medical device, diagnostic, and digital health companies. Through her company, Solutions2Projects, she helps life sciences companies align technology roadmaps with corporate objectives and meet IT compliance requirements in a complex and regulated industry. As an expert witness, Terri provides pre-litigation consulting and expert witness services for failed technology projects, including enterprise systems.
