The Value of Post Project Reviews

I spent Friday with a client doing their first ever Post Project Review (PPR). That event was the first time that everyone who was involved in the project had actually got around a table to talk about what they had done, what had gone well and what learning points could be used in the future to safeguard other projects.

That surprised me more than a little to be honest. I've always advocated that there are key points in any project where all parties involved should sit down and talk about what they are going to do and how they are going to do it. The argument I usually get is "it's time Grant, we just don't have it." However, in most cases, they'd rather sit around as the project proceeds and bellyache about what's not gone well and point the finger of blame, as they've time to do that! How much time could be saved by a little bit of better planning, rather than all the time and wasted hours firefighting when the project is actually underway?

However, and in this clients defense, they have now developed handover meetings once the estimating part of the job is done and it has been won and also have weekly Ops Meetings where they discuss projects by exception. But again, that can be a case of shutting the stable door after the horse has gone, and developing strategy on the hoof (pardon the pun). But it is better than nothing and to be fair they are working hard to address their business gaps with our help.

So, the first PPR was a trip into the unknown for most of those around the table. There were key learning points which revolved around:

• communications within the project
• management of subcontractors
• client management
• Finances and invoicing

I could list them all here and this article would become War and Peace pt3, but I'll just say that the main issues can be resolved by refusing to make assumptions and communicating expectations clearly!

We assume all the time don't we? Shakespeare wrote that "nothing is good nor bad, only thinking makes it so." And he was right wasn't he? Assumption is part of that isn't it? We believe that, because we've asked someone to do something that they're going to do it, the way we want it done? But how do they know that? When did mind reading become a business habit or essential skill? And if it has, how many of us can honestly say we have it?

Many of the issues which occurred during the project we were reviewing came down to assumption. People believing that things were being done which was not always the case. These same people were also "too busy" to check. What caused them being "too busy?" Well the main one was having to put things right which had not been done as they should have been in the first place! Effectively, they were living in a vicious circle which had been created in many instances by their own actions or inaction!

We spoke a lot about these assumptions and how they might be addressed in the short and long term. The most frustrating thing is that they do have processes which would avoid many of the issues raised had they just adopted them when they had been developed.

So, do you make assumptions and just hope things happen or do you have a formal strategy to communicate with all of those involved and not just those within your organisation, but architects. clients and subcontractors too? All of those can impact on the project in a number of ways. Do you work the way you want to, or the way they want you to? Who is the expert in the actual building of the project? Is it them? They will have ideas and comments to make, some of which will impact on your project. Do you stand up and explain (as the expert) how this can be done and how it will impact on the completion of the project, or just go with the flow?

I say to our clients all the time, "if you don't value your expertise, then nobody else will" and this is true. Rather than using the expertise at hand people tend to go with their own understanding which, is not always correct, or will add time and cost to the project, which they don't want to have.

One of the skills required by many construction people is that of influencing. If we're able to gain that skill then we can improve the management and progress of the project using the knowledge we have to influence the decisions that are being made. The challenge is to make people see that we're not trying to add cost or time but actually want to get the project completed on time so we can get onto the next one with our limited resources.

The PPR also highlighted many good things that had taken place in the way that people had worked together to resolve problems and deliver a product that delighted the client. But the stress and strain to achieve that will in the end burn out people and their goodwill to the business will be severely tested.

What we have done with is client is to build a process that will help the future management of projects through allowing more planning time and not being driven by client demands for start dates. This will create a negotiated plan that will allow all sides to prepare fully for the actual build. This is still a work in progress but it's a good start.

So, my questions to you are:

1. Are you driven by client demands or can you negotiate with them? - it doesn't have to be the former
2. Do you communicate effectively with all parties in understanding the project fully and explain your expectations to be able to complete it on time?
3. Do you use your expertise to influence the decision making process?
4. Do you take time at the start to plan effectively?- getting it right is better, cheaper and more effective than having to put it right?
5. Do you review your projects at the start, as it progresses and at the end to make sure it's not getting out of your control? - there's no use finding out at the end that you've made no money, when it could have been avoided!