Hello. Welcome to another Parallel Project Training podcast. These podcasts are based on the new APM syllabus for exams starting after September 2024. My name is Ruth Phillips, and I’m here with my colleague Lisa Regan, one of Parallel’s senior trainers. Today, we are going to be talking about reviews. So, welcome to the podcast, Lisa.
Hi, Ruth. Thank you. I’m looking forward to talking about reviews today. There’s lots to discuss on reviews. We’re aligning the podcasts with the APM syllabus, so let’s start by looking at the overall learning objective for reviews, and then we can discuss each learning outcome in more detail.
First, we aim to understand reviews as a way of gathering information to provide an assessment of the status of a project and the ongoing viability of the work. This is interesting because we have another podcast about business cases, where we discuss how the business case justifies the project’s ongoing viability. It might be useful for listeners to check that one out as well.
Let’s begin by considering the types of reviews conducted in our projects. The first learning outcome is to understand the benefits of conducting these reviews throughout the lifecycle. So, Lisa, talk to me about the different types of reviews mentioned in the syllabus.
The syllabus mentions three types of reviews: decision gate reviews (go/no-go), benefits reviews, and audits.
Perfect. Let’s start with decision gate reviews. Who is involved, and what’s the purpose?
In decision gate reviews, the project manager and the sponsor are key players. Depending on the project, other team members might also be involved. The purpose is to make sure the project is on track and that the business case remains viable. It helps to develop trust between the project manager and the sponsor and provides a moment to pause, reflect, and learn lessons.
Absolutely. Decision gates can also be linked to the release of funds at different stages of the project, acting as a physical gate to determine whether to proceed or not. This can be a milestone in the project, ensuring everything is still viable.
Exactly. The next type of review is a benefits review. Who is involved in this, and why do we do it?
Benefits reviews occur in the extended lifecycle, driven by the sponsor, with input from the project team. The project manager is not involved because the project has usually concluded. The focus is on whether the benefits outlined in the business case have been achieved and, if not, why. These reviews can happen multiple times, depending on the benefits realization timeline.
It’s important to celebrate successes during benefits reviews, acknowledging the team’s achievements. Sometimes, these reviews get forgotten, but it’s the sponsor’s responsibility to ensure they occur and drive the process.
Lastly, let’s talk about audits. They sound a bit daunting.
Audits are handled by the Project Management Office (PMO) or someone independent of the project. They focus on procedures and evidence, asking, “Can you show me how you do this?” They provide an opportunity to correct issues and improve processes, not just to criticize.
So, audits can happen at any time and should be conducted by someone independent to ensure objectivity. Now, we understand the types of reviews and their benefits. Let’s move on to learning outcome B, which involves knowing the factors typically reported on to ensure successful project outcomes. What are the key factors?
The key factors include time, cost, quality, risk, and benefits, often referred to as the “Pentagon of Success Criteria.”
Starting with time, how do we report it?
Time is usually reported using Gantt charts, showing tasks over time and their percentage completion to track progress.
And cost?
Cost is reported as actual versus planned spend. This comparison helps identify overspending or underspending and informs corrective actions. Earned value analysis can also be helpful in this context.
For quality?
Quality can be reported through the number of items passing quality control activities and health and safety reports, ensuring the project’s outputs meet the required standards.
Risk?
Risk is managed through a risk log, a live document tracking new risks and their status, ensuring proactive management.
How should we present this data?
Data should be presented clearly, accurately, relevantly, and timely, adhering to the acronym CART (Clear, Accurate, Relevant, Timely).
Finally, learning outcome C is about understanding why activities may need to be replanned after a review. What circumstances might lead to replanning?
Circumstances include low team motivation, external contractor issues, or significant deviations from the project plan. Reviews highlight problems and provide an opportunity to replan realistically, ensuring continued progress and stakeholder buy-in.
Replanning allows for a realistic adjustment based on review findings, avoiding the trap of expecting different results without changing the approach.
In conclusion, we’ve covered the types of reviews, the factors reported on, the importance of this information for decision-making, and the reasons for replanning after reviews. It’s been a comprehensive discussion on reviews.
Thank you, Lisa. Thank you.
