Wednesday, March 9, 2011

A Post Mortem Review of a Recent Project:

A Post Mortem review of a recent project:

I was on the planning board for an organization’s state convention.  My assignment was to plan gifts for special honorees at a pre-convention dinner, as well as decorations and centerpieces.  The artifact that I was given was an elaborate book showing what committee members of past conventions had done, including photographs, receipts, etc.

Previous committees for this pre-convention affair had, in the past, helped create elaborate invitations, menus, RSVP cards and envelopes, and then mailed these to the participants.  The executive committee for this organization was determined to keep the costs down and instructed me that the hostess, a past state president, would email invitations to people and choose the menu herself.   

The chair of the dinner called me, as did her secretary, asking about the invitations, etc.  Fortunately for me the executive committee required everything be vetted and approved by them, including e-mails. I sent her inquiry and my response to them, they contacted the woman, and I was “off the hook.”  However, I also think that one of the committee members forgot to inform the chair of their decision, which we’d discussed several months before the event.

Prior planning contributed to the success of the dinner.  I observed the preparations for the dinner at the previous convention and from the visit learned what was expected of me at this year’s soiree.  A friend had ideas for the gifts and created them early in the planning process.  Other friends helped me create the centerpieces.  The preparations for the dinner were a success, according to the executive committee, who also attended it.  (I decorated the tables and was done an hour before the dinner began.  I didn’t have to meet the “miffed” hostess, at all.)

The affair would have gone more smoothly for me if I had checked with one of the executive committee members about whether or not she had “gotten the word” to the hostess.  I was intimidated by the process of having to have everything approved by the committee and didn’t ask that crucial question.  When the hostess contacted me I had a moment’s panic, hoping I had not misunderstood the committee’s wishes.  I forgot that these ladies are just people and that their mission was to keep 25 committees on target to insure a successful convention for everyone.  I made the mistake of assuming instead of checking.

3 comments:

  1. Sounds like a great lesson learned Lisa. Greer (2010) reminds us to be sure to involve all stakeholders in an active and engaged fashion from the onset of the project or we will suffer the consequences of rework or hitting a snag (as you did).

    Overall, it sounds like it was a fun project. Good for you.

    Thanks
    Andrea

    Reference
    Greer, M. (2010) The Project Management Minimalist:
    Just Enough PM to Rock Your Projects! Retrieved from: http://sylvan.live.ecollege.com/ec/courses/56611/CRS-CW-4894953/educ_6145_readings/pm-minimalist-ver-3-laureate.pdf

    ReplyDelete
  2. Confidence in the ability to meet the requirements of the project is critical. It seems that hesitation in approaching the Executive Committee may have been driven by uncertainty. Portny, et al. (2008) argues, "The reason that more organizations and businesses are organizing their operations around projects and assigning project managers to specific goals is simple. Projects attach the responsibility and authority for achieving an organizational goal on an individual or small group..."(p. 4). Although there may have been a project manager for the overall project, as a planner/coordinator (e.g. instructional designer), it was critical to create open lines of communication to alleviate any potential issues and/or concerns regarding the event. Confidence would have enabled such a preparatory response to any unforeseen issues and/or concerns, as well as build a rapport with any partnering peers related to the project and desired outcome, like the hostess.

    Resource

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

    ReplyDelete
  3. Renee,

    Thank you for your response. Confidence is indeed an occasional problem. Lack of communication was another. This is one situation where the hostess lives 700 miles away. E-mail communication is fine but face-to-face is better when dealing with someone's particular vision and personal taste.

    Thank you for your response.

    Lisa

    ReplyDelete