Even if a project has been completed successfully, it is still
possible to gain some additional useful knowledge. Good consultants will
be prepared to assist in this process, and some also provide evaluation
forms to clients (or conduct interviews) in order to gain feedback on
their own staff.
Busy managers are unlikely to be able to afford the time to engage
in an extensive review process. However, even a brief
review can:
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provide an opportunity to discuss with the consultant his or her view on how the results can best be used — an external
perspective from someone who, at the end of the project, has a good grasp of the subject matter, can be invaluable;
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provide a learning experience for all staff;
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improve your own contract management skills; and,
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identify further value to be gained (for example, in making available to the public or the Minister any useful data
collected).
The review should focus on major issues, not the
nitty-gritty:
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Could project objectives have been better defined?
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Was there enough (or too much) management of the consultant?
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How could the consultant have performed better?
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Have enough skills been transferred to your staff?
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Which risks were not identified properly before the project started?
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How useful are the results compared to the original objectives?
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How could the agency have performed better?