As a leader in a large organization, how many times have you been frustrated that your development teams appear to be "reinventing the wheel" on development projects because they are not aware that another internal project team created a similar deliverable?  The resulting impact to the organization--sub-optimized use of precious corporate dollars.

Two suggestions to fix are:

1.       During the project close process, ensure your project teams are cataloging all deliverables and intermediate work products so that other project teams do not need to rely on "tribal knowledge' in order to know about a corporate asset.

2.       As part of the analysis phase, require your project teams to review your corporate Asset Library to determine if any existing materials from previously completed projects can be leveraged on the project.

Depending on the size of your organization, implementing these two simple techniques could save your organization millions of dollars (or generate millions of dollars by realizing the benefits of your developed applications sooner).

December is usually a very busy month for wrapping up programs and projects.  Many organizations like to close out projects at the end of their fiscal year in order to match up projects and funding.

During this period, some organizations conduct project debrief sessions during the project-close process.  Some project teams refer these debrief sessions as "lessons-learned" sessions.  

 We highly recommend having project debrief sessions after every major program and/or project.  We further recommend that our clients call these sessions "project-debriefing", or "close-out" sessions.  Why?  Because what you learn from these sessions are only lessons learned if implemented or integrated into your project execution and/or managing and controlling processes.

We believe, at a minimum, the following five (5) questions should be asked during any project debriefing session. 

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