Learning from Projects Note on Conducting a Postmortem Analysis Stefan Thomke Steven Jay Sinofsky 1999
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The Learning from Projects note on Conducting a Postmortem Analysis (CPA) by Stefan Thomke, Steven Jay Sinofsky is a textbook for managers who are responsible for postmortems. The book emphasizes the importance of understanding and improving the postmortems for success in the future. The chapter on conducting a postmortem is followed by five case studies and nine practical tips for postmortem management. The postmortems by Stefan Thomke are usually carried out by a team of managers who are responsible for a specific project. The team usually
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“It is hard to be optimistic when it comes to technology-based learning. We’ve had our hands full at all times for the past few years and I have a feeling that we are not ready for an all-at-once deployment of next generation learning solutions” (Thomke et al. 2008, p. 197). This, of course, is not really true anymore. However, it is true that a “technology-based” model cannot fully integrate all types of knowledge and skills that learners need to be competent adult
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“Postmortem Analysis: Learning from Projects is a valuable resource for all project managers. Steve and Stefan are the two authors of this textbook, and their collaborations on other works are well documented. For me, the book is especially informative in the areas of VRIO (Value Relevance, Innovativeness, and Opportunity), which is a core concept of the business world in the present age. Stefan’s contribution is particularly valuable in describing how the Postmortem can provide valuable lessons to individuals, managers, executives, and organizations in
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The key to postmortems is simple: they should be a collaborative process. If the people responsible for the project—usually a product manager, a team lead, a project manager, and a development manager—are all in the room, then they’ll understand how the project should have been designed, built, tested, and shipped. The key to a successful postmortem is that everyone shares a common understanding of what happened. In a meeting like this, I can’t really do a postmortem, but I can help with two key activities. 1.
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1. Learning from Projects – Conducting a Postmortem Analysis: Steven Jay Sinofsky was at one of the many meetings during the launch of the first version of Microsoft’s operating system. The meeting was chaotic and full of surprises. The team was under great pressure, and things had gotten messy in the last few months. The situation was tense, and I remember feeling stressed out. I was a project manager and didn’t really know how to handle such a situation. So I walked around the room, listening
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Alternatives
In my 1999 project evaluation post-mortem of Sprint 10, I discovered some interesting alternatives. These alternatives may be valuable for future project work. They come to us from Sprint 10’s Project Manager, Steven Sinofsky, who has done his fair share of this kind of evaluation. The alternatives include “Do a second project”, “Rework the project”, and “Make the project bigger and more ambitious”. I want to suggest the third alternative, which is not really a conventional one. It is a “M