AGENDA FOR A PROJECT POSTMORTEM

1. Original Project Business Case
   1. Original project business case.
   2. Original project customer value drivers (preferably monetized).
   3. Original project internal business value drivers (preferably monetized).
   4. Original bases of estimates.

2. Project Risk/Opportunity Metrics
   1. List of risk/opportunity factors and the disposition of each.
   2. Original level-of-confidence in cost and schedule of baseline plan (80-20?).
   3. Estimate of likely number of ECPs.
   4. Actual number of ECPs.

3. Project Technical Analysis
   1. Expected technical risks
   2. Emergent technical risks
   3. Disposition of risks

4. Project Actual Value vs. Estimates Analysis
   1. Original estimate of project value in dollars.
   2. Present estimate of project value in dollars.
   3. Variances in product or project scope, or schedule, that resulted in the total variance.
   4. Specific decisions, ECPs, or other causes, of such project value variances.
   5. Current estimated DIPP divided by originally estimated DIPP (DBI).

5. Project Actual Schedule vs. Estimates Analysis
   1. Project SPI on original baseline completion date.
   2. Project SPIs of each functional area on original baseline completion date.
   3. The original (planned baseline) critical path (CP).
   4. The As Built Critical Path (ABCP).
   5. Position of finish date in original level-of-confidence estimate (55-45?).
   6. Specific decisions, ECPs, or other causes, which caused the differences between the original CP and the ABCP.
   7. Functional area with the most DRAG and DRAG Cost on the original CP.
   8. Functional area with the most DRAG and DRAG Cost on the ABCP.
   9. Ten tasks with the most DRAG and DRAG Cost on the original CP.
   10. Ten tasks with the most DRAG and DRAG Cost on the ABCP.

6. Project Actual Resource Availability vs. Estimates Analysis
   • Ten specific resource limitations expected to cause the most DRAG on the original CP.
   • Ten specific resource limitations which actually caused the most DRAG on the ABCP.

7. Project Actual Cost vs. Estimates Analysis
   1. Actual cost of project cost in dollars.
   2. Original estimate of project cost in dollars.
   3. Final project CPI.
   4. Final project CPIs of each functional area.
   5. Position of actual cost in original level-of-confidence estimate (50-50?).
   6. Specific decisions, ECPs, or other causes, that added up to the total cost variance.
   7. Decisions, or other causes, of such cost variances.

8. Itemized list of valuable lessons for future projects.

9. Date in the future at which actual value generated by this project can be better assessed.