Outcome review

At this stage you need to pull together all the data to determine the success of the project. This review is important for a number of reasons:

• It provides an emotional closure to the prolonged action so that each side can let go;

• It offers factual evidence to ensure that the terms of the original contract have been fulfilled;

• It provides the bedrock upon which all communication messages are shared across the firm;

• It helps to provide some of the high points that are used to celebrate the successful conclusion of the project.

In reviewing the outcomes, the measurement must be against the original contract specifications, including any changes over the life of the programme. The key factors to cover in the outcome review will include:

• Outcomes: Have the high-level goals and specific objectives been achieved and is the client happy that the measurement process is valid and reliable in proving the outcomes?

• Engagement: Did the engagement take place according to plan? Was it the right change methodology, were resources used effectively and were milestones and breakpoints achieved?

• Responsibilities: Did all people conform to their agreed responsibilities and did the sub-contractors fulfil their part of the contract?

• Boundaries and scope: Were the agreed boundaries maintained and did any of the change spill into areas that were defined as being separate from the project?

• Confidentiality: Have all confidentiality clauses been maintained and are there any additional ones that need to be included as a result of any changes to the project process?

• Specifics: Have all the financial considerations been locked in place to ensure prompt payment according to the contract?

Although the review process will draw upon the views of many other players within the engagement, you should aim to close the project by a private session with the client. If other people are included in the outcome review, alternative perceptions, political agendas and shadow issues can start to surface, thus disrupting the closure. The loop should be closed at this point without any external factors to cause a deviation from the contract review.

Finally, you should ensure that no shadow issues are left unresolved. The formal aspects of the project may have been closed but the client may remain unhappy about certain seemingly inconsequential matters. Unless you take the time to raise these issues they will remain hidden. Issues such as the behaviour of the consultants on site, problems with contacting the consultants when away from site or complaints over the competence of the junior members of the consulting team can often fuel antagonisms if they are not dealt with before departure.