1. ISTGTemplateRev08.17.04
eSP
Post Implementation Review
(PIR)

2. 2
PPPMC – PM, Version 2.0
Agenda
Learning Objectives
PIR Purpose
Old and New Environments
PIR Process
Exercises
References
New Glossary Terms
Test

3. 3
PPPMC – PM, Version 2.0
Learning Objectives
Describe the importance of performing a
Post Implementation Review (PIR)
Describe the new opportunity for sharing
learnings
Describe the timing and use of the PIR
process
Conduct the PIR process

4. 4
PPPMC – PM, Version 2.0
PIR Purpose
Improve the quality of future products
Make life easier for future project teams
NOT to celebrate

5. 5
PPPMC – PM, Version 2.0
Fulfilling the PIR Purpose
Proliferate proven BKMs
Identify and fix current process gaps
Learn from our mistakes
Identify opportunities for standardization
Identify opportunities for automation

6. 6
PPPMC – PM, Version 2.0
PIR Requirements
Reference
the PIR section
of the OSP

7. 7
PPPMC – PM, Version 2.0
Why is a PIR important?
We want to and need to improve our
methods for developing products
– Better
– Faster
– Cheaper
Sets aside time when we can focus on
process improvement
Provides an efficient way to proliferate
improvements

8. 8
PPPMC – PM, Version 2.0
Old Environment
Learnings
New
project
New
project
New
project
Database
Learning
Learning
Learning
Learning
Learning
Learning
Learnings
Old
Project

9. 9
PPPMC – PM, Version 2.0
New Environment…
…New Opportunities
eSP
Project
Learnings
Project
Learnings
Project
Learnings

10. 10
PPPMC – PM, Version 2.0
PIR Process Development
Requirement - must take advantage of the
new environment
Constraint – PIR meeting must not exceed
2 hours
Due to the constraint, a survey must be
utilized

11. 11
PPPMC – PM, Version 2.0
PIR Process
PIR planning is done during the Planning
Phase
Reference
eBG-PD-23-
Post Implementation Review.doc

12. 12
PPPMC – PM, Version 2.0
Completing the Survey
Reference
eBG-PD-23-
Post Implementation Review.doc
and eBG-PC-42-
Post Implementation Review Survey.doc
Survey intentionally does not have
leading questions and is not constricting
Survey is short so that participants can put
substantial thought into improving methods

13. 13
PPPMC – PM, Version 2.0
Determining the Root Cause
Identify the issue
Ask “Why” the issue occurred
For each of the answers, ask “Why” again
Repeat until you know what actions or
circumstances caused the issue to occur
Limit yourself to 4 levels of causes
Concentrate on resolving the most critical
root causes (what can we do to make sure
this never happens again)

14. 14
PPPMC – PM, Version 2.0
ExerciseExercise
For each issue, determine the root cause(s)
For each root cause, provide a resolution
that is repeatable by every future project

15. 15
PPPMC – PM, Version 2.0
Exercise #1Exercise #1
16. Describe the most crucial issue experienced during the execution of the project.
I bought eggs at the store and we already had eggs.
17. Why did this issue occur (root cause)?
18. What specifically can be done to ensure that the issue will not occur on another
project? Think about which eSP process or collateral would be impacted,
additional collateral required, training, communication requirements, etc.

16. 16
PPPMC – PM, Version 2.0
Exercise #2Exercise #2
16. Describe the most crucial issue experienced during the execution of the project.
VCR didn’t record because it was programmed incorrectly.
17. Why did this issue occur (root cause)?
18. What specifically can be done to ensure that the issue will not occur on another
project? Think about which eSP process or collateral would be impacted,
additional collateral required, training, communication requirements, etc.

17. 17
PPPMC – PM, Version 2.0
Exercise #3Exercise #3
16. Describe the most crucial issue experienced during the execution of the project.
Ran out of gas because the gas gauge is still broken.
17. Why did this issue occur (root cause)?
18. What specifically can be done to ensure that the issue will not occur on another
project? Think about which eSP process or collateral would be impacted, additional
collateral required, training, communication requirements, etc.

18. 18
PPPMC – PM, Version 2.0
Consolidating Survey Results
Extract information from the surveys
Complete root cause analysis and resolution if possible
Record results in the spreadsheet or presentation
Reference
eBG-PD-23-
Post Implementation Review.doc
and
eBG-TP-55-PIR Survey Results.xls

19. 19
PPPMC – PM, Version 2.0
Extracting Process Improvements
Successful activities
– Determine if the item is a valid BKM
– Determine why the BKM is not part of a process
(root cause)
– Is it a tip?
– Determine the resolution (how to make it part of the
process)
Issues
– Ensure root cause(s) is identified and accurate
– Ensure there is a valid resolution for each root
cause

20. 20
PPPMC – PM, Version 2.0
PIR Meeting Preparation
Each ‘Tip’ must have an action plan
The ‘Open Items’ will be dispositioned
during the meeting
Reference
eBG-TP-45-Post Implementation Review
Presentation Template.ppt

21. 21
PPPMC – PM, Version 2.0
ExerciseExercise
For each survey result, determine:
– what action the PM should take; and
– where to document each result in the
presentation template

22. 22
PPPMC – PM, Version 2.0
Exercise #4Exercise #4
16
.
Describe the most crucial issue experienced during the execution of the project.
Though I think our Risks were comprehensive from a detailed level, I think we
missed identifying risks in entire areas, like with regard to integration.
17
.
Why did this issue occur (root cause)?
There are too many possible risks to think of all the different areas where risks
may occur.
18
.
What specifically can be done to ensure that the issue will not occur on another
project? Think about which eSP process or collateral would be impacted,
additional collateral required, training, communication requirements, etc.
Create a checklist or taxonomy to help with risk identification so we don’t miss
an area like integration, including common attributes of risks within each area.

23. 23
PPPMC – PM, Version 2.0
Exercise #5Exercise #5
1
.
Describe the most successful activity performed by project team members that
provided the most benefit to the project.
Communication Plan was a good tool that provided thorough communication.
2
.
Was the activity performed as a result of strictly
following an existing eSP process? Yes/No
Yes
3
.
If yes to question 2, does the eSP process explicitly
and clearly require that this activity be performed in
the manner that this project performed the activity?
Yes/No
Yes
4
.
If no to question 2, does an eSP process or
template exist where this BKM could be
documented so it could be used by all projects?
Yes/No
5
.
If yes to question 4, which eSP process?

24. 24
PPPMC – PM, Version 2.0
Exercise #6Exercise #6
16
.
Describe the most crucial issue experienced during the execution of the project.
There were a lot of last minute design changes.
17
.
Why did this issue occur (root cause)?
18
.
What specifically can be done to ensure that the issue will not occur on another
project? Think about which eSP process or collateral would be impacted,
additional collateral required, training, communication requirements, etc.

25. 25
PPPMC – PM, Version 2.0
Exercise #7Exercise #7
16. Describe the most crucial issue experienced during the execution of the project.
Lots of swirl deciding on the best training approach, i.e., 3 day boot camp, 1 day
workshop, WBT. Final 1 day workshop approach worked very well but decision
was painful. Team used Consensus Decision-making.
17. Why did this issue occur (root cause)?
Training lead does not have skills to lead a group through a decision process.
18. What specifically can be done to ensure that the issue will not occur on another
project? Think about which eSP process or collateral would be impacted,
additional collateral required, training, communication requirements, etc.

26. 26
PPPMC – PM, Version 2.0
Exercise #8Exercise #8
1
.
Describe the most successful activity performed by project team members that
provided the most benefit to the project.
For XP projects, Sharepoint tracking of the build process has greatly reduced
the number of emails flying around, which is good.
2
.
Was the activity performed as a result of strictly
following an existing eSP process? Yes/No
No
3
.
If yes to question 2, does the eSP process explicitly
and clearly require that this activity be performed in
the manner that this project performed the activity?
Yes/No
4
.
If no to question 2, does an eSP process or
template exist where this BKM could be
documented so it could be used by all projects?
Yes/No
No
5
.
If yes to question 4, which eSP process?

27. 27
PPPMC – PM, Version 2.0
Exercise #9Exercise #9
16. Describe the most crucial issue experienced during the execution of the project.
We skipped code reviews because we didn't have time to do them. I think the
quality would have been much better had we actually performed reviews.
17. Why did this issue occur (root cause)?
Process was not followed because the project manager said we didn’t have to.
18. What specifically can be done to ensure that the issue will not occur on another
project? Think about which eSP process or collateral would be impacted,
additional collateral required, training, communication requirements, etc.

28. 28
PPPMC – PM, Version 2.0
Conducting the PIR Meeting
See QAP for meeting specifications
Most of the meeting is used to develop
process resolutions to complex issues the
project encountered
Reference
eBG-OS-03-Quality Assurance Plan.doc
and eBG-PD-23-
Post Implementation Review.doc

29. 29
PPPMC – PM, Version 2.0
Prioritization Techniques
Don’t spend too much time on this activity
Try to prioritize quickly with simple
discussion
There may be no time to address the lower
priority items
Use a formal technique only if necessary
(more time consuming)
– Nominal Group Technique
– Weighted Multivoting

30. 30
PPPMC – PM, Version 2.0
Root Cause Analysis Technique
Use fishbone diagram
– (a.k.a. cause and effect or Ishikawa diagram)
This should be a quick analysis
– Get to a conclusion quickly
– We are brainstorming - there is no one right answer
– This is not going to get published, so don’t be a
perfectionist
You may only get a couple of these completed
in one hour
Limit yourself to 4 levels of causes

31. 31
PPPMC – PM, Version 2.0
Exercise #10 (optional)Exercise #10 (optional)
 As a class, perform a root cause analysis on the
problem statement listed on the attachment
Root Cause
Template

32. 32
PPPMC – PM, Version 2.0
Closing Out the PIR
Submit process change requests
Complete Action Plans for Tips
Archive presentation and minutes
Communicate results

33. 33
PPPMC – PM, Version 2.0
Summary
Don’t wait until the PIR to submit
process improvements
Project Management skills needed
– Individual and group root cause analysis
– Prioritization
– Process change request extraction and
submission

34. 34
PPPMC – PM, Version 2.0
New Glossary Terms
* A complete list of Glossary Terms & Definitions located at:
http://ebg.intel.com/cmmi/glossaries.htm
Term Definition

35. 35
PPPMC – PM, Version 2.0
References
eBG-OS-01-Organizational Standard
Process.doc
eBG-OS-03-Quality Assurance Plan.doc
eBG-PD-23-Post Implementation Review.doc
eBG-PC-42-Post Implementation Review
Survey.doc
eBG-TP-55-PIR Survey Results.xls
eBG-TP-45-Post Implementation Review
Presentation Template.ppt

36. 36
PPPMC – PM, Version 2.0
YOUR AR: COMPLETE COURSE TESTYOUR AR: COMPLETE COURSE TEST
 Complete course test within two weeks for credit
– A score of 80% is required to pass and receive Intel U
credit
 Where do I find the course test?
– ISTG’s online learning tool CourseTracker
http://elearning.intel.com/ct/default.asp?
– Click Course Catalog
– Click Search
– Enter PIR Test
– Instructors will give you specific course tests to take
 Purpose of a course test?
– Verify knowledge transferred as a result of training
– Measure effectiveness of our training

37. 37
PPPMC – PM, Version 2.0
Backup

38. 38
PPPMC – PM, Version 2.0
Exercise #1Exercise #1
16. Describe the most crucial issue experienced during the execution of the project.
I bought eggs at the store and we already had eggs.
17. Why did this issue occur (root cause)?
• I didn’t check to see if we needed eggs.
• I didn’t have a list.
18. What specifically can be done to ensure that the issue will not occur on another
project? Think about which eSP process or collateral would be impacted,
additional collateral required, training, communication requirements, etc.
Create a list before I go to the store, checking what we are out of. Perhaps
create a template with standard items and a check box for each to make sure I
consistently check the current inventory of regularly purchased items before I go
to the store.

39. 39
PPPMC – PM, Version 2.0
Exercise #2Exercise #2
16. Describe the most crucial issue experienced during the execution of the project.
VCR didn’t record because it was programmed incorrectly.
17. Why did this issue occur (root cause)?
• I didn’t know how to program it.
o There is no on-screen programming capability.
o I didn’t read the instructions.
18. What specifically can be done to ensure that the issue will not occur on another
project? Think about which eSP process or collateral would be impacted,
additional collateral required, training, communication requirements, etc.
Always read the instructions of any new appliance or electronics.

40. 40
PPPMC – PM, Version 2.0
Exercise #3Exercise #3
16. Describe the most crucial issue experienced during the execution of the project.
Ran out of gas because the gas gauge is still broken.
17. Why did this issue occur (root cause)?
• Haven’t had the gas gauge fixed.
o Haven’t had time.
o Didn’t think it was important.
• Couldn’t remember the mileage on the odometer when I last filled up the gas tank.
18. What specifically can be done to ensure that the issue will not occur on another
project? Think about which eSP process or collateral would be impacted, additional
collateral required, training, communication requirements, etc.
• (major bullet is not the root cause; see sub-bullets)
o Improve time management (take a time management course)
o Adjust my prioritization criteria because of the high impact (spent 2 hours
getting gas)
• Use odometer that can be reset, OR put paper and pencil in the car to record
mileage.

41. 41
PPPMC – PM, Version 2.0
Exercise #4Exercise #4
This should be the most common type of issue information returned from a survey.
This results in a process change request being submitted from the resolution field.
Exercise #5Exercise #5
This accomplishment results from following an existing process. No action is
required, and simply validates the existing process.
Exercise #6Exercise #6
Not enough information exists to perform a root cause analysis, or even determine if
there is a valid issue. If this appears on multiple surveys, the item may be added to
the Open Items list in the presentation for group root cause analysis. Otherwise, no
action is possible.

42. 42
PPPMC – PM, Version 2.0
Exercise #7Exercise #7
Action must be taken (the right thing to do for Intel, the next project, and the next
project’s team members). However, this should not be documented or included in
the presentation, but should be dealt with offline.
Exercise #8Exercise #8
Since the process does not mandate how to track the build process, this should be
included in the presentation as a Tip, with an appropriate action plan to proliferate
the learning.
Exercise #9Exercise #9
The existing process was not followed, with poor results. No action is required. The
actions taken by the PM should show up during Focal.

43. 43
PPPMC – PM, Version 2.0
Exercise #10 (optional)Exercise #10 (optional)
Sample solution:
Root Cause
Template