Construction of the new Information Resource building at NorthWales University [NWU] is completed on time and on budget. Administrators at NWU and managers at Speedy Construction Company, the building's main contractor, are very pleased with the results. Besides meeting schedule and cost targets, the building and its equipment, including facilities and a variety of computer and technical equipment/installations intended to augment learning, appear to have met all of the technical requirements. Much of the technology is leading edge, and some of it is being applied for the first time ever in a learning/teaching environment by NWU. By all accounts the project is a success.
After reviewing and confirming that all of Speedy's obligations for the project have been met, Joe Smith, the project manager, meets with Susan Cash, NWU's vice principal of finance, and Ronald Pipe, vice principal estates and facilities, to finalise details of project termination and payment. The meeting goes well, and ends with discussion of future projects at NWU and possible involvement of the Speedy Construction Company. After the meeting Joe returns to his office, whereupon the director of Speedy's PMO [Project Management Office] asks him if he plans to do a post-completion project review. "Nope", quipped Joe, "no need to. The project was a success and everything went just as planned".
A few months later, Susan and Ronald give a final presentation on the project to NWU's Chancellor, reporting that it met all the technical and building requirements, the schedule, and the budget. In fact, they say, given the positive outcome of the project, some of the new technology in the building should be installed in other campus buildings and Speedy hired to oversee it. "Not so fast" says the chancellor. "I've heard reports that students and faculty find the new technology confusing, difficult to use, and maybe irrelevant. In fact, some of the rooms in the building are vacant due to lack of use. Other rooms are crowded, but students go there to socialise or relax, not to take advantage of any sophisticated learning technologies. I don't know what the problem is - if it's with the technology or with the way Speedy handled it".
i. Discuss Joe's neglect to conduct a post-completion project review.
ii. Is a post-completion review unnecessary whenever a project is considered a success?
iii. Is the project really a success? - Critically appraise Joe's view of the project's success.
iv. What follow-up processes should Speedy and NWU have implemented after the project was completed?