Post project organization

NHPC CBIP (2012) Post Seminar Proceedings on International seminar on Minimizing Geological Uncertainties and their Effect on Hydropower Projects, Organized by NHPC CBIP, New Delhi, September, 27-28, 2012. 

Accordingly, each project or a sampling of an organization s projects, ranging from the successful to the mediocre or failed projects, should be immediately followed by a post-mortem analysis to determine what can be learned for the benefit of near-future projects. Lessons learned should be documented and widely shared within the organization. Two important components of this post-project review are input from the client, owner or customer and a meeting of the project team. The client, owner, or customer interaction should precede the team meeting so that the team has the benefit of input form those who were served. 

As an entry-level person, you are not likely to conduct the post-project review with the organization served. But, as a member of a project team, you served internal clients, that is, members of your organization. Occasionally meet one-on-one with them. Ask for a frank evaluation of the services you provided with the goal of doing an even better job the next time. Many individuals are reluctant to volunteer encouragement or criticism, particularly the latter, but will comment on your efforts if you ask. 

Gordon Rewcastle obtained his PhD in Organic Chemistry from the University of Auckland in 1978, and after post-doctoral study in the U.S., he joined the Auckland Cancer Society s Research Laboratory as a medicinal chemist in 1980. Since then has participated in a number of antibacterial and anticancer drug development projects, and is the author or co-author of over 100 scientific papers and patents in the anticancer area. In all, he has made significant contributions to the development of six of the eight anticancer drugs to have gone to clinical trial from the Auckland Cancer Centre. 

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