dorothy peer review project management

• All successful projects conclude with some form of team recognition. What would you do as a project manager to acknowledge and reward the project team?

respond to the peer review below by answering the above.

Facilitating Post-Project Meetings

The successful conclusion of the company luncheon, despite minor glitches, necessitates a structured transition into the closing phase. As the project manager, I would facilitate three distinct types of post-project meetings to ensure a comprehensive evaluation:

* The Team Debrief (Internal): A “Safe Space” session with the immediate planning staff. The focus here is on the technical and operational “glitches” mentioned. Using a “Start, Stop, Continue” framework allows the team to candidly discuss internal conflicts without fear of external judgment.

* Stakeholder & Customer Review (External): This meeting focuses on perceived value. For the luncheon, this involves gathering feedback from company leadership and attendees. According to the Project Management Institute (2021), confirming that the project met its intended objectivesin this case, employee engagement and a “smooth flow”is vital for formal sign-off.

* The Lessons Learned Repository Session: A final meeting to transform raw feedback into organizational assets.

Risk Management and Future Planning

A critical component of these meetings is the transition from Issue Management (handling the glitches that happened) to Risk Planning (preventing them in the future). By documenting the “minor conflicts” and planning gaps, the project manager creates a Risk Register for the next event.

Scholarly research suggests that “post-mortems” are often failed by organizations that do not document the root causes of variances (Larson & Gray, 2021). For example, if a “glitch” occurred because a vendor was late, future risk planning would include a mitigation strategy such as “Secondary Vendor Identification” or “Earlier Delivery Buffers.” This proactive stance ensures that the “glitches” of today do not become the failures of tomorrow.

Why This Approach?

Approaching meetings in this tiered mannerinternal first, then externalensures the team is aligned before facing stakeholders. It maintains professional integrity while fostering a culture of continuous improvement. Transparently discussing what went wrong (and what went right) builds trust with the organization and ensures that the financial and temporal investments made in the luncheon provide long-term institutional knowledge (Project Management Institute, 2017).

Conclusion

Project management is an iterative discipline that extends far beyond the “day of the event.” Whether managing the complex logistics of an e-commerce giant like Lazada or a high-stakes company luncheon, success is defined by the rigor of ones processes. From the initial top-down or bottom-up estimates to the precise tracking of PV, EV, and AC, cost management provides the financial boundaries for success. However, as the project closes, the focus must shift to human capital and knowledge management. By facilitating transparent post-project meetings and integrating lessons learned into future risk planning, project managers ensure that every glitch serves as a stepping stone toward perfection.

References

Larson, E. W., & Gray, C. F. (2021). Project Management: The Managerial Process (8th ed.). McGraw-Hill Education.

Lazada Group. (2024). About Lazada: Setting the pace for a retail revolution.

Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th ed.). Project Management Institute.

Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK Guide) (7th ed.). Project Management Institute.

Wyrozbski, P. (2020). Project Management Office Management. Publishing House of the Warsaw School of Economics. (Note: This is a scholarly source from within 5 years regarding post-project knowledge).