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Assess the Project

A project leader will regularly want to know how things are going with his project. Often the 'regular' progress monitoring of the management aspects is sufficient. In special cases, a special judgment will have to be organized.

A project leader will regularly want to know how things are going with his project. For himself, but also for his client and other stakeholders or stakeholders. In many cases, regular monitoring of the management aspects is sufficient. In special cases, a special judgment will have to be organized. Think of cases that relate to new, unexpected internal or external opportunities or threats or to an internal or external party who wants an explicit opinion. About the course of a project and about the current and planned state of affairs.


- where necessary, no corrective measures are taken
- there's only one form of planning, the optimistic one
- the role of the actors in the relevant environment is unclear. Who's allowed to think along, to know and to participate in the decision-making process
- an evaluation is carried out. So that the 'scapegoats' can still be found in the project
- no one dares to conclude that there's no longer a need for the result

Measure the project

Measuring a project is aimed at finding out as much as possible in a relatively short time. This concerns identifying bottlenecks and stumbling blocks. This measurement takes place in a very structured and targeted manner. Full cooperation from all involved is required.

What to do?

- orient yourself on the project to be measured. Map the project and its relevant environment. Access the relevant resources (people and documents)
- collect data from individuals and documents. Both from the past and the expected future of the project
- assess the description of the intended project result for clarity (with those involved) and on completeness (given the project phase)
- assess the action plan for the foreseen phases. Assess for completeness and feasibility
- assess the management plans for detail, use and usability. See if there are still enough margins included
- prepare the project diagnosis with the substantiated judgment.

Points of attention:

- good measurements are impossible without the consent of everyone involved
- measuring a project is the basis for a possible improvement therapy
- the project can already improve by measuring itself

Have the project audited

A project audit is a systematic, integrated and independent investigation of a project. The result of an audit is a substantiated opinion. With a coherent set of concrete recommendations.


A project audit is a systematic, integrated and independent investigation of a project. The research focuses on the following two issues:

- a project is tackled and managed professionally
- what's the chance of success of the project progress?

What to do?

- define the contours of the audit. So the why, the depth, the aspects and the desired outcomes
- draw up a global audit plan. With a goal or scope, a step-by-step plan or approach, with those involved and with the audit organization
- collect basic information about the project. So the latest applicable result specifications, activity and management plans
- identify the critical success and failure factors of the project
- detail the audit plan and provide the conditions and tools
- collect, interpret and value the project data required according to plan. From interviews or documents
- prepare the audit report. So the findings and recommendations with possible alternatives. Present some things

Points of attention:

- when assessing a project, people often feel assessed
- the truth about a project isn't always equal to a judgment
- those who are assessed during a project audit must be willing to do so

Project review

A project review is an internal, integral, forward-looking meeting. The project leader and the main actors and employees of the project participate in this. The aim is to inform everyone about the latest state of affairs about the project. In addition, everyone can be involved in an important progress decision of the project.

What to do?

- prepare the agenda of the review meeting. With topics, order, duration and participants
- prepare the meeting thoroughly by indicating what's expected of whom. Point out the open, helpful nature of the review
- during the review, make sure to keep asking questions. That the actual potential bottlenecks are discussed. In which everyone is involved in finding solutions
- during the review, make sure that the interfaces between the subprojects and the relevant environment are respected
- provide an unambiguous report of the review. With an unambiguous description of the decisions and agreements
- in accordance with normal progress reports, supervise the correct implementation of the agreements.

Points of attention:

- a project review serves to get everything back on track
- a single outsider can be valuable as a 'devils advocate' in a project review
- some clients require at least one review per phase of a project

Evaluate the project

Ex-post evaluations only make sense if they're learned for future projects. However, it must be remembered that every project is unique. In terms of results, stakeholders, circumstances, environment, etc. For people who collaborate a lot on similar projects, an ex-post evaluation is highly recommended!

What to do?

- check whether an ex-post evaluation is useful, necessary or useful
- determine the aspects to be investigated, the depth, the approach / method and the sources
- inventory and assess outdated data and opinions
- draw up the lessons learned. Distribute it to those who need (and want to) learn from it
- organize a 'lessons learned session' and discuss the evaluation and the (individual) lessons to be learned from it.

Points of attention:

- people only learn something if they're individually motivated to do so
- an ex-post evaluation can quickly degenerate into spewing annoyances and blaming each other. People don't learn much from that for a next project
- a project evaluation afterwards must be carried out by and with the people who made the project

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