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Looking for Best Practices: How Would You Structure a Post-Implementation Phase?

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Vinicius Dias Project Manager I| Zurich Santander São Paulo, Brazil

Hi everyone!



I’m currently working in the project management team of a bankinsurance company (a joint venture between a bank and an insurance firm in Brazil). I’ve been given the challenge of structuring a new Post-Implementation area from scratch. The goal is to ensure that, during the first 90 days after a project goes live, we validate whether the delivered product is truly aligned with what was scoped, identify and resolve incidents quickly, and generate useful indicators for project managers and leadership.



Our projects are primarily tech-based, and we’ve historically seen a large number of problems emerge after implementation. To address this, I structured the first 30 days to include a checklist-based validation process covering a range of final product scenarios. Incidents identified during this phase are categorized using an Impact vs. Probability matrix, and I’m considering applying an 8D analysis form to each incident to build historical documentation and support future process improvements.



Every week, I send out a status report summarizing scenario validation progress and all open incidents, with detailed action plans in place. We’re also building a dashboard to provide stakeholders with a quick overview of project health during this period. At the end of the 90 days, I plan to close the project with a formal closure document, including validations, incident resolution summaries, and improvement notes.



I’m currently looking to improve this structure and would love to hear from you: what governance models, tools, or KPI suggestions would you recommend for a post-go-live quality phase like this? Have you experienced similar challenges in support, QA, or post-delivery teams? Any frameworks (like service transition or risk-driven metrics) that helped your organization handle these periods more effectively?



Thanks in advance for your feedback. I’m excited to hear how others have tackled this kind of challenge!
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Kiron Bondale Retired | Mentor| Retired Welland, Ontario, Canada
Vincius -

given your projects are tech-based, you might look into the ITIL library for processes & metrics related to post-change implementation.

Kiron
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Pavan Maddi
Community Champion
Buona Vista, Singapore

You’re already covering key areas—validation, incident handling, and insights. Consider adding user feedback loops (e.g., NPS or CSAT), SLA-based incident resolution tracking, and a lessons-learned log with trends. Aligning with ITIL’s service transition or DevOps’ DORA metrics may add strong governance support.
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Luis Branco CEO| Business Insight, Consultores de Gestão, Ldª Carcavelos, Lisboa, Portugal

Vinicius Dias
Great initiative — and you're starting with the right focus: validation, fast incident response, and actionable indicators.
If your goal is to protect value without creating unnecessary bureaucracy, here are some practical suggestions:

1. Treat post-implementation as a “stabilization with purpose” phase
You don’t need a heavy structure. Just make sure you have:
- Clear responsibilities (who validates, who resolves, who communicates)
- Short, focused review and action cycles (weekly, based on real impact)
- Success criteria aligned with outcomes (not just “it works”, but “is it making a difference?”)

2. Keep KPIs simple and decision-oriented
Avoid decorative metrics. Use a few that truly support action:
- Mean time to resolve critical incidents
- % of deliveries needing adjustment post-go-live
- Adoption and real usage indicators
- Direct user feedback on experience and satisfaction

3. Light governance, focused on visibility
Your dashboard can replace most reports.
If possible, build in auto-alerts for critical issues.
A focused biweekly check-in with the right people is more effective than large formal meetings.

4. Embed learning — skip the formal “lessons learned” routine
At the end of the 90 days, a short reflection using three key questions is enough:
- What went well?
- What could have prevented rework?
- What will we do differently next time?
Document it for practical reuse — not for archiving.

5. Be mindful with deep-dive tools like 8D
They're great for recurring or high-impact problems.
For the rest, a simple log of root cause and fix will do.
Overengineering analysis can quickly become waste.

In short:
Fewer rituals, more results.
Use visual governance, validate with users, and drive continuous improvement lightly. The goal is to ensure the value lands — not just that the project is "closed."
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Sergio Luis Conte Helping to create solutions for everyone| Worldwide based Organizations Buenos Aires, Argentina
This is a business analyst matter, not a project manager matter. You can find information inside the PMI´s business analysis related documentation. I am saying that not just because theory. I live it in the practices. For example, is to close to portfolio management.
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Zakaria Botros
Community Champion
Project Manager | Driving Clean Energy Innovations for a Sustainable Future| Canadian Nuclear Laboratories Ontario, Canada

Great initiative — sounds like you already have a solid structure in place! One angle you might also consider: treating this phase not only as quality assurance, but also as an opportunity to capture real user experience and business impact.



Maybe add light UX or adoption feedback loops, or track business KPIs alongside technical ones. It can help turn the post-implementation phase into a learning engine — not just for fixing issues, but also for driving future improvements and value.



Looking forward to seeing what others suggest too — very relevant topic!
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THIAGO SIQUEIRA DA SILVA Engenheiro Civil| VEXOR ENGENHARIA GOIANIA, GO, Brazil

A fase de pós-implementação é crucial para garantir a sustentabilidade e o sucesso contínuo de um projeto após sua conclusão. Para estruturá-la de forma eficaz, é importante adotar um processo organizado e focado em aprendizado contínuo, monitoramento e ajustes. Aqui está como eu estruturaria a fase de pós-implementação:



Avaliação de Conformidade e Qualidade:



Revisão do projeto: Avaliar se todos os entregáveis e objetivos do projeto foram alcançados conforme o planejado, incluindo qualidade e aderência aos requisitos.



Auditoria de qualidade: Verificar se as expectativas de qualidade foram atendidas, utilizando checklists de qualidade e relatórios de conformidade.



Documentação Completa:



Atualização da documentação: Garantir que toda a documentação do projeto esteja atualizada e acessível, incluindo manuais operacionais, planos de manutenção e registros de lições aprendidas.



Entrega formal dos resultados: Realizar uma entrega formal para as partes interessadas, garantindo que todos os aspectos do projeto sejam revistos e confirmados.



Monitoramento Pós-Entrega:



Acompanhamento do desempenho: Monitorar o desempenho dos entregáveis, especialmente aqueles que envolvem operação ou manutenção contínua (exemplo: sistemas implementados, infraestruturas, etc.).



Indicadores de desempenho (KPIs): Definir e acompanhar KPIs relacionados ao uso, eficácia e melhorias contínuas do produto ou serviço entregue.



Lições Aprendidas e Feedback:



Sessões de lições aprendidas: Realizar workshops ou reuniões de revisão com a equipe do projeto e as partes interessadas para identificar o que funcionou bem e o que poderia ser melhorado para projetos futuros.



Coleta de feedback: Obter feedback detalhado dos usuários finais, clientes e stakeholders sobre o desempenho do projeto e áreas de melhoria.



Treinamento e Capacitação:



Treinamento pós-implementação: Se o projeto envolveu novos processos, tecnologias ou sistemas, garantir que a equipe receba treinamento adequado para operar ou manter o que foi entregue.



Apoio contínuo: Disponibilizar uma equipe de suporte ou consultoria para resolver questões que possam surgir após a entrega do projeto.



Transição para Manutenção:



Plano de manutenção: Desenvolver um plano de manutenção a longo prazo para garantir que os entregáveis do projeto continuem operando de maneira eficiente.



Responsabilidades e atribuições: Definir claramente as responsabilidades da equipe de manutenção e garantir que os recursos necessários estejam disponíveis.



Fechamento Formal do Projeto:



Relatório final do projeto: Criar um relatório de fechamento que inclua o desempenho geral, as lições aprendidas, a avaliação do sucesso do projeto e a documentação de qualquer questão pendente.



Encerramento contratual: Garantir que todas as obrigações contratuais sejam atendidas, incluindo finalização de pagamentos, formalização de entregas e acordos de manutenção.

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