Improving the post-implementation review process in Chinabank

• Main Author: Cano, Samantha E.
• Format: text
• Language: English
• Published: Animo Repository 2019
• Subjects: Bank management; Process control; Business Administration, Management, and Operations
• Online Access: https://animorepository.dlsu.edu.ph/etd_masteral/6440; https://animorepository.dlsu.edu.ph/context/etd_masteral/article/13514/viewcontent/Improving_the_Post_Implementation_Review_Process_in_Chinabank_Cano2_Redacted.pdf
• Institution: De La Salle University

The post-implementation review process is the last stage of the process management cycle in Chinabank. It ensures that the projected benefits of process changes were actually met and are being experienced by the users. It was found that the completion rate of post-implementation reviews was at 64% at the time of this review. Through interviews and group discussions with the process management department, we tried to come up with possible causes and the corresponding actions to address this. In the first cycle, we focused on establishing a standard format for post-implementation documents. This made it easier to document the final output for post-implementation. During this first cycle, we also found another type of memo where a list of recommendations were stated instead of just one or two. In the second cycle, we addressed the monitoring of memos with multiple recommendations as well as establishing standard policies for conducting post-implementation reviews. The steps undertaken for both the first and second cycle has improved the number of post-implementation reviews completed in Chinabank. More than this, the study changed my perspective, as well as the team’s perspective, on post-implementation reviews. We realized its importance in project closure and in the sense of fulfillment each process management analyst feels in the work that we do.